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BA Techniques
| Term | Definition |
|---|---|
| Org Modelling | roles and reporting structures, titles and responsibilities (Functional, Market-focused, Projectized), Org charts, who is "influencer". |
| SH List, Map, or Personas | Decision authority, Attitude, Role, Familiarity with BA. SH Lists. SH Maps: Matrix, Onion Diagram (involved level ->), Resp Matrix (Resp, Accountable, Consult, Inform). SH Personas: Fictional character traits. |
| Biz Rules Ana | the rules (Specific, testable, clear) the org uses: Explicit Rules (Doc), Tacit Rules (Undoc). Definitional, Behavioral. (+) allow for quick changes and adoption, empower SH to take action. (-) may be contradictory, may not specific and clear |
| Balanced Scorecard | assess org performance: Learning & Growth, Internal Biz Process, Customer, Financial. |
| Biz Model Canvas | value between the org and its customers: Cost Structure (Partnerships, Activities, Resources, Value Propo), Revenue Streams (Customer Relat, Channels, Customer Segments). |
| Biz Cap Ana | abilities an org bring to objectives. Eg: Maps. |
| Biz Cases | justification for action (Why, Needs, Outcomes), proposed solution (Alternatives), costs (Scope of alternatives, Feasibility, Value), other important factors. |
| SWOT Ana | Strengths, Weaknesses, Opportunities, Threats -> SO: strengths to leverage opp. ST: strengths to combat weakness. WO: Leveraging opp to mitigate weakness. WT: Identifying threats that align with weakness. |
| Root Cause Ana | what causes may underlie symptomatic problems, potential issues, problems. Eg: Fishbone Diagrams (Why? x3). |
| Observation | Analyst observes activities (Passive, Active): Define objectives > Prepare > Conduct > Confirm & validate. |
| Survey or Quest | info from a large group, time- and cost-effective. Preparing (objectives, group, structure, distribution, timeline, target, follow-up). |
| Interviews | info from one or several SH through conversation. Structured: predefined quest. Unstructured: free-ranging. Most successful: hybrid approach. Goals and purpose shared > Select SH > logistics > convers > Follow-up to share, clarify, validate, expand info. |
| Brainstorming | new ideas in a rapid fashion: Prepare > Action > Assessment. (+) many ideas, short time, creative, team-building. (-) may derail the process, Political, personal dynamics. |
| Mind Mapping | concepts, info, relationships. (+) sharing complex info, creative problem solving. (-) Not used for brainstorming, no strict relationships, lacking context. (used to follow-up Brainstorming) |
| Collaborative Games | game to foster collab and common understanding. Eg: Product Box, Affinity Map, Fishbowl. (+) uncovering unidentified assumptions, points of conflict, teamwork, creative thinking. (-) low-value, time. |
| Use Cases & Scenarios | Narratively describe how people or systems work to -> objectives (biz value). Extend & Include relationships. |
| User Stories | Describes a small function that value to a SH (how they use it). Story card: As a... (role), I want... (need), So that... (business value). |
| Focus Groups | gather perspectives in a moderated setting. Moderator fosters discussion. 6-12 men. (+) Cost- and time-efficient, deeper understanding and consensus. (-) Participants may not speak up. Moderator may lack skill. Groupthink. |
| Workshops | SH work together to a predefined objective > facilitated and documented > Remaining quests, open items, and next steps. (+) Collab and consensus, Immediate feedback, quick iteration. (-) Coordinating difficult, Right SH, Improper number of SH. |
| Decision Modeling | how decisions made by rules/ procedures. Eg: decision table, tree. (+) outcomes and factors, a guide to biz decisions, integrated and automated. (-) Requires specific criteria, May change decision-making processes and lower SH proactivity. |
| Decision Ana | Compares possible responses (Alternatives) to problems/ oppors (Problem Statement)> value, risk factors (Decision Criteria). |
| Roles & Permissions Matrix | who holds responsibility, and to what extent. (+) info security, responsibility and decision-making authority. (-) Correct balance of detail, must be kept up to date. |
| Data Dictionary | data elements, parameters, attributes. (+) source of truth, common understanding, consistent usage. (-) Must be maintained, Must for many use. |
| Data Flow Diagrams | how data generated, received, transferred, transformed, sent. |
| Doc Ana | find info, context by review doc. which docs, internal, external, usable. Gaps between sources > new visual aids > to SH. |
| Data Mining | patterns, info from data sets (combined). Descriptive > Diagnostic (why patterns exist, segmentation, decision trees) > Predictive (regression ana). |
| Glossary | Catalogs definitions of key terms. a clear source of truth. Unique terms. readily avail to SH, least edit. (+) shared language, understanding, clear up discrepancies. (-) Ongoing maintenance is necessary, Disagreements may arise. |
