Practice Questions Flashcards
(179 cards)
1
Q
An organisation as identified an opportunity, how would you investigate the attractiveness of a potential opportunity for the organisation.
A
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
2
Q
The organisation has an idea to do _______
What would you need to know initially / before this can happen?
A
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
3
Q
Examples of when a proposed change does not align to EE/EA/VMOST
A
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)
4
Q
The organisation has an idea to do _______
Who would you speak with to elicit requirements? What questions would you have?
A
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
5
Q
Which SH provide which requirements
A
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)
6
Q
How/What questions to ask to elicit each type of requirement
A
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?
7
Q
Why is business analysis important
A
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
8
Q
From where does the work for a business analyst originate?
A
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)
9
Q
What problem does it address?
A
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
10
Q
What benefits does business analysis bring?
A
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
11
Q
How would you sell it as a role?
A
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
12
Q
What negative consequences might there be in the absence of properly conducted business
analysis?
A
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
13
Q
Contrast the business analysis role with the systems or technical analyst roles
A
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
14
Q
Describe the context for business analysis work
A
??
Strategy analysis & definition: do recommended solutions align with strategy? & to determine tactics required to execute strategy
15
Q
Contrast the business analysis role with that of the project manager
A
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.
16
Q
Can you name me [3/4/5] deliverables that it is reasonable to expect from a business analyst
within this cycle?
A
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
17
Q
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?
A
The focus should be on addressing business
issues and achieving beneficial business outcomes rather than just using technology
for technology’s sake.
18
Q
Should business analysts sit within IT or in the business?
A
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
19
Q
Is ‘Business-focused, IT-literate’ an adequate summary of business analysis work?
A
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
20
Q
Is there a good case for outsourcing business analysis work?
A
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
21
Q
What is meant be “holistic” in the context of business analysis?
A
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
22
Q
Why is it important to take a holistic approach?
A
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
23
Q
Can you name a framework that helps the business analyst take a holistic view?
A
POPIT
24
Q
Give examples of business domain/personal/professional competencies you would expect
from a business analysts.
A
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
25
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
26
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
27
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[
28
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
29
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
30
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
31
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
32
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
33
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
34
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
35
Do you know of a technique for analysing the organisation’s external environment?
o Explain the technique
PESTLE
36
Do you know of a technique for analysing the organisation’s internal environment and
capability?
o Explain the technique
Resource Audit
37
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
38
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
39
What do performance measures do?
Measure the progress towards V/M
Measures the effectiveness of S/T
40
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
41
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
42
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
43
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
44
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
45
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
46
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
47
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
48
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
49
What technique could you use to model and document an existing business situation,
including all the stakeholder viewpoints?
Rich Picture (with input from CATWOE)
50
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.
51
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
52
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'
53
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)
54
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)
55
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
56
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
57
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
58
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
59
What are the usual ‘types’ of activity modelled? (BAM)
Doing
Enabling
Planning
Monitoring
Controlling
60
What is meant by a doing/enabling/planning/monitoring/ controlling activity? (BAM)
Doing - primary/co
61
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'
62
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
63
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
64
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
65
What would have to happen if compromise was not forthcoming?
Go to the owner of the business system to make the decision
66
What is a business event?
Business events trigger processes/ are occurrences to which an organisation needs to
respond.
Internal / external / time based
67
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)
68
What types of business events are usually recognised?
Internal
External
Time based
69
Why is it important to know the event type?
?
70
How are business events related to business processes?
Business events trigger processes - events that the organisation must respond to
71
What is a business rule?
Underpin/governs how an organisation carries out its work
72
Why are business rules significant for the Business Analyst?
BA's must be aware of business rules & challenge where appropriate (of existing rules and introduction of new rules)
Where business rules are not offered, BA's must uncover business rules (e.g. by asking why a particular course of action took place / decision criteria etc.)
73
What types of business rule are usually recognised?
Constraints (internal/external)
Operational guidance
74
Why is it important to know the rule type?
Allow BA's to know which rules are open to challenges. E.g. external constraints are unlikely to be challenged as they're legislative but operational guidance have more opportunities for challenges
75
How are business rules related to business processes?
External constraints: impose on all parts of org
Internal constraints: impose upon processes
Operational guidance: how we perform an activity, informs steps on processes
76
In gap analysis, the ‘gap’ is between what and what?
Representations of the existing situation and representations of the desired situation
77
How could a Business Activity Model (BAM) lead into a gap analysis?
