Practice Questions Flashcards
An organisation as identified an opportunity, how would you investigate the attractiveness of a potential opportunity for the organisation.
Evaluate opp to see if there is a potential new strategy
E.x. Opp (SC): rise in interest in mediation/ nutrition for a gym
- From identified opportunity - identify the business improvement made possible
E.x. Develop a nutrition based mobile app
- Identify the actions needed to grasp the opportunity
E.x. Develop / conduct research / market app
- Identify the areas of strength to support actions
E.x. Skilled CRM team, good customer understanding / strong rep
- Identify areas of weakness that could undermine actions
E.x. Limited ability to borrow / newly formed dev team
- Evaluate strategic suitability
E.x. internal capability does not set us up for success. Can develop weakness opportunity strategies e.g. invest in training if a weakness is current skillset
The organisation has an idea to do _______
What would you need to know initially / before this can happen?
Look at the alignment of the proposed change
- does it make sense given the business environment the organisation operates in? Consider: is it against regulations / align with socio-cultural trends (PESTLE would help)
- does the proposal align with strategy and the plan of success, will it help us on our journey to our vision / help turn our TOM into a reality
- does it make sense given enterprise architecture (business/application/data/infrastructure)
Entering definition phase - investigate the current situation and the problem the proposed solution is fixing
Examples of when a proposed change does not align to EE/EA/VMOST
EA:
Proposed change would introduce paper based documented but current EA is sophisticated software applications
Organisation predominately uses windows laptops/operating systems and the proposal would introduce apple products
EE:
Proposed change introduce a new luxury product but via PESTLE can see economy isn’t doing well
Proposed change looks to introduce a new piece of technology but PESTLE can see a new emerging technology
Proposed change does not align with legislation
VMOST:
Proposed change will not get us closer to our target state / vision (to be the greenest/most affordable)
The organisation has an idea to do _______
Who would you speak with to elicit requirements? What questions would you have?
Use stakeholder wheel to ensure all stakeholders are identified & for ‘internal’ stakeholders I would ensure to break this down to speak to both project and business stakeholders
Business End users (FR) : Gain detailed understanding of their operational needs/pain points/ day to day challenges
SME (BR - constraints) : Using their specialised knowledge, gain an understanding of regulations, industry standards etc.
Sponsor/Managers (BR - general): high level project goals, budget constraint
Customers: usability requirements
Managers: NFR & general requirements
E.g. Business req about data protection
Use techniques to ensure we’re not missing tacit knowledge
Which SH provide which requirements
General requirements:
1.Constraints (budget/timescale/resources) - Project sponsor
2. Legal (legislative/regulatory) - Legal/compliance team
3. Branding - Marketing team
Technical requirements:
1. Internet (policies on internet use) - Legal/compliance/security
Functional requirements:
- End users/ managers/ sponsor (core objectives) / customer (focs groups/questionnaires/user role analysis, personas customer focused req)
Non-functional:
- Sponsor (can help with availability req)
- Security team (security req)
- End users (usability)
How/What questions to ask to elicit each type of requirement
General requirements
Business Constraints:
- What is the budget? Specific timelines? What resources are avaliable?
Business policies: DA to uncover BR
Legal:
- What are the legal/regulatory? Data protection?
Branding: DA of existing bran material/style guides
Culture: DA VMOST
Language:
- Are their language req for different user groups?
Why is business analysis important
Through services offered via BASF, BA’s co-create value and help deliver biz change initiatives that have been considered holistically. are strategically aligned and help turn the TOM into a reality
From where does the work for a business analyst originate?
Originates from the recognition that investments into technology often fail to deliver required biz outcomes. While technology has the potential to deliver biz improvements, not the only option. We need to consider business change rather than just IT element. Biz change lifecycle reflects this (focus on alignment)
What problem does it address?
Delivering solutions that do not meet business need - broaden focus than just Information and Technology.
Business analysis looks holistically at all aspects of the business system to identify improvements and delivers solutions that meet business need, are strategically aligned and are holistic
What benefits does business analysis bring?
