cbap certification in india
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Unit 5:
Requirement
Elicitation
Business Analysis And
Certification Program(BACP)
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Private and Confidential 2
Agenda
In this session, you should be able to:
• Use tools and techniques for requirement
elicitation
• Appreciate the importance of various behavioralaspects:
o Perception
o Leadership
o Communication skills
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Req Analysis
& Mgmnt
Basics of Requirements
Enterprise
Analysis
Develop
BRD &validate
sol.
BA
Planning,
Scope,
and vision
Req
Elicitation
1 2
6
5
4
3
Vision & Scope
Report
Req. Work Plan
BRD
Step 5: Requirement Elicitation
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Dealingwith Risk
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Managing Risk
Risk is an uncertain event or condition that may have a positive or
negative effect on at least one project objective, such as time, cost,
scope, or quality.
Risk management includes all processes that focus on—
• Planning for, identifying, and analyzing risks
• Planning risk responses
• Monitoring and controlling risk responses
All projects are risky!
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Risk Management Planning
• Planning involves deciding how to identify and manage
possible events that might affect the project.• The level of effort should be equivalent to the actual level of
risk and the importance of the project.
A risk may have one or more causes, and, if it occurs, one or more impacts:
Opportunities Threats
Risks with a positiveimpact are opportunities
Risks with a negativeimpact are threats
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Sources Of Risks
What may be
some of the
sources of
risk?
Assumptions
DependenciesConstraints
Sources
of Risk
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Prioritizing Risks
6 3 1
8 5 2
9 7 4
IMPACT
P R O B A B I L I T Y
H i g h
L o w
M e d i u
m
HighLow Medium
High/Low
Medium/Low
Low/Low
High/Medium
Medium/Medium
Low/Medium Low/High
Medium/High
High/High
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Risk Response Strategies For Threats
A v o i d
M i t i
g a t e
T r an s f er
A c c e p t
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Risk Response Strategies For Threats
E x p l o i t
E n
h a n c e
S h ar e
A c c e
p t
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Activity 17: Risk Management
30 minutes
Two Opportunities
Two Threats
• Form groups and from your previous experience, come out with:
• Identify all four type of responses for these risks and present to your
group
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Steps Prior To Requirements Gathering
• Review the documents and inputs to determine desired outcomes,
objectives and open points
• Prepare a meeting agenda
• Define participant roles within your team
• Generate initial questions for the interview
• Decide among your teammates how to organize the interview questions,
how to facilitate the interview session, and who will ask which questions
and follow-up questions• Review the high-level business requirements and the “To-Be” business
process design
• Bring a shell of what you do know and what questions you have for each
area
What are some of the steps you should completebefore leading a requirements gathering session?
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Tools andTechniques
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Requirement Gathering Techniques
Some common techniques for gathering
requirements include:
• Process flows
• Use cases• Prototypes & Scenarios
• Focus groups
•Interviews
• Fit-Gap analysis
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Requirement Gathering Techniques – Example
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Techniques and Tools – Process Flows
Techniqu
e
Descriptio
n
When
Appropriate Pros/ConsParticipant
s
Process
Flows
A process
flow shows
the
relationship
betweenmajor
components
in the
system
This method is
ideally used to
describe how
current or
futurebusiness
processes
should be
modeled
Pros:
•Easily understood
by users and
stakeholders who
are part of theprocess being
developed
Cons:
•Difficult to
represent multipleprocesses
occurring
simultaneously
This
technique is
most
successful
when allusers are
participants
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Techniques and Tools – Use Cases
Technique DescriptionWhen
Appropriate
Pros/ConsParticipant
sUse Cases Use cases
describe a
sequence of
actions the
application
performs onbehalf of a
particular
user or an
external
application
Best used to
describe a step-
by-step process
of how the
system works
for end users
Pros:
Provides a user point
of view
Makes functional
requirements easierto explain and
understand for end
users and
stakeholders
Cons:
Use cases do notprovide enough
information to enable
development
activities
This
technique is
most
successful
when all
users areparticipants
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Techniques and Tools – Prototypes and Scenarios
Technique DescriptionWhen
AppropriatePros/Cons Participants
Prototypes Prototyping isa technique for
building a
quick draft of a
desired
system, or
parts of thatsystem
Illustrates thecapabilities of
the system to
the users and
designers
Pros: Allows the user tovisualize system capabilities
Cons: Can sometimes give
an impression that the
system is further along than
it is, giving users an overly
optimistic impression ofcompletion
Mostappropriate
when
administered
to the ultimate
users and
stakeholders ofthe system
Scenario
Building /
Visualization
A facilitator
talks to users
through
visualization,
walks through
current and
ideal online
and offline
processes
Especially
helpful when a
system does not
currently exist
and it is being
used to replace
a process
currently
implemented
manually
Pros: There is no physical
prototype or system in front
of them, so the user isn’t
restricted by what they see
Cons: Experiences with
similar systems could
impede the flow of new
ideas; users could omit
steps or tasks, especially if
the task is repetitive
Most successful
when users,
not
stakeholders,
are the
participants
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Techniques and Tools – Focus Groups
Technique DescriptionWhen
AppropriatePros/Cons Participants
Focus
Groups
A focus group
brings
together a
cross-section
of
stakeholders
and end users
into a room
and opens
lines of
communicatio
ns
Focus groups are
generally most
helpful at the
beginning stages
of a project when
the entire value
proposition is
being validated
Pros:
• Ability to solicit a wide
variety of opinions in a
relatively short period
of time
• Group dynamicsstimulate individual
thought and give rise
to “piggy-back” ideas
Cons:
• It may be intimidating
for subordinatestakeholders to
contradict a
supervisor
Participants in
this exercise
are normally a
combination of
stakeholders
and users
traditionally
drawn from
the user
groups and
stakeholders
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Techniques and Tools – Fit / Gap Analysis
Technique Description When
Appropriate
Pros/Cons Participants
Fit / Gap
Analysis
Fit / Gap
Analysis
consists of
comparing the
capabilities of a
software
package withthe current
and/or desired
future state of
the business,
identifying
gaps, and
deciding howto close them
A gap is closed by
customizing the
package,
developing add-on
software or by
changing the
organization toadapt to the
package
Pros:
• Forces the
consideration of all
relevant factors
Cons:
• Can cause project to belost in details
Requires a mix
of business
experts,
software
experts,
decision makers
and neutralfacilitators
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Communication: An Art
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What is Communication?