BAMs lead on from CATWOE and allow us to analyse perspectives. If conflicts exist between SH BAMs we negotiate conflict and form a consensus BAM which is a conceptual model of what the business system should look like.
This forms part of the 'representations of the desires situation' alongside 'to be' process maps
78
Are we always able to ‘close the gap’? Why might we not be able to ‘close the gap’
immediately?
We should always aim to 'close the gap' but this may be something that requires significant time and effort and can't all be addressed in a handful of change initiatives
If we use BAMs in gap analysis and analyse activities, activities that are 'not existing' likely require more effort to introduce and cannot be done immediately whereas 'existing but not satisfactory' may be smaller tweaks
79
Is the To-Be system always the ‘Ideal’ system?
BAMS can be used in GA to provide a representation of the desired situation, this is not as is or to be. Can be supported by 'to be' process models which look at the process view
80
As a result of gap analysis, we often present options to management. Why would we want to
do this?
So decision makers have all the information to make a decision of the way forward - we only have finite resources so as BA's we present decision makers with options (give a recommendation) but they ultimately decide how to progress
81
The mantra ‘Process, People and Technology’ is often cited in relation to gap analysis. What
does this phrase imply for the business analyst?
Hints at the holistic approach BA's need to take during GA. It fails to acknowledge the Organisation and Information elements which are equally as important to consider.
All element should be considered in GA to ensure we have uncovered all gaps, equally when we assess options going forward the impact on other elements of POPIT need to be considered so we execute holistic business change (we're not short-sighted and end up limiting impact e.g. fancy new process undermined by unskilled staff)
82
Which areas of Process, People and Technology are a business analyst’s concern?
All - also extends to organisation and information
83
Who is responsible for carrying out analysis in the other areas?
All POPIT elements are in the remit of BA's
84
What is a business case and why do we need it?
Presents multiple courses of action to decision makers (based on the findings of the prelim investigation) and makes a recommendation on the way forward. It ensures our resource allocation is fully informed
85
Do we always need it? (Business Case)
Yes - important part of resource allocation / delivering tactics to deliver strategy
86
Where in the Lifecycle for Business Change would we first encounter the business case ?
Alignment - ball park figures
87
Where in the Lifecycle for Business Change would we expect a formal business case?
In the definition stage - after a preliminary investigation into the current situation has occurred
88
Does the business case ever change once it is written?
Yes! Living breathing document that should be updated whenever necessary - there are more formal specific review points
89
When might it change? (Business Case)
Living breathing doc, revisited whenever new info is avaliable
After req analysis - ballpark figure revised
After design - dev costs estimated
After develop - dev costs confirmed
90
Can you give me [3/4/5] topics you would expect to see covered in a business case?
Intro
Management summary
Description of current situation
Options considered
C/S analysis (inc investment appraisal)
Risk assessment
Impact assessment
Recommendation
Appendix
91
In connection with IT Enabled Business Change (ITEBC), could you name for me an example of
a ...
o Tangible cost
o Tangible benefit
o Intangible cost
o Intangible benefit
TC: SW/HW Purchase
TB: Staff saving
IC: Recruitment
IB: Increase job satisfaction
92
Why is it desirable to consider options?
Allow for comparison between options (always inc do nothing) which helps inform decision makers on the way forward
93
Which option should always be considered?
Do nothing - sometimes viable, even when not valuable to consider what would happen if we do nothing (even if catastrophic) & allows us to compare options
94
Who decides which option to go for?
Decision makers
95
What is the business analyst’s role in this? (Biz case)
Business analysts are often involved in identifying options to address a business
problem (based on findings of prelim investigation), and assessing the costs and benefits of each option.
96
Explain the concept of a Payback Period to me
Time taken (in year) to pay back the initial investment - when the cumulative benefits exceed the cumulative costs
97
Explain the concept of Discounted Cash Flow (DCF) and Net Present Value (NPV) to me
Investment appraisal technique that takes into account the time value of money
Net cash flow for each year are discounted (x by discount factor)to adjust for the declining value of money
98
Explain the concept of Internal Rate of Return (IRR) to me
The % return on a project that can be used to compare projects (& other investment options such as leaving in the bank)
IRR = Discount rate at which NPV is 0
99
How would investment appraisal techniques be used to assess the viability of a project?
assess the financial costs and benefit of an option - helps compare options in the bc
100
What is a risk?
