babok study group - meeting 4
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BABOKStudyGroupMeeting 4. Elicitation
http://zubkiewicz.comPaweł Zubkiewicz TOGAF 9, OCEB, CCBA, ArchiMate 2 [email protected]
05/01/2023 2
Elicitation?The definition of elicitation is1:• to draw forth or bring out (something latent or
potential) . • to call forth or draw out (as information or a
response).
These definitions highlight the need to actively engage the stakeholders in defining requirements.
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BABOK – Knowledge Areas & Tasks
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5.4 Define Solution Scope
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3 – ElicitationTask Name Inputs Elements Techniques Stakeholders Outputs3.1 Prepare For Elicitation Ensure all needed resources are organized and scheduled for conducting the elicitation activities.
Business Case (5.5)Business Need (5.1)Solution Scope (5.4)Stakeholder List, Roles, and Responsibilities (2.2) Implicit Input: BA plan(s) (2.3)
Clarify the scope for selected elicitation technique
Schedule all resources (people, facilities, equipment)
Notify appropriate parties
General:Brainstorming (9.3)Document Analysis (9.9)Focus Groups (9.11)Interface Analysis (9.13)Interviews (9.14)Observation (9.18)Prototyping (9.22)Requirements Workshops (9.23)Survey / Questionnaire (9.31)
All stakeholders Project Manger
Scheduled Resources (3.1)Supporting Materials (3.1) Implicit Output: BA perf metrics
3.2 Conduct Elicitation Activity Meet with stakeholder(s) to elicit information regarding their needs.
Business Need (5.1)Solution Scope (5.4)Business Case (5.5) Requirements Management Plan (2.5) Scheduled Resources (3.1)Supporting Materials (3.1) OPAs Implicit Input: BA plan(s) (2.3)
Tracing requirementsCapturing requirements attributesMetrics
Essential:Data Dictionary and Glossary (9.5) General:Brainstorming (9.3)Document Analysis (9.9)Focus Groups (9.11)Interface Analysis (9.13)Interviews (9.14)Observation (9.18)Prototyping (9.22)Requirements Workshop (9.23)Survey / Questionnaire (9.31)
CustomerDomain SMEEnd User SupplierSponsor Implementation SMEOperational SupportProject MangerSupplierTester Regulator
Elicitation Results (3.2) Implicit Output: BA perf metrics
3.3 Document Elicitation Results Record the information provided by stakeholders for use in analysis.
Elicitation results (3.2) Implicit Input: BA plan(s) (2.3)
Documentation: Written docs Visual or recordings Whiteboards
General:Brainstorming (9.3)Document Analysis (9.9)Focus Groups (9.11)Interface Analysis (9.13)Interviews (9.14)Observation (9.18)Problem Tracking (9.20)Prototyping (9.22)Requirements Workshops (9.23)Survey / Questionnaire (9.31)
Business Analyst Requirements [Stated] (3.3)Stakeholder Concerns (3.3) Implicit Output: BA perf metrics
3.4 Confirm Elicitation Results Validate that the stated requirements expressed by the stakeholder match the stakeholder’s understanding of the problem and the stakeholder’s needs.
Requirements [Stated, Unconfirmed] (3.3)Stakeholder Concerns [Unconfirmed] (3.3) Implicit Input: BA plan(s) (2.3)
General:Interviews (9.14)Observation (9.18)
Any stakeholder who has participated in other elicitation tasks
Requirements [Stated & Confirmed] (3.4)Stakeholder Concerns [Confirmed] (3.4) Implicit Output: BA perf metrics
05/01/2023 6http://zubkiewicz.comSource: Modern Analyst
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3.1 Prepare for Elicitation
Elements• Clarify the specific scope for
the selected elicitation technique and gathers any necessary supporting materials.
• Schedule all resources (people, facilities, equipment)
• Notify appropriate parties of the plan
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Outputs• Scheduled Resources:
This includes the participants, the location in which the elicitation activity will occur, and any other resources that may be required.
• Supporting Materials: Any materials required to help explain the techniques used or perform them.
Ensure all needed resources are organized and scheduled for conducting the elicitation activities.
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3.2 Conduct Elicitation Activity
Elements• Tracing requirements: While eliciting the
requirements it is important to guard against scope creep. Tracing requirements back to the business goals/objectives helps to validate whether a requirement should be included.
• Capturing requirement attributes: While eliciting the requirements documenting requirements attributes such as the requirement’s source, value and priority will aid in managing each requirement throughout its life cycle.
• Metrics: Tracking the elicitation participants and the actual time spent eliciting the requirements provides a basis for future planning.
Outputs• Elicitation Results:
May include documentation appropriate to the technique and capture the information provided by the stakeholder.
Meet with stakeholder(s) to elicit information regarding their needs.
