Techniques vs Tasks (17.5%) Flashcards
1
Q
In Plan Business Analysis Approach:
This technique is Used to identify possible business analysis activities, techniques, risks and other relevant items to help build the business analysis approach.
A
Brainstorming
2
Q
In Plan Business Analysis Approach:
This technique is used to understand whether elements of the problem or opportunity are especially time-sensitive, high-value, or whether there is any particular uncertainty around elements of the possible need or solution.
A
Business Cases
3
Q
In Plan Business Analysis Approach:
This technique is Used to review existing organizational assets that might assist in planning the approach.
A
Document Analysis
4
Q
In Plan Business Analysis Approach:
This technique is Used to determine how long it may take to perform business analysis activities.
A
Estimation
5
Q
In Plan Business Analysis Approach:
This technique is Used to assess how different approaches (and the supported delivery options) affect the value delivered.
A
Financial Analysis
6
Q
“In Plan Business Analysis Approach:
This technique is Used to break down complex business analysis processes or approaches into more feasible components.
A
Functional Decomposition
7
Q
In Plan Business Analysis Approach:
This technique is Used to help build the plan with an individual or small group.
A
Interviews
8
Q
“In Plan Business Analysis Approach:
This technique is Used to track any issues raised during planning activities with stakeholders. Can also track risk related items raised during discussions when building the approach.
A
Item Tracking
9
Q
“In Plan Business Analysis Approach:
This technique is Used to identify an enterprise’s previous experience (both successes and challenges) with planning business analysis approach.
A
Lessons Learned
10
Q
“In Plan Business Analysis Approach:
This technique is Used to define and document the business analysis approach.
A
Process Modelling
11
Q
“In Plan Business Analysis Approach:
This technique is Used to validate the selected business analysis approach with stakeholders.
A
Reviews
12
Q
“In Plan Business Analysis Approach:
This technique is used to assess risks in order to select the proper business analysis approach.
A
Risk Analysis and Management
13
Q
“In Plan Business Analysis Approach:
This technique is Used to determine the boundaries of the solution as an input to planning and to estimating.
A
Scope Modelling
14
Q
“In Plan Business Analysis Approach:
This technique is Used to identify possible business analysis activities, techniques, risks and other relevant items to help build the business analysis approach.
A
Survey or Questionnaire
15
Q
“In Plan Business Analysis Approach:
This technique is Used to help build the plan in a team setting.
A
Workshops
16
Q
In Plan Stakeholder Engagement:
This technique is Used to produce the stakeholder list and identify stakeholder roles and responsibilities.
A
Brainstorming
17
Q
In Plan Stakeholder Engagement:
This technique is Used to identify stakeholders who were the source of the business rules.
A
Business Rules Analysis
18
Q
In Plan Stakeholder Engagement:
This technique is Used to review existing organizational assets that might assist in planning stakeholder engagement.
A
Document Analysis
19
Q
In Plan Stakeholder Engagement:
This technique is Used to interact with specific stakeholders to gain more information or knowledge about stakeholder groups.
A
Interviews
20
Q
In Plan Stakeholder Engagement:
This technique is Used to identify an enterprise’s previous experience (both successes and challenges) with planning stakeholder engagement.
A
Lessons Learned
21
Q
In Plan Stakeholder Engagement:
This technique is Used to identify potential stakeholders and help understand the relationships between them.
A
Mind Mapping
22
Q
In Plan Stakeholder Engagement:
This technique is Used to determine if the organizational units or people listed have any unique needs and interests that should be considered.
A
Organizational Modelling
23
Q
In Plan Stakeholder Engagement:
This technique is Used to categorize stakeholders by the systems that support their business processes.
A
Process Modelling
24
Q
In Plan Stakeholder Engagement:
This technique is Used to identify risks to the initiative resulting from stakeholder attitudes or the inability of key stakeholders to participate in the initiative.
A
Risk Analysis and Management
25
In Plan Stakeholder Engagement:
This technique is Used to develop scope models to show stakeholders that fall outside the scope of the solution but still interact with it in some way.
Scope Modelling
26
In Plan Stakeholder Engagement:
| This technique is Used to depict the relationship of stakeholders to the solution and to one another.
Stakeholder List, Map, or Personas
27
In Plan Stakeholder Engagement:
| This technique is Used to identify shared characteristics of a stakeholder group.
Survey or Questionnaire
28
In Plan Stakeholder Engagement:
| This technique is Used to interact with groups of stakeholders to gain more information about stakeholder groups.
Workshops
29
In Plan Business Analysis Governance:
This technique is Used to generate an initial list of potential stakeholder names who may need approval roles in the defined governance process.