Risk is something that may happen
101
Take me through typical steps in managing risk
1. Impact
2. Probability
3. Countermeasure
102
What areas of risk are there in IT-enabled business change in general?
103
How is risk usually evaluated?
On impact/probability
104
In what ways can risk be mitigated?
Avoidance
Mitigate
Transfer
Accept
105
What is meant by ‘impact analysis’?
Each option will impact the organisation, these must be presented to decision makers in the BC
106
Who owns the benefits ?
Sponsor
107
Typical Impact areas (biz case)
- Reorganise departments to exploit new ways of working, this will be unsetttling for staff and managers so a plan needs to be in place
- Interdepartmental relationships may change, may need to introduce/amend SLAs to redefine relationships
- Recruitment policies/approach - may be looking for new skills, may mean task more appropriate than an interview
- Amendment of appraisal targets and incentives to encourage staff and managers to display different behaviours
108
How could you convey the impact of change for every option?
109
Explain how the business case might evolve over the lifecycle of business change
110
Explain the connection between the business change and the benefits realisation process
Realisation we look at what benefits were and were not realised and gives us a basis to select future projects - we have an objective approach to investment decisions making
111
How could you gather requirements from a large population of potential users?
Survey/questionnaires
112
What are Requirements?
o Define the term
o Why are they so important?
Features that the business need the system (IT/Biz) to provide - they're a vital step between the problem and solution
Pivotal to the success of business change as they document what the business need the solution to provide (incorporate the features (what), the how (NFRs), as well as high level technical constraints and policies).
They communicate/ensure a mutual understanding between stakeholders and the developers to ensure delivery of effective solutions that meet project objectives, detail user need as well as business/technical constraints of the organisation to ensure aspects such as compliance.
113
How are Requirements related to objectives and solutions?
Each and every requirement should relate to organisational objectives, if they do not we should challenge these. Requirements should be solution agnostic, there are mutliple ways they could be achieved, but the requirements outline features the solution should have (WHAT - FR), how well it should do it (NFRs) & also ensure it aligns with our business/technical high level policies and constraints (general and technical requirements)
114
Requirements Within the context of the Lifecycle for Business Change,
May start to emerge during situation analysis - problems / CJM (req in practice)
Requirements definitions occurs in definition phase
More detailed requirements come out in design phase
115
Walk me briefly through a typical lifecycle of Requirements engineering
RE provides a framework, not sequential, should be used as a guide for BAs
Elicitation - draw out requirements, supported via qual/quan techniques
Analysis - improve quality identify gaps - if gaps, back to elicitation
Documentation - used throughout to track development of requirements from eliciation to implementation - models to clarify requirements & identify error and omissions
Validation - happy to sign off
Management - any further changes to baselines requirements are managed ensuring traceability
Worth noting - we can slice RE framework - focus on getting high priority requirements analysed and 'ready' for development first
116
What elements are suggested by the BCS for Requirements Management?
1. Unique identifier
2. Source
3. Owner
4. Storage
5. Cross referencing
6. Change control
7. Configuration management
117
We say that requirements are intrinsically hierarchical; what does this mean?
Requirements are not standalone - all linked via hierarchy
All req link to objectives
Enterprise level requirements (general/technical) constrain solution requirements (FR/NFR)
E.g. General business req 'we must comply with GDPR' - FR 'capture customer information' NFR - 'Limit access to customer details'
118
If we are told the solution is a ‘commercial off-the-shelf’ (COTS) package, do we still need
requirements?
YES!!
May change approach, less detail is often needed with COTS projects as there are functionality constraints but important to elicit/analyse/document/validate/manage req
119
Give me some examples of where requirements come from in a typical business change
120
We tend to prefer the term ‘elicit’ to the term ‘capture’ – why is that?
We need to draw out requirements which is a skill, they're not handed to us on a plate. The BA must take time to elicit requirements and can be supported by both quant/qual techniques to ensure cover tacit knowledge covered
121
Can you name [3/4/5] popular elicitation techniques?
In what situation would each one be useful and why?
o Pros and cons
Document analysis - help uncover general business requirements e.g. standards/biz rules as well as branding requirements (looking at existing style guides)
Questionnaires/Surveys - large groups of people
Observation - good understanding of people/process/politics, can help ensure workable accepted solutions and can help with tacit knowledge
Interviews - help elicit requirements from SH, particularly good as confidential and builds rapport
122
Given [situation xxx] which technique(s) would you use and why?