| Concept Modeling | Catalogs the terms, definitions about a biz domain. A glossary: noun. Verb. Categories, classifications, roles. |
| Func Decomposition | Breaks down solution elements into smaller, simpler parts to ana. Work, Resource breakdown structures, Biz processes, Solution components, Biz activity & decision models. |
| Prioritization | sort reqs based on various metrics. Grouping (low, medium, or high prior), Ranking (most to least important), Time Boxing & Budgeting (how reqs fit budgetary or time reqs), Negotiation (from SH). |
| Non-func Reqs Ana | reqs related to quality, manner, aesthetics. specific, verifiable, certification by external, may require revision. (+) Details how functions must perform, meet org objs. (-) Reaching consensus may be difficult, may slower progress. |
| Item Tracking | Maintains awareness and responsibility for solution-related issues. Unique ID, Issue sum, Type category, Status, Impact, Priority, Parties, Actions. (+) issues followed and addressed, prioritizied. (-) too much time and effort on, no time to handle. |
| Backlog Man | tracking and prioritizing remaining work items > solutions. A collection of User stories > Prioritized > Man iteratively > Releases > Product. |
| State Modeling | the present and possible states of system elements, how those states may be changed. Conditional, Automatic, Recursive transition. (+) Visualizes workflows, impact of changes. (-) Requires certainty, Deceptively complex when most benefit. |
| Interface Ana | contextual info, exchange of info between components or across solutions: User interfaces, SH and regulators, Biz processes, Data interfaces and APIs, Hardware devices receiving or sending info. > What info exchanged? When? Who/what use it? why? how? |
| Sequence Diagrams | how info passed between various system objects, how user interface components interact. Synchronous Calls (Control transferred with info receipt > reply). Asynchronous Calls (After sending info, process continue). |
| Process Modeling | how work is completed, for process ana. May be tailored, refer to others, present or future state. BPMN. (+) broadly understood. (-) too complex, not useful to identify problems if too broad. |
| Process Ana | process models > present effectiveness, opportunities, changes, present-future gaps. (+) Validates solution from challenges, applied to many process models. (-) time commitment, ineffective when many decision points or rely heavily on org knowledge |
| Data Modeling | relationships between entities, classes, and data objects, a diagram and associated doc - ERD. Types: Conceptual (how the biz perceives info), Logical (Adds data attributes, mana rules, how a solution functions), Physical (location, perform, secu info). |
| Scope Modeling | limits of a system, change initiative, or project. SO control (topic, SH roles, org), SO need (SH needs, objs, personnel), SO solution (Reqs, value, impact), SO change (SH, actions, events). |
| Estimation | forecast time, cost, resources required. Eg: Analogous Est, Parametric Est, Triangular Distribution, PERT. (+) expected cost/benefit, updated over time. (-) poor inputs, unknown factors, single method > poor results. |
| Financial Ana | cost and ROI of solution options. Total cost = initial + ongoing costs. alternatives compared. ROI. NPV (Net present value). IRR (Internal rate of return) interest rate represents breakeven for a solution. |
| Risk Ana & Man | threats and oppors, response strategies. Similar strategies: Opportunities (Exploit •Share •Enhance •Accept), Threats (Avoid • Transfer • Mitigate • Accept). Risk Appetite (reward VS risk). Risk Tolerance (risk amount). Risk Threshold |
| Vendor Assessment | vendor can, or has, met commitments, ranking of vendors. Expertise, Pricing, Market position, Terms & conditions, Reputation & stability. |
| Prototyping | SH feedback captured by a model or early design of reqs. Proof of concept (system design), Form study (aesthetic aspects), Usability prototype (interact), Visual prototype, Functional prototype. Eg: Storyboarding, Paper, Workflow modeling, Simulation |
| Benchmark & Market Ana | org's performance against internal metrics or competitors > better processes, biz case for action > goals, optimal outcomes. (+) best practices, market, objectives. (-) Can be resource-intensive, Not all info available. Internal or External measures |
| Metrics & KPIs | solution's performance, compares to expectations. Measures must be: Clear, Timely, Resource- light, Sufficient, Quantifiable, Credible (trusted). |
| Accep & Eva Criteria | Outline what criteria must be met. measurable, Consensus, value ranking, must be testable. |
| Reviews | evaluate work output. Inspections (Formal), Walkthroughs (tour feedback), Technical reviews (specific issues), Pass around (work product), Ad hoc (Informal). |
| Lessons Learned | learn from, leave behind for future use. retrospective sessions with SH. what worked, what didn't, why, at milestones/ phase gates/ the end. |
Created by:
IABA
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