Brainstorming
30
In Plan Business Analysis Governance:
| This technique is Used to evaluate existing governance processes or templates.
Document Analysis
31
In Plan Business Analysis Governance:
This technique is Used to identify possible decision-making, change control, approval, or prioritization approaches and participants with an individual or small group.
Interviews
32
In Plan Business Analysis Governance:
| This technique is Used to track any issues that arise when planning a governance approach.
Item Tracking
33
In Plan Business Analysis Governance:
This technique is Used to find if past initiatives have identified valuable experiences with governance that can be leveraged on current or future initiatives.
Lessons Learned
34
In Plan Business Analysis Governance:
This technique is Used to understand roles and responsibilities within the organizationt to define a governance approach that involves the right stakeholders.
Organizational Modelling
35
In Plan Business Analysis Governance:
| This technique is Used to document the process or method for governing business analysis.
Process Modelling
36
In Plan Business Analysis Governance:
| This technique is Used to review the proposed governance plan with key stakeholders.
Reviews
37
In Plan Business Analysis Governance:
This technique is Used to identify possible decision-making, change control, approval, or prioritization approaches and participants.
Survey or Questionnaire
38
In Plan Business Analysis Governance:
This technique is Used to identify possible decision-making, change control, approval, or prioritization approaches and participants within a team setting.
Workshops
39
In Plan Business Information Management:
| This technique is Used to help stakeholders uncover their business analysis information management needs.
Brainstorming
40
In Plan Business Information Management:
| This technique is Used to help specific stakeholders uncover their business analysis information management needs.
Interviews
41
In Plan Business Information Management:
| This technique is Used to track issues with current information management processes.
Item Tracking
42
In Plan Business Information Management:
This technique is Used to create a source of information for analyzing approaches for efficiently managing business analysis information.
Lessons Learned
43
In Plan Business Information Management:
| This technique is Used to identify and categorize the kinds of information that need to be managed.
Mind Mapping
44
In Plan Business Information Management:
| This technique is Used to document the process or method for managing business analysis information.
Process Modelling
45
In Plan Business Information Management:
| This technique is Used to ask stakeholders to provide input into defining business analysis information management.
Survey or Questionnaire
46
In Plan Business Information Management:
| This technique is Used to uncover business analysis information management needs in a group setting.
Workshops
47
In Identify Business Analysis Performance Improvements:
| This technique is Used to generate ideas for improvement opportunities.
Brainstorming
48
In Identify Business Analysis Performance Improvements:
| This technique is Used to gather assessments of business analysis performance.
Interviews
49
In Identify Business Analysis Performance Improvements:
| This technique is Used to track issues that occur during the performance of business analysis for later resolution.
Item Tracking
50
In Identify Business Analysis Performance Improvements:
This technique is Used to identify recommended changes to business analysis processes, deliverables, templates, and other organizational process assets that can be incorporated into the current initiative and future work.
Lessons Learned
51
In Identify Business Analysis Performance Improvements:
This technique is Used to determine what metrics are appropriate for assessing business analysis performance and how they may be tracked.
Metrics and KPIs
52
In Identify Business Analysis Performance Improvements:
| This technique is Used to witness business analysis performance.
Observation
53
In Identify Business Analysis Performance Improvements:
| This technique is Used to analyze existing business analysis processes and identify opportunities for improvement.
Process Analysis
54
In Identify Business Analysis Performance Improvements:
This technique is Used to define business analysis processes and understand how to improve those processes to reduce problems from hand-offs, improve cycle times, or alter how business analysis work is performed to support improvements in downstream processes.
Process Modelling
55
In Identify Business Analysis Performance Improvements:
This technique is Used to identify changes to business analysis processes and deliverables that can be incorporated into future work.
Reviews
56
In Identify Business Analysis Performance Improvements:
This technique is Used to identify and manage potential conditions or events that may impact business analysis performance.
Risk Analysis and Management
57
In Identify Business Analysis Performance Improvements:
This technique is Used to help identify the underlying cause of failures or difficulties in accomplishing business analysis work.
Root Cause Analysis
58
In Identify Business Analysis Performance Improvements:
This technique is Used to gather feedback from stakeholders about their satisfaction with business analysis activities and deliverables.
Survey or Questionnaire
59
In Identify Business Analysis Performance Improvements:
This technique is Used to gather assessments of business analysis performance and generate ideas for improvement opportunities.
Workshops
60
In Prepare for Elicitation:
This technique is Used to collaboratively identify and reach consensus about which sources of business analysis information should be consulted and which elicitation techniques might be most effective.