BA is a role that co-creates value for an organisation - helps identify value opportunity, help develop solutions that deliver that value and ensure the value is realised
Through services offered via BASF, BA’s co-create value and help deliver biz change initiatives that strategically aligned and help turn the TOM into a reality
How would you sell it as a role?
BA is a role that co-creates value for an organisation - helps identify value opportunity, help develop solutions that deliver that value and ensure the value is realised
Through services offered via BASF, BA’s co-create value and help deliver biz change initiatives that strategically aligned and help turn the TOM into a reality
Delivering solutions that do not meet business need - broaden focus than just Information and Technology.
Business analysis looks holistically at all aspects of the business system to identify improvements and delivers solutions that meet business need, are strategically aligned and are holistic
What negative consequences might there be in the absence of properly conducted business
analysis?
Holistic view may not be taken, does not consider all aspects of the business system and interactions between them when uncovering improvement opportunity and executing change. We may miss potential improvement opportunties
Problem not fully understood - solutions implemented that do not address the problem at hand
BA ensures we are focused and all Change initiatives that are not strategically or externally aligned - waste of resources that do not get us closer to our vision /turn TOM into reality
Fall behind our comeptitiors
Contrast the business analysis role with the systems or technical analyst roles
A role within IT responsible for specifying the requirements for software solutions. Systems analysis is an older discipline than business analysis and differs from it in that, if a systems analyst is required, there is a presumption that an IT solution is required; business analysis takes a more holistic view of the business problem or issue.
BA - Business outcome focus
SA - software focus
Describe the context for business analysis work
??
Strategy analysis & definition: do recommended solutions align with strategy? & to determine tactics required to execute strategy
Contrast the business analysis role with that of the project manager
An advisory role that carries out some or all of the services within the BASF in order to ensure the effective deployment of business changes and use of technology in line with the needs of an organisation
A role responsible for planning, directing and managing a project.
Can you name me [3/4/5] deliverables that it is reasonable to expect from a business analyst
within this cycle?
A: SWOT for strategy definition
D: Documentation representing the existing situation (rich picture/mind maps/as is process for process level), consensus BAM (representation of desired situation), BRD /user stories
D: Use case/Class diagrams
I: Staff training/user guides
R: PIR/BR
A famous chief information officer once said “There’s no such thing as an ‘IT Project’; only ‘IT enabled Business Change’” - what’s your view on that?
The focus should be on addressing business
issues and achieving beneficial business outcomes rather than just using technology
for technology’s sake.
Should business analysts sit within IT or in the business?
Business as BA’s have a holistic business focus, a systems analyst would sit within IT to assist with IT related solutions.
Sitting within IT would suggest that we’d only be involved in change initiatives where I/T are considered the elements that will help us seize an an opportunity or overcome a problem - this is not true, all of the biz system need to be examined
Is ‘Business-focused, IT-literate’ an adequate summary of business analysis work?
I agree with the statement, BA’s have a holistic business focus as opposed to system analysts which are focused on IT solutions however I think that undersells the work done by Business analysis.
I would suggest the BASF - portfolio of BA services and their value proposition. This summarises the work done and how BA can be seen a role that co-creates value
Is there a good case for outsourcing business analysis work?
Outsourcing reduces the cost of business analysis and offer short term benefits but can impact the communication and clarification of requirements, especially when there is geographical distance
What is meant be “holistic” in the context of business analysis?
The biz system consists of 5 elements that need to work in tandem. Changing one has an impact on the others
Each aspect must be considered/analysed to uncover the full range of biz improvement opportunity
Why is it important to take a holistic approach?
The biz system consists of 5 elements that need to work in tandem. Changing one has an impact on the others
Each aspect must be considered/analysed to uncover the full range of biz improvement opportunity
Can you name a framework that helps the business analyst take a holistic view?
POPIT
Give examples of business domain/personal/professional competencies you would expect
from a business analysts.