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3.3 Document Elicitation Results
ElementsDocumentation can take a number of forms, including:• Written documents
describing the outcomes, such as meeting minutes
• Visual or audio recordings• Whiteboards (either actual
or virtual) where notes are retained until they are transferred to another medium.
Outputs• Requirements [Stated]:
Described from the perspective of the stakeholder. Stated requirements describe the stakeholder’s need from the stakeholder’s perspective.
• Stakeholder Concerns: Includes issues identified by the stakeholder, risks, assumptions, constraints, and other relevant information.
Record the information provided by stakeholders for use in analysis
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3.4 Confirm Elicitation Results
Techniques:• 9.14 Interviews• 9.18 Observation
Output• Requirements [Stated,
Confirmed]: Identical to Requirements [Stated] for all practical purposes, including use as an input to other tasks.
• Stakeholder Concerns [Confirmed]: Identical to Stakeholder Concerns for all practical purposes, including use as an input to other tasks.
Validate that the stated requirements expressed by the stakeholder match the stakeholder’s understanding of the problem and the stakeholder’s needs.
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Techniques
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Tasks as Techniques elements
TASK Technique meta-steps
9.11 Focus Group
9.31 Survey / Questionnairy
Prepare for Elicitation
Prepare 1. Preparation 1. Prepare
Conduct Elicitation Activity
Conduct 2. Run The Focus Group Session
2. Distribute The Survey
Document Elicitation Results
Wrap-up 3. Produce Report
3. Document Survey Results
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Techniques listsPrepareforElicitation
ConductElicitationActivity
DocumentElicitationResults
Confirm ElicitationResults
1. Brainstorming2. Document
Analysis3. Focus Groups4. Interface
Analysis5. Interviews6. Observation7. Prototyping8. Requirements
Workshops9. Survey /
Questionnaire
1. Brainstorming2. Document
Analysis3. Focus Groups4. Interface
Analysis5. Interviews6. Observation7. Prototyping8. Requirements
Workshops9. Survey /
Questionnaire
10.Data Dictionary and Glossary
1. Brainstorming2. Document
Analysis3. Focus Groups4. Interface
Analysis5. Interviews6. Observation7. Prototyping8. Requirements
Workshops9. Survey /
Questionnaire
10.Problem Tracking
1. Interviews2. Observatio
n
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Techniques types• The BABOK ® Guide lists three types of elicitation
techniques: events, performed work, and collected work
• Elicitation events take place using one of six techniques: brainstorming, focus groups, interviews, observation, prototyping, and requirements workshops.
• Elicitation work is performed by the business analyst using the document analysis or interface analysis technique.
• Elicitation work is distributed and collected using surveys/questionnaires that are sent out to the stakeholders.
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Question types• Open – ended• Closed - ended
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• Meta• Directive• Detailed• Research
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Question types• These are general questions inviting your stakeholders to provide you with
information about their concerns, interests, and needs relative to the solution scope. Research questions allow a skilled business analyst to scope out the stakeholder needs. People are comfortable answering research questions when the questions are not limited or specific and the answers are not controlled in any way. An example of a research question might be, What constitutes success for this project?
Research Questions
• Detailed questions focus on gathering specific information within the predefined solution scope. These questions are typically the step after research questions and help the business analyst focus on more specific information that is needed. To be thorough, detailed questions should be framed around the five W’s: who, what, where, when, and why. As your questions become more specific, it is very important to discourage one - word answers, such as yes and no. This can often be achieved in the phrasing of each question. An example of a detailed question is, Who provides you with this information?
Detailed Questions
• Directive questions are used primarily by business analysts in group settings where there are contradictions in what the business analyst has been told. Directive questions direct the other parties to an area where agreement needs to be reached and sometimes away from an area that is contentious. For project requirements information, these questions can be used to get consensus on specific features and functionality and to encourage stakeholder decision making. One example of a directive question might be, What is the relative priority of this key feature?
Directive Questions
• Meta questions are powerful tools. They allow you to clarify and enhance what has just been said. Basically, meta questions are questions about questions. This communications strategy allows the business analyst to promote open communication in a nonthreatening way. Meta questions clarify and summarize what the business analyst has been told. They are an active listening technique that proves that the business analyst has really been listening to what a particular stakeholder is saying during requirements elicitation. An example of a meta question is, “ Do you mind if I ask you about . . . ? ”
Meta Questions
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Prototypes (9.22 Prototyping)
SDLC Prototypes• Throw-awayprototype seeks to quickly uncover and clarify interface requirements using simple tools, sometimes just paper and pencil. As the name suggests, such a prototype is usually discarded when the final system has been developed. The focus is on functionality that is not easily elicited by other techniques, has conflicting viewpoints, or is difficult to understand.
• Evolutionary (or Functional)
extends the initial interface requirements into a fully functioning system and requires a specialized prototyping tool or language. This prototype produces a working software application
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Functional scope Prototypes• Horizontal• Vertical
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