Brainstorming
61
In Prepare for Elicitation:
| This technique is Used to identify information or patterns that require further investigation.
Data Mining
62
In Prepare for Elicitation:
| This technique is Used to identify and assess candidate sources of supporting materials.
Document Analysis
63
In Prepare for Elicitation:
| This technique is Used to estimate the time and effort required for the elicitation and the associated cost.
Estimation
64
In Prepare for Elicitation:
This technique is Used to identify concerns about the planned elicitation, and can be used to seek authority to proceed with specific options.
Interviews
65
In Prepare for Elicitation:
This technique is Used to collaboratively identify and reach consensus about which sources of business analysis information should be consulted and which elicitation techniques might be most effective.
Mind Mapping
66
In Prepare for Elicitation:
This technique is Used to identify, assess, and manage conditions or situations that could disrupt the elicitation, or affect the quality and validity of the elicitation results. The plans for the elicitation should be adjusted to avoid, transfer, or mitigate the most serious risks.
Risk Analysis and Management
67
In Prepare for Elicitation:
This technique is Used to determine who should be consulted while preparing for the elicitation, who should participate in the event, and the appropriate roles for each stakeholder.
Stakeholder List, Map, or Personas
68
In Conduct Elicitation:
This technique is Used as a source of business analysis information by comparing a specific process, system, product, service, or structure with some external baseline, such as a similar organization or baseline provided by an industry association. Market analysis is used to determine what customers want and what competitors provide.
Benchmarking and Market Analysis
69
In Conduct Elicitation:
This technique is Used to generate many ideas from a group of stakeholders in a short period, and to organize and prioritize those ideas.
Brainstorming
70
In Conduct Elicitation:
This technique is Used to identify the rules that govern decisions in an organization and that define, constrain, or enable organizational operations.
Business Rules Analysis
71
In Conduct Elicitation:
| This technique is Used to develop a better understanding of a problem or to stimulate creative solutions.
Collaborative Games
72
In Conduct Elicitation:
| This technique is Used to identify key terms and ideas of importance and define the relationships between them.
Concept Modelling
73
In Conduct Elicitation:
| This technique is Used to identify relevant information and patterns.
Data Mining
74
In Conduct Elicitation:
| This technique is Used to understand entity relationships during elicitation.
Data Modelling
75
In Conduct Elicitation:
This technique is Used to review existing systems, contracts, business procedures and policies, standards, and regulations.
Document Analysis
76
In Conduct Elicitation:
| This technique is Used to identify and understand ideas and attitudes from a group.
Focus Groups
77
In Conduct Elicitation:
This technique is Used to understand the interaction, and characteristics of that interaction, between two entities, such as two systems, two organizations, or two people or roles.
Interface Analysis
78
In Conduct Elicitation:
| This technique is Used to ask questions of stakeholders to uncover needs, identify problems, or discover opportunities.
Interviews
79
In Conduct Elicitation:
This technique is Used to generate many ideas from a group of stakeholders in a short period, and to organize and prioritize those ideas.
Mind Mapping
80
In Conduct Elicitation:
This technique is Used to gain insight about how work is currently done, possibly in different locations and in different circumstances.
Observation
81
In Conduct Elicitation:
| This technique is Used to understand current processes and to identify opportunities for improvement in those processes.
Process Analysis
82
In Conduct Elicitation:
| This technique is Used to elicit processes with stakeholders during elicitation activities.
Process Modelling
83
In Conduct Elicitation:
This technique is Used to elicit and validate stakeholders' needs through an iterative process that creates a model of requirements or designs.
Prototyping
84
In Conduct Elicitation:
This technique is Used 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.
Survey or Questionnaire
85
In Conduct Elicitation:
This technique is Used to elicit business analysis information, including information about customers, products, work practices, and attitudes, from a group of people in a collaborative, facilitated way.
Workshops
86
In Confirm Elicitation Results:
| This technique is Used to confirm elicitation results against source information or other existing documents.
Document Analysis
87
In Confirm Elicitation Results:
This technique is Used to confirm the business analysis information and to confirm that the integration of that information is correct.
Interviews
88
In Confirm Elicitation Results:
This technique is Used to confirm a set of elicitation results. It could be informal or formal depending on the risks of not having correct, useful, and relevant information.
Reviews
89
In Confirm Elicitation Results:
This technique is Used to conduct reviews of the drafted elicitation results using any level of formality. A predetermined agenda, scripts, or scenario tests may be used to walk through the elicitation results, and feedback is requested from the participants and recorded.
Workshops
90
In Communicate Business Analysis Information:
| This technique is Used to individually communicate information to stakeholders.