123
Explain the term ‘tacit knowledge’ to me
Tacit knowledge is information the information does not articulate or explain, this may be because they fail to see it is relevant or because of the tacit assumption (assumption that it is so obvious, the analyst must already know it)
124
Why is tacit knowledge a problem for business analysts
Information that is not articulated or explained - given that elicitation is all about drawing out requirements this can pose an issue as we may lead to us missing potential requirements and compromise the solution
125
Which elicitation techniques are good at solving this problem? (Tacit knowledge)
Observe - shadow
Recount - SA
Enact - Prototype
126
Explain scenario analysis to me and why it is useful
Scenario analysis involves telling the story of a task or transaction. Can be used to elicit, analyse or validate requirements. It looks at the pathway of tasks needed to react to a initiating event which get us to a conclusion
Helps uncover tacit knowledge
127
What does scenario analysis not aim to do?
Try to cover every possible situation - focus on those that are frequently occurring / critical events that happen occasionally
128
What are the steps for developing a scenario
1. Identity task to be analysed (may come from use case)
2. Identify the steps if all went smoothly
3. Control conditions , what must be satisfied before we proceed to next stage (e.g. select delivery slot)
4. Identify expectation situations - if those control conditions are not met (e.g. delivery slot not available - inform customer)
129
Explain what ‘prototyping’ is and when it is used
o Pros and cons
Creating a ‘demonstration system’ from paper, wireframe to full prototype
Help clarify vague requirements (especially UI)
Can lead to overestimated proess/scope creep
130
What does ‘analysis’ mean in this context? (requirements)
Improving the quality of elicited requirements
131
What tasks are involved in analysis?
Req alignment
Dealing with contradictory/overlapping/duplicate
Categorise req
Feasibility of req
Prioritise
Package for delivery
132
How could you prioritise requirements?
MOSCOW
133
Why do we need priorities? Aren’t we going to deliver everything?
o What does MoSCoW stand for?
o What do these priorities mean in practice? o
Requirements are not all equally important. Prioritisation helps package for delivery and helps ensure we deliver the change within necessary timelines (every project has constraints and not everything can be delivered immediately or at all, especially important whenthe deadline in regulaory in nature). Helps us remain focused & deliver req that are fundamental to meeting objectives first
Prioritisation clearly signals what is absolutely mandatory, what is nor essential but has the potential to offer value and ones who would provide benefits but can easily be left out
Helps makes decisions about the requirements to be developed within a specific iteration or delivered within a specific increment
134
Who decides on priorities?
Business analyst works with the business to decide on priorities, challenging where necessary
135
Tell me about [3/4/5] quality checks you would want to carry out on requirements that have
been elicited
Aligned to objectives
Feasible
Overlapping/duplication/conflict
136
What tactics could you employ to help reduce the ambiguity of requirements?
Prototyping - help clarify vague requirements via demonstration system
137
What’s meant by ‘overlapping’ requirements?
Two requirements that are not atomic - should be seperated out
138
What’s implied by the phrase ‘paralysis by analysis’?
o How can you deal with that risk?
139
Why is it sometimes necessary to negotiate requirements?
Does the business analyst broker this? With who?
Conflict in req exists due to differences in SH perspective (which hopefully would have been identified and analysed earlier in the project), BA need to identify conflict in requirements and facilitate negotiation - if no resolution, refer to owner of requirement/sponsor
140
Why not just do the sponsor’s requirements?
o Pros and cons?
If we just took elicited the sponsors requirement we would be setting ourselves up for failure (SH = risk mitigation strategy) - we need to consider a wide range of viewpoints, including those of the end users who will operate the new ways of working, to ensure any solutions will be workable and acceptable, and meet their needs, rather then the sponsors interpretation of their needs. Similarly, whilst the sponsor will hold some valuable insight into business general requirements (such as budget/timescales etc.) we will need to consult other SH around the business to help us define a complete quality requirement set e.g. IT/Technical teams for technical requirements, security team for security requirements
Sponsor only will not produce quality solutions and these solutions will likely fail and be costly to repair (there is also the risk we fail to consider legislator/regulatory req and run into more problems)
141
Explain the difference between contradictory and conflicting requirements.
Contradictory requirements involve direct opposition of requirements
Conflicting requirements make it difficult to satisfy both simultaneously
142
What is a reason so many requirements are 'must haves'
prioritisation is often carried out on requirements that have been
defined in insufficient detail. While the high-level definition of the
requirement may suggest a priority of ‘M’, once decomposed or
considered in terms of different scenarios, it becomes apparent that
there is much that can be categorised as ‘S’, ‘C’ or even ‘W
143
What does validation mean?
o Why is this important?
o Which roles are involved in validation?
