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BABOK > Elicitation and collaboration > Flashcards

Elicitation and collaboration Flashcards

1
Q

What are the tasks of the elicitation and collaboration knowledge area

A

Prepare for elicitation
Conduct elicitation
Confirm elicitation results
Communicate business analysis information
Manager stakeholder collaboration

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2
Q

What is conduct elicitation goals ?

A

Understand stakeholder needs and identify potential solutions that may meet those needs

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3
Q

What are the typical activities to conduct elicitation ?

A

Direct interaction with stakeholders
Doing research
Running experiments

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4
Q

What are confirm elicitation results goals

A

Ensure that stakeholders understand the outcome of elicitation, that elicitation information is recorded appropriately, and that the BA has the information needed from an elicitation activity

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5
Q

What are communicate BA information goals

A

Provide stakeholders with the information they need, when they need it. The information is presented in a useful form, using the right terminology and concepts.

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6
Q

What are manage stakeholder collaboration goals

A

Describe working with stakeholders to engage them in the BA process and to ensure the BA can deliver the outcomes needed

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7
Q

Is elicitation sequential, iterative or incremental ?

A

Elicitation is iterative and incremental. The understanding of needs may evolve over time.

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8
Q

Change concept in elicitation

A

Use a variety of elicitation techniques to fully identify the characteristics of the change including concerns that stakeholders have about the change.

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9
Q

Value concept in elicitation

A

Collaborate with stakeholders to assess the relative value of needs and of the information provided through elicitation. Confirm and communicate that value

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10
Q

Context concept in elicitation

A

Identify BA information about the context that may affect the change

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11
Q

Which inputs for elicitation and collaboration ?

A

Need
Business analysis information
Stakeholder engagement approach
Business analysis performance assessment

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12
Q

Which tasks for elicitation and collaboration ?

A

Prepare for elicitation
Conduct elicitation
Confirm elicitation results
Communicate Business Analysis information
Manage stakeholder collaboration

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13
Q

Which outputs for elicitation and collaboration ?

A

Elicitation activity plan
Elicitation results (unconfirmed)
Elicitation results (confirmed)
BA Information (communicated)
Stakeholder engagement

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14
Q

What is the purpose of Prepare for elicitation ?

A

Understand the scope of the elicitation activity, select appropriate techniques, plan for appropriate materials and resources

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15
Q

Inputs to prepare for elicitation ?

A

Needs - some needs must exist to start the elicitation that may lead to discovering more needs.

Stakeholder engagement approach - understand stakeholder communication and collaboration needs to plan and prepare elicitation events

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16
Q

Output for Prepare for elicitation ?

A

Elicitation activity plan

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17
Q

What to consider to understand the scope of elicitaion

A
  • Business domain
  • Overall corporate culture and environment
  • stakeholder locations
  • stakeholders who are involved and their group dynamics
  • expected outputs the elicitation activities will feed
  • skills of the business analysis practitioner
  • strategy or solution approach
  • scope of future solution
  • possible sources of the business analysis information that might feed into the specific elicitation activity
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18
Q

Why is it important to understand the scope of elicitation

A

It allows BA to respond if the activity strays from the intended scope. It also allows BA to recognize if people and material are not available in time and when the activity is complete.

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19
Q

What are elicitation techniques for prepare for elicitation ?

A
  • Brainstorming
  • Data mining
  • Document analysis
  • Estimation of the time and effort needed to perform the elicitation
  • Interviews
  • Mind mapping
  • Risk analysis and management
  • Stakeholder list, map ou personas
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20
Q

Which stakeholders should participate in Prepare for elicitation

A
  • Domain subject matter expert
  • Project manager
  • Sponsor
21
Q

What the techniques for Capture elicitation

A
  • Benchmarking and market analysis
  • Brainstorming
  • Business rules
  • Collaborative games
  • Concept modeling
  • Data mining
  • Data modeling
  • Document analysis
  • Focus groups
  • Interface analysis
  • Interviews
  • Mind mapping
  • Observation
  • Process analysis
  • Process modeling
  • Prototyping
  • Survey or questionnaire
  • Workshops
22
Q

When to use business rules analysis when capturing elicitation

A

to identify the rules that govern decision in an organisation and that define, constrain or enable organisational operations

23
Q

When to collaborative games when capturing elicitation

A

To develop a better understanding of a problem or to stimulate creative solutions

24
Q

When to use benchmarking and market analysis when capturing elicitation

A

to get information by comparing a specific process, system, product, service or structure with some external baseline, such as a similar organisation or baseline provided by an industry association. Market analysis is used to determine what customers want and what competitors provide.