Interviews
91
In Communicate Business Analysis Information:
This technique is Used to provide stakeholders with an opportunity to express feedback, request required adjustments, understand required responses and actions, and agree or provide approvals.
Reviews
92
In Communicate Business Analysis Information:
This technique is Used to provide stakeholders with an opportunity to express feedback and to understand required adjustments, responses, and actions. They are also useful for gaining consensus and providing approvals. Typically used during group collaboration.
Workshops
93
In Manage Stakeholder Collaboration:
This technique is Used to stimulate teamwork and collaboration by temporarily immersing participants in a safe and fun situation in which they can share their knowledge and experience on a given topic, identify hidden assumptions, and explore that knowledge in ways that may not occur during the course of normal interactions.
Collaborative Games
94
In Manage Stakeholder Collaboration:
This technique is Used to understand stakeholders' satisfaction or dissatisfaction, and offer them an opportunity to help improve the working relationships.
Lessons Learned
95
In Manage Stakeholder Collaboration:
This technique is Used to identify and manage risks as they relate to stakeholder involvement, participation, and engagement.
Risk Analysis and Management
96
In Manage Stakeholder Collaboration:
This technique is Used to determine who is available to participate in the business analysis work, show the informal relationships between stakeholders, and understand which stakeholders should be consulted about different kinds of business analysis information.
Stakeholder List, Map, or Personas
97
In Trace Requirements:
| This technique is Used to trace business rules to requirements that they support, or rules that support requirements.
Business Rules Analysis
98
In Trace Requirements:
This technique is Used to break down solution scope into smaller components for allocation, as well as to trace high-level concepts to low-level concepts.
Functional Decomposition
99
In Trace Requirements:
This technique is Used to visually show the future state process, as well as tracing requirements to the future state process.
Process Modelling
100
In Trace Requirements:
This technique is Used to visually depict scope, as well as trace requirements to the area of scope the requirement supports.
Scope Modelling
101
In Maintain Requirements:
This technique is Used to identify business rules that may be similar across the enterprise in order to facilitate reuse.
Business Rules Analysis
102
In Maintain Requirements:
This technique is Used to identify information flow that may be similar across the enterprise in order to facilitate reuse.
Data Flow Diagrams
103
In Maintain Requirements:
This technique is Used to identify data structure that may be similar across the enterprise in order to facilitate reuse.
Data Modelling
104
In Maintain Requirements:
This technique is Used to analyze existing documentation about an enterprise that can serve as the basis for maintaining and reusing requirements.
Document Analysis
105
In Maintain Requirements:
| This technique is Used to identify requirements associated with the components and available for reuse.
Functional Decomposition
106
In Maintain Requirements:
| This technique is Used to identify requirements associated with the processes that may be available for reuse.
Process Modelling
107
In Maintain Requirements:
| This technique is Used to identify a solution component that may be utilized by more than one solution.
Use Cases and Scenarios
108
In Maintain Requirements:
| This technique is Used to identify requirements associated with the story that may be available for reuse.
User Stories
109
In Prioritize Requirements:
| This technique is Used to assess requirements against identified business goals and objectives to determine importance.
Business Cases
110
In Prioritize Requirements:
| This technique is Used to identify high-value requirements.
Decision Analysis
111
In Prioritize Requirements:
| This technique is Used to produce estimates for the basis of prioritization.
Estimation
112
In Prioritize Requirements:
This technique is Used to assess the financial value of a set of requirements and how the timing of delivery will affect that value.used to assess the financial value of a set of requirements and how the timing of delivery will affect that value.
Financial Analysis
113
In Prioritize Requirements:
This technique is Used to gain an understanding of a single or small group of stakeholders' basis of prioritization or priorities.
Interviews
114
In Prioritize Requirements:
| This technique is Used to track issues raised by stakeholders during prioritization.
Item Tracking
115
In Prioritize Requirements:
| This technique is Used to facilitate the process of prioritization.
Prioritization
116
In Prioritize Requirements:
| This technique is Used to understand the risks for the basis of prioritization.
Risk Analysis and Management
117
In Prioritize Requirements:
This technique is Used to gain an understanding of stakeholders' basis of prioritization or priorities in a facilitated group setting.
Workshops
118
In Assess Requirements Changes:
| This technique is Used to justify a proposed change.
Business Cases
119
In Assess Requirements Changes:
| This technique is Used to assess changes to business policies and business rules, and develop revised guidance.
Business Rules Analysis
120
In Assess Requirements Changes:
| This technique is Used to facilitate the change assessment process.