Communication is simply the act of transferring
information from one place to another.
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What is Communication?
Communication Channel
Understanding
When two or more people are in the same place and are aware of each
other's presence, then communication is taking place, no matter how subtle
or unintentional.
Sender Receiver
Encoding Decoding
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Elements of Interpersonal Communication
• One Way Process
• Two way process – Interactive ProcessCommunicators
• Speech
• Non-verbal messages exchanged such as facial expressions, tone of voice,gestures and body language
Message
• Anything that distorts the message
• Physical 'noise', complicated jargon, inappropriate body language,
inattention, disinterest, and cultural differences
Noise
• Messages the receiver returns, Allows sender to adapt, Regulate or repeat
• Direct verbal statements, subtle facial expressions or changes in postureFeedback
• Situational context, Social Context
• The emotional climate and participants' expectations of the interaction
Context
• Speech and Vision
• Only SpeechChannel
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The Goal
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Types of Communication
Communication
VerbalFace to face, tele,
radio etc.
Non VerbalBody lang., gesture,
dress, smell
Written Visual
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Verbal Communication: Listening Skills
Source: Adler, R., Rosenfeld, L. and Proctor, R. (2001) Interplay: the process of
interpersonal communicating (8th edn), Fort Worth, TX: Harcourt.
Listening is the ability to accurately receive messages in the
communication process.
Not
Communicating,
30%
Listening,45%
Writing, 9%
Reading, 16%
Speaking, 30%
Communicating,
70%
Not Communicating Listening
Writing Reading
V/S
Hearing
Hearing refers to the
sounds that you hear
Listening
Listening requires more
than that: it requiresfocus. It means being
aware of both verbal and
non-verbal messages
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Listening Skills: 10 Principles
Source: www. Skillsyouneed.com
1. Stop Talking2. PrepareYourself to
Listen
3. Put theSpeaker at Ease
4. RemoveDistractions
5&6. Empathiseand Be Patient
7. AvoidPersonalPrejudice
8. Listen to theTone
9. Listen forIdeas – Not Just
Words
10.Wait andWatch for Non-Verbal Comm.
A good listener will listen not only to what is being said, but also to
what is left unsaid or only partially said.
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Listening Skills: Verbal and Non-verbal Signs
Source: www. Skillsyouneed.com
Non-Verbal Cues• Smile
• Eye contact
• Posture
• Mirroring
• Distraction
Verbal Cues• Positive Reinforcement
• Remembering
• Questioning
• Reflection/paraphrasing
• Clarification
• Summarization
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Activity 18: Transmitting Information
1. This is a group exercise.
2. Make 4-5 groups.
3. Read a story.
4. No notes/documentation.
20 minutes
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Perception
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Activity 19: Count ‘F’s
20 minutes
Q: How many F’s do you see?
FEATURE FILMS ARE THE
RESULT OF YEARS OF
SCIENTIFIC STUDY COMBINEDWITH
THE EXPERIENCE OF YEARS
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Activity 20: Whom Do You See Here?
10 minutes
Q: Who do you see here? Be Careful!
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Activity 21: Communication and Leadership
• It is a group exercise
• Create 4 rows
• Debrief: What does this tell us from our communication received
from / sent to our stakeholders?
30 minutes
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Leadership
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The Right Order and Why?
30 minutes10 minutes
Where are
we going? Where are
we now?
Th L d hi M d l 3W
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The Leadership Model – 3W
Where are we now?
What next?
Where are we going?
3W
W1
W2
W3
Source: www.liw3.com
h d h h
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Change Leadership vs. Change Management
Organizational Focus• Prognosticator
• Establishes long-term
direction
• Expansion / Growth
•
Creation of collaborativeteams
• Removes barriers and
obstacles
• Organizational risk
focused
Business Unit Focus• Problem Solver
• Plans activities to achieve
direction
• Maintenance,
Predictability• Creates methods and
systems for
• Monitors execution of plan
• Task risk focused
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Module Summary
Techniques that can be used to gather requirements includes:
•Process flows
• Use cases
• Prototypes & Scenarios
• Focus groups
The key comments to a requirements gathering session are:
• Agenda
• Defined roles
• Objectives
• Existing status
• Next Steps
• Interviews
• Fit-Gap analysis
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&Thank You
For YourAttention
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