Personal:
Communication: Build rapport/listening/influencing/building empathy (Communication styles should be tailored to SH)
Professional: Modelling requirements via use cases, unambiguous communication between stakeholders to aid communication within the project team and clarify req
Business: Domain knowledge awareness of the sector the organisation operates in inc, terminology (to increase com), what has worked in other organisations & builds credibility
Tell me what you think are the key skills that a business analyst needs to have.
3 main categories: personal/professional/domain. BA’s are Tshaped professionals that must possess both a breath and depth skillset.
Personal: communication/relationship building/influencing
Business:domain/ commercial/financial/digital technology
Professional techniques: use case models/class models/ SH analysis/Rich picture
BA must fit the right skill to the right scenario
Do you think that business analysis is a profession in the same way that accountancy is
considered to be a profession? If so, why? If not, why not?
Not to the same extent, BA if often referred to as a profession as it possesses a number of factors of professionalism (professional body such as BCS, qualifications that recognise knowledgeable BA, standards e.g. UML & the recognition for continual professional development)
but I would argue that whilst this opinion is growing, this is not as widespread as accountancy
What role does the BCS play in promoting professionalism?
Professional bodies such as BCS:
define technical standards, code of conduct, develop certification & have the power to remove membership[
Why is a professional code of conduct important?
Provides a definite guide on how you should work/act when doing your job. Increases integrity of business analysis and further supports its professionalism
What’s meant when we talk of the ‘business domain’?
The sector the organisation operates in e.g. retail / transport
Important for BA’s to have domain knowledge so they have an awareness of the sector the organisation operates in inc, terminology (to increase com), what has worked in other organisations & builds credibility
What do you understand by the term ‘strategy’? What is a strategy?
Strategy is a long tern strategic theme which provides direction to an organisation - helps us get to vision and make TOM a reality.
Strategies are key to success as they align execution with internal and external environment
How does strategy differ from tactics?
Strategy is a long tern strategic theme which provides direction to an organisation - helps us get to vision and make TOM a reality.
E.g. build partnerships
Tactics: Detailed short term plans/projects/actions that will deliver the strategy
Approach x and maintain relationship
How is strategy different from mission?
Mission What will the organisation do to achieve the vision (long term aspirational state. The Mission is executed though strategy and tactics
Strategy is a long tern strategic theme which provides direction to an organisation - they detail how success will be achieved
Why is it important for the business analyst to have a basic knowledge of strategy?
Important for BA’s to have an understanding of strategy so they can complete strategy analysis
To ensure that any recommended solutions align with the organisation’s objectives and strategy during ‘alignment’ phase of Biz change lifecycle
To determine the tactics required to execute the organisation’s strategy - ensuring alignment to external and internal environment
Is the business analyst involved in setting strategic direction and if not whose responsibility is
that?
Strategic analysis and definition is typically the work of senior management, often supported by business consultants, and is outside the remit of business analysts
Important for BA’s to have an understanding of strategy so they can complete strategy analysis
To ensure that any recommended solutions align with the organisation’s objectives and strategy during ‘alignment’ phase of Biz change lifecycle
To determine the tactics required to execute the organisation’s strategy - ensuring alignment to external and internal environment
Do you know of a technique for analysing the organisation’s external environment?
o Explain the technique
PESTLE
Do you know of a technique for analysing the organisation’s internal environment and
capability?
o Explain the technique
Resource Audit
Do you know a technique for analysing the possibly positive and possibly negative elements
identified as existing in both the external and internal environments?
SWOT
What is meant by the term CSF? KPI? Performance target? How are they linked together?
CSF: Areas an organisation considers vital to its success. Broad statement e.g. low cost/quality customer services (Industry wide and organisation specific)
E.g. Excellent customer service
KPI: Related to CSF and define specific area to be monitored, monitor progress towards CSF
E.g.: Volume of complaints
What do performance measures do?
Measure the progress towards V/M
Measures the effectiveness of S/T
Explain the idea behind the BBS
o Why is it called ‘balanced’?
o How is it related to CSF/KPI?
o How is it related to strategy?