25
Q

When to use brainstorming when capturing elicitation

A

To generate many ideas from a group of stakeholders in a short period, and to organise and prioritise those ideas

26
Q

When to use concept modeling when capturing elicitation

A

to identify key terms and ideas of importance and define the relationships between them

27
Q

When to use data mining when capturing elicitation

A

to understand entity relationships during elicitation

28
Q

When to use document analysis when capturing elicitation

A

to review existing systems, contracts, business procedures and policies, standards and regulations

29
Q

When to use focus groups when capturing elicitation

A

to identify and understand ideas and attitudes from a group

30
Q

When to use interface analysis when capturing elicitation

A

to understand the interaction and characteristics of that interaction, between two entities, such as two systems, two organisations, or two people or roles

31
Q

When to use interviews when capturing elicitation

A

to ask questions of stakeholders to uncover needs, identify problems, or discover opportunities

32
Q

When to use mind-mapping when capturing elicitation

A

to generate many ideas from a group of stakeholders in a short period, and to organize and prioritize those ideas

33
Q

When to use observation when capturing elicitation

A

to gain insight about how work is currently done, possibly in different locations and in different circumstances

34
Q

When to use process analysis when capturing elicitation

A

to understand current processes and to identify opportunities for improvement in those processes

35
Q

When to use process modeling when capturing elicitation

A

to elicit processes with stakeholders during elicitation activities

36
Q

When to use prototyping when capturing elicitation

A

to elicit and validate stakeholders’ needs through an iterative process that creates a model of requirements or designs

37
Q

When to use survey or questionnaire when capturing elicitation

A

to elicit business analysis information, including information about customers, products, work practices and attitudes, from a group of people in a structured way and in a relatively short period of time.

38
Q

When to use workshops when capturing elicitation

A

to elicit business analysis information, including information about customers, products, work practices, and attitudes, from a group of people in a collaborative, facilitated way.

39
Q

Which stakeholders when capturing elicitation

A

Customer
Domain Subject Matter Expert
End User
Implementation Subject Matter Expert
Sponsor
Any stakeholder that have relevant knowledge or experience

40
Q

What is the impact of poor relationships with stakeholders

A
  • Failure to provide quality information
  • Strong negative reactions to setbacks and obstacles
  • Resistance to change
  • Lack of support for, and participation in, business analysis work
  • Business analysis information being ignored
41
Q

How to monitor stakeholder engagement

A
  • SMEs and other stakeholders are participating effectively
  • stakeholder attitudes and interest are staying constant or improving
  • elicitation results are confirmed in a timely manner
  • agreements and commitments are maintained
42
Q

What are the impacts of poor relationships with stakeholders

A
  • Failure to provide quality information
  • Strong negative reactions to setbacks and obstacles
  • Resistance to change
  • Lack of support for, and participation in, business analysis work
  • Business analysis information being ignored
43
Q

With which stakeholders, BA should actively manage relationships

A
  • Stakeholders that provide services to the BA, including inputs to BA tasks and other support activities
  • Stakeholders that depend on services provided by the BA, including outputs of BA tasks
  • Stakeholders that participate in the execution of BA tasks
44
Q

What the BA should monitor to evaluate stakeholder engagement

A
  • Effective participation
  • Attitudes and interests
  • Timely confirmation of elicitation results
  • Agreements and commitments are maintained
45
Q

What are the risks related to stakeholder engagement

A
  • Stakeholders are diverted to other work
  • Elicitation activities not providing the BA information required
  • Delayed approvals
46
Q

What the inputs necessary to manage stakeholder collaboration

A
  • Stakeholder engagement approach
  • Business analysis performance assessment
47
Q

What the guidelines and tool for the management of stakeholder collaboration

A

Business Analysis approach -> describe the nature and level of collaboration required from each stakeholder group to perform planned business analysis activities.

Business objectives -> describe the desired direction needed to achieve the future state. They can be used to focus diverse stakeholders on a common vision of the desired business outcomes.

Future state description -> defines the desired future state and the expected value it delivers which can be used to focus diverse stakeholders on the common goal

Recommended actions -> communicating what should be done to improve the value of a solution can help to galvanize support and focus stakeholders on a common goal

Risk analysis results -> stakeholder-related risks will need to be addressed to ensure stakeholder collaboration activities are successful

48
Q

What are the techniques for stakeholder management

A
  • Collaborative games
  • Lessons learned
  • Risk analysis and management
  • Stakeholder list, map or personas
49
Q
A

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