Stage of RE framework where req are reviewed and approved by selected stakeholders
Important as it signals that the requires are of sufficient quality and have been defined accurately. From this any further changes will be subject to the CC process
Validation roles - scribe / facilitator / testers / developer / sponsor / PMO / analyst / PM
144
Distinguish validation from verification in this context
Validation checks whether the requirements meet the needs and expectations of the stakeholders, while verification checks whether the requirements are correctly defined and can be implemented within the project constraints
145
What could result from the validation process?
1. Accepted - now baselined
2. Significant rework
3. Accept assuming tweaks have been made
146
Is User Acceptance Testing principally a validation or verification process?
Validation - they confirm whether the developed solution meet the requirements/needs of the end users
147
Is Benefits Realisation principally a validation or verification process?
Validations - confirms if the change project has allowed us to realise the benefits we set our to achieve in the business case
148
Tell me about [3/4/5] attributes you would expect to see documented about an individual
requirement
Identifier
Name
Description
Biz area
Req type
Author
Source
Owner
Priority
Rationale
Cross ref req & docs
Acceptance criteria
Status
Version number
149
What does it mean to say requirements are volatile/stable?
150
Why is it important to put Requirements under change/version control?
CC: Robust audit trail of any changes made to baselines requirements and ensure any changes are thoroughly analysed and justified. Protects against scope creep/quality compromise/delays
CM: Any movements to baselines requirements are clearly recorded with version number - ensures we're al working with the correct version and the correct versions are developed
151
What does maintaining the traceability of Requirements mean
Traceable to what?
Traceable up to objectives (vertical)
Traceable throughout the development of requirements throughout development lifecycle (horizontal - backwards to / forwards from)
152
What does ‘vertical traceability’ mean?
What does ‘horizontal traceability’ mean?
Traceable up to objectives (vertical)
Traceable throughout the development of requirements throughout development lifecycle (horizontal - backwards to / forwards from)
153
At what point in the requirements lifecycle would it be appropriate to put requirements under
change and version control
After validation
154
What does baselining requirements mean?
When would we do that in the requirements lifecycle?
Baselines requirements signals a movement from draft and that the elicited/analysed/managed req
are of sufficient quality and have been defined accurately. From this any further changes will be subject to the CC process
155
What are configuration items?
o Give an example in this context
All items to be bought under configuration management - includes individual requirements and whole documents
156
How can this be made to work in an Agile environment?
157
What problems do you see with requirements in an Agile approach?
How can you deal with those problems?
Agile emphasizes working software over comprehensive documentation, which can lead to challenges in maintaining a clear and shared understanding of requirements.
- Foster open communication and collaboration among stakeholders
Requirements may be initially vague or incomplete, leading to uncertainty about what needs to be delivered.
-Use user stories and define clear acceptance criteria to capture requirements in a concise and understandable format. This helps ensure a shared understanding of what needs to be delivered
158
“Baseline early, freeze late” – a famous mantra. What’s the issue here?
premature commitment to initial requirements - before full analysis
159
If requirements have been validated, why should they change?
Internal - change of key stakeholder / change of scope / altered priorities
External - legal/regulatory change or competitive pressues
160
Explain how tools could help with the Requirements management ?
Software tools can help with requirements management. They can help with:
storage of docs/models
Change and version control
Linkage /cross ref of req
Access restrictions
161
What sort of features would you expect a Requirements management tool to provide?
Software tools can help with requirements management. They can help with:
storage of docs/models
Change and version control
Linkage /cross ref of req
Access restrictions
162
How would you make the business case for acquiring a tool?
Same as normal - would need to go as a proposed change in the business change lifecyele (ADDIR)
163
Define for me the terms:
o Functional Requirement (FR)
o Non-functional Requirement (NFR)
o General Requirement
o Technical Requirement
FR - Features that the solution need to provide, the what, often summarised by CRUD
NFR - How the functional requirements will be achieved (e.g. availability/performance/accessibility)
General - High level business constraints and policies e.g. legal/branding
Technical - High level technical constraints and policies e.g. internet/interoperability
164
Why make the distinction between Functional and Non- Functional
FR - Features that the solution need to provide, the what, often summarised by CRUD
NFR - How the functional requirements will be achieved (e.g. availability/performance/accessibility)
165
Give me [3/4/5] examples of Non-Functional Requirements for an IT application
o What do they mean?
o How would you test for acceptance?