Made up of Financial / Customer / Learning & Growth / Internal Processes -it assesses the breadth and how balanced performance measures are. It helps ensure a holistic view of performance (not just financial)
BCS used when identifying CSF & KPIs to ensure we have a holistic view to performance (that links to V/S)
Once M/V is defined, the BCS ensures that performance measures (which measure progress towards V/M) . They guide and inform the S/T and measure their effectiveness
What is meant when we speak of the LifecycleforBusiness Change’ (LCBC)?
Lifecycle shows the stages/ areas of activity needed to deliver business change, it should be viewed as a lifecycle and overall direction rather than a strict sequence.
Each stage is governed by and contributes to the development of the biz case
o Why is it termed a ‘cycle’?(Biz change life cycle)
It is an overall direction rather than a strict sequence - some stages may be revisited as changes arise and issues occur
Following realisation stage, we have a basis for selecting future projects so we have an objective approach to investment decision making
What stages are there? What is the focus of each stage?
Alignment: Ensure alignment of objectives and strategy to the Ex E, any changes to the EE are to e considered and if suitable accommodated. If a proposed change, alignment to EE/VMOST/EA
Definition: Defining the biz change. Includes: investigation of existing situation, uncovering root causes, modelling existing situation, evaluation of perspectives, developing representation f desires situation, gap analysis, option identification and business case
Design: More details specification of the change. Look@ popit to ensure all elements considered, documentation enhanced via models to increase communication, testing
Implementation: planning/preparing/deploying change. Business readiness assessment, transition & migration, human response to change
Where does the business analyst role fit into the Lifecycle of Business Change?
BA is involved throughout the whole lifecycle - BA is a role that co-creates value through understanding where change is needed (early stages), developing and implementing change
What’s the purpose of producing models in business analysis work
Business models and Requirement models
Business models: visualisation of entire business systems (representation of current situation and representation of desires situation) via conceptual models e.g. BAM.
Business process models: clarify the core activities required to deliver the VP
Requirement models: vital part of RE framework unambiguous communication / confirm req / identify errors / enhance understanding
What are models
‘a picture paints a 1000 words’ models allow us to visualise (entire biz systems - BAM, activities & VP - PM, req (UC/Class). Increases communication/understanding between SH
What do models do for us?
‘a picture paints a 1000 words’ models allow us to visualise (entire biz systems - BAM, activities & VP - PM, req (UC/Class). Increases communication/understanding between SH
Business models: visualisation of entire business systems (representation of current situation and representation of desires situation) via conceptual models e.g. BAM.
Business process models: clarify the core activities required to deliver the VP
Requirement models: vital part of RE framework unambiguous communication / confirm req / identify errors / enhance understanding
Why do we need models?
Models very useful for BA and used throughout BCLC
‘a picture paints a 1000 words’ models allow us to visualise (entire biz systems - BAM, activities & VP - PM, req (UC/Class). Increases communication/understanding between SH
Business models: visualisation of entire business systems (representation of current situation and representation of desires situation) via conceptual models e.g. BAM.
Business process models: clarify the core activities required to deliver the VP
Requirement models: vital part of RE framework unambiguous communication / confirm req / identify errors / enhance understanding
What technique could you use to model and document an existing business situation,
including all the stakeholder viewpoints?
Rich Picture (with input from CATWOE)
Why bother with stakeholders? Why not just do what the sponsor wants?
SH engagement is vital to successful change. SH provide valuable insight into improvement opportunities, help with elicitation of quality req & deployment of change (unlikely the sponsor will be the one expected to operate new ways of working).
Without SH engagement, we will likely develop poor solutions, hostile relations and poor adoption rates.
For business analyst work there is a fairly standard list of stakeholder categories. Can you
name some of them?
Employee
Owner
Manager
Regulator
Customer
Competition
Supplier
Partner
Could you give me [2/3/4] techniques for identifying stakeholders, please?
o Explain each technique, how it works, etc.
SH Wheel - 8 typical categories of SH (internal/external) used to ensure robust SH management & we cover all SH for a project
‘Project’ ‘ Business’ ‘External’
Please name a technique for analysing and prioritising stakeholders
o Explain the technique
Power/Interest Grid
- Assesses identified SH (SH Wheel) in terms on power and interest for the change. This helps with tailoring the correct communication approach / how much weighting to give to opinions
- Ensures smooth running change - little disruption & delays -especially with high power SH who have the ability to be disruptive (& also helps with deployment of change)
If Power / Interest Grid is given then:
o Where would you expect to see the Sponsor (P/I rating)?
Constant active management (High power, high interest)
o What would your strategy for communication and involvement be for each position
on the grid?
o Explain the technique, etc.
CAM: Regular face to face meetings/ tailored reports to suit their specific concerns/ seek input and feedback
KS: Occasional meetings, periodic project updates (progress and flag issues)
W: Keep in loop with regular updates (e.g. access to weekly reports) and organise occasionally feedback sessions
KOS:Issue frequent information updates
KI: Frequent & focusses progress communication (effort to ‘sell’ the benefits and comfort their fears)
Important to provide with sufficient information to detract from rumour where images fear is worse than reality
I:SH can change position so an occasional update is wise e.g. newsletter
o Why is it important to analyse SH perspective? What do we get from it as analysts?
SH have different views on the core purpose of the biz system which naturally translates to requirements/priorities/option and preference of solution
We nee to understand SH views and identify differences early on so they do not emerge in later stages (e.g. contradictory req) & delay progress
How can we go about modelling business activities based on a Stakeholder’s perspective?
T from CATWOE
Look at what activities are needed to deliver the transformation and fulfil the SH perspective
Is this model a model of As-Is, To-Be or something else? (BAM)
Is this model conceptual, logical or physical?
BAM is neither an as is or to be. It is a conceptual model of business activity needed to fulfil the WV captured in SH perspectives. The consensus BAM is a model of what the business system should look like and should be doing given an agreed perspective
What are the usual ‘types’ of activity modelled? (BAM)
Doing
Enabling
Planning
Monitoring
Controlling
What is meant by a doing/enabling/planning/monitoring/ controlling activity? (BAM)
Doing - primary/co
What is the meaning of the term dependency in this context? (BAM model)
Shows link and relationship between activities - how they work together to deliver T in CATWOE
E.g. ‘doing’ - sell product
Enabling ‘purchase product’
Planning ‘ define product range’
Monitoring ‘monitor product sales
Control ‘take control action’
How could you deal with conflicts arising among different perspectives?
Make SH aware of conflict (may not be aware themselves) & negotiate conflict
This could be done via BAMS - further highlights differences in perspectives & use as a basis to negotiate conflict and form a consensus BAM - agreed conceptual views of what the biz system should look like and what activities it should be doing
What is meant by the phrase ‘consensus model’ in this context?
consensus BAM - agreed conceptual views of what the biz system should look like and what activities it should be doing
Representation of the desired situation
How could the business analyst try to resolve conflicts and reach consensus?
Make SH aware of conflict (may not be aware themselves) & negotiate conflict
This could be done via BAMS - further highlights differences in perspectives & use as a basis to negotiate conflict and form a consensus BAM - agreed conceptual views of what the biz system should look like and what activities it should be doing
What would have to happen if compromise was not forthcoming?
Go to the owner of the business system to make the decision
What is a business event?
Business events trigger processes/ are occurrences to which an organisation needs to
respond.
Internal / external / time based
Why are business events significant for the business analyst?
Allow us to analyse business systems
Help us clarify the different components of work carried out within a particular areas
Helps uncover tacit knowledge (helps uncover situations the business actor may not have mentioned)
What types of business events are usually recognised?
Internal
External
Time based
Why is it important to know the event type?
?
How are business events related to business processes?
Business events trigger processes - events that the organisation must respond to
What is a business rule?
Underpin/governs how an organisation carries out its work