NFR - performance (speed e.g. transaction must take less than 5 seconds) / availability (24/7) / access (only supervisor can access payroll information) / capacity (500 transactions a minute)
Test using acceptance criteria
166
Can you name [2/3] pieces of legislation which might have an impact on business analyst
work?
Broadly what is that legislation about?
Why should the business analyst be aware of it?
Data protection & Disability access
Data protection - ensures any systems handle personal data ethically/securely
Disability access - ensure all systems are inclusive and accessible to all users
167
Explain the ‘two level’ approach to requirements documentation?
Give [2/3/4] examples of documentation typical at the catalogue level
Give [3/4/5] examples of documentation typical at the catalogue entry level
Higher level and lower level to allow a greater understanding of requirements and enhance communication
E.g. Catalogue level: high level use case
E.g. Category entry level: detailed use case descriptions
168
Give me [2/3/4] good reasons for wanting to formally document requirements
1. Facilitates communication
2. Traceability
3. Clarify and shared understanding
4. Support with change management
5. Input to validation
169
Within the requirements documentation what is needed to be able to eventually test the
requirements?
Acceptance criteria
170
Suppose we are working in an Agile team...
o What are the dangers of not fully documenting requirements?
o What is the benefit of using this approach?
Agile emphasizes working software over comprehensive documentation, which can lead to challenges in maintaining a clear and shared understanding of requirements.
Evolving or unclear requirements
Organisations need to response quickly to fast changing business situations
171
What is the purpose of cross referencing requirements to other development models?
Identify errors and omissions and improve the overall quality of requirement s
172
What elements would you expect to see on a:
o Function model
o Data mode
Functional: use case
System boundary / Actor (human and non-human) / Use cases (describe a piece of user functionality) / associations
Class model:
Class/associations/logical associations/multiplicities
173
How do the elements on a function model relate to requirements?
Actors in use cases describe who interacts with the system, it also looks at what other systems need to interact and also time based elements
The correspndinguse cases - Summarise functional requirements - Actor + use case gives rise to req
Associations show how users interact with use cases and can help with NFR's (e.g. access if only certain actors can do certain system functionality) & include associations e.g. customer has a use case of 'open bank account' includes 'confirm identity' gives rise to the req of: ' the system shall always confirm customer identity when opening a bank account' whereas 'open bank account' extends 'display error' gives rise to the req 'the system shall display error message if customer identity if not confirmed'- associations specify mandatory and optional behaviours within use case flows
Also hint at NFR's e.g. access
Great elicitation / analysis (identify gaps) / validation tool (a picture paints a thousand words)
USE CASE DESCRIPTION for each use case further breaks down the interactions between an actor and use case - looks at the main flow between the system and actor and define alterative scenarios which the system also needs to be able to handle. These use case capture the include and extend associations which become (exceptions) - help with understanding req such as what happens if a customer places an order that's out of stock / what happens if customer does not receive their item or receives damaged goods
174
How do the elements on a data model relate to requirements?
Data requirements (Class/attributes)
Business rules (multiplicies)
Associations can hint at FR
Classes is a template for an object and suggests the data we want the system to hold e.g. 'Book' 'LibraryMember'
Attributes looks at what information we want to hold about that particular class e.g. 'Title/author/year of publication' e.g. 'name/memberID/address'
Association - relationship between classess e.g. a library member can borrow books
Multiplicities - no. of instances associated with a class e.g. a library member can only take out a maximum of 5 books
175
How are business rules expressed in a data model?
Associations and multiplicities (e.g. a customer can only have one bank account)
176
How is testing involved in Requirements engineering?
177
What are testers looking for?
178
What elicitation techniques are better suited to linear projects vs agile and why?
Observation and shadowing tend to be more relevant to linear projects as:
- Detailed requirements required upfront: observation/shadowing allow a rich and deeper understanding, eliciting tacit knowledge to ensure we have highly detailed req defined, before moving onto the next stage (sequential). In agile, outlines are acceptable so these may be too detailed
- Comprehensive documentation: detailed techniques allow us to produce high quality detailed requirements
179
What elicitation techniques are better suited to agile projects vs linear and why?
Prototyping: useful in both projects but powerful in agile as it priorities continual collaboration and feedback & prototypes provide a tangible model that SH can interact with and provide immediate feedback