Decision Analysis
121
In Assess Requirements Changes:
| This technique is Used to determine the size of the change.
Estimation
122
In Assess Requirements Changes:
| This technique is Used to estimate the financial consequences of a proposed change.
Financial Analysis
123
In Assess Requirements Changes:
| This technique is Used to help business analysts identify interfaces that can be affected by the change.
Interface Analysis
124
In Assess Requirements Changes:
This technique is Used to gain an understanding of the impact on the organization or its assets from a single or small group of stakeholders.
Interviews
125
In Assess Requirements Changes:
| This technique is Used to track any issues or conflicts discovered during impact analysis.
Item Tracking
126
In Assess Requirements Changes:
| This technique is Used to determine the level of risk associated with the change.
Risk Analysis and Management
127
In Assess Requirements Changes:
| This technique is Used to gain an understanding of the impact or to resolve changes in a group setting.
Workshops
128
In Approve Requirements:
| This technique is Used to resolve issues and gain agreement.
Decision Analysis
129
In Approve Requirements:
| This technique is Used to track issues identified during the agreement process.
Item Tracking
130
In Approve Requirements:
| This technique is Used to evaluate requirements.
Reviews
131
In Approve Requirements:
| This technique is Used to facilitate obtaining approval.
Workshops
132
In Specify and Model Requirements:
| This technique is Used to represent the acceptance and evaluation criteria attributes of requirements.
Acceptance and Evaluation Criteria
133
In Specify and Model Requirements:
| This technique is Used to represent features or functions of an enterprise.
Business Capability Analysis
134
In Specify and Model Requirements:
| This technique is Used to describe the rationale for requirements.
Business Model Canvas
135
In Specify and Model Requirements:
| This technique is Used to analyze business rules so that they can be specified and modelled alongside requirements.
Business Rules Analysis
136
In Specify and Model Requirements:
| This technique is Used to define terms and relationships relevant to the change and the enterprise.
Concept Modelling
137
In Specify and Model Requirements:
This technique is "Used to record details about the data involved in the change.
Details may include definitions, relationships with other data, origin, format, and usage."
Data Dictionary
138
In Specify and Model Requirements:
| This technique is Used to visualize data flow requirements.
Data Flow Diagrams
139
In Specify and Model Requirements:
| This technique is Used to model requirements to show how data will be used to meet stakeholder information needs.
Data Modelling
140
In Specify and Model Requirements:
| This technique is Used to represent decisions in a model in order to show the elements of decision making required.
Decision Modelling
141
In Specify and Model Requirements:
This technique is Used to model requirements in order to identify constituent parts of an overall complex business function.
Functional Decomposition
142
In Specify and Model Requirements:
| This technique is Used to record the meaning of relevant business terms while analyzing requirements.
Glossary
143
In Specify and Model Requirements:
This technique is Used to model requirements in order to identify and validate inputs and outputs of the solution they are modelling.
Interface Analysis
144
In Specify and Model Requirements:
| This technique is Used to define and analyze the quality of service attributes.
Non-Functional Requirements Analysis
145
In Specify and Model Requirements:
This technique is Used to allow business analysts to model the roles, responsibilities, and communications within an organization.
Organizational Modelling
146
In Specify and Model Requirements:
This technique is Used to show the steps or activities that are performed in the organization, or that must be performed to meet the desired change.
Process Modelling
147
In Specify and Model Requirements:
| This technique is Used to assist the stakeholders in visualizing the appearance and capabilities of a planned solution.
Prototyping
148
In Specify and Model Requirements:
This technique is Used to specify and model requirements concerned with the separation of duties among users and external interfaces in utilizing a solution.
Roles and Permissions Matrix
149
In Specify and Model Requirements:
| This technique is Used to model the root causes of a problem as part of rationale.
Root Cause Analysis
150
In Specify and Model Requirements:
| This technique is Used to visually show a scope boundary.
Scope Modelling
151
In Specify and Model Requirements:
This technique is Used to specify and model requirements to show how processes operate and interact with one another, and in what order.
Sequence Diagrams
152
In Specify and Model Requirements:
| This technique is Used to identify the stakeholders and their characteristics.
Stakeholder List, Map, or Personas
153
In Specify and Model Requirements:
This technique is Used to specify the different states of a part of the solution throughout a life cycle, in terms of the events that occur.
State Modelling
154
In Specify and Model Requirements:
This technique is Used to model the desired behaviour of a solution, by showing user interactions with the solution, to achieve a specific goal or accomplish a particular task.
Use Cases and Scenarios
155
In Specify and Model Requirements:
This technique is Used to specify requirements as a brief statement about what people do or need to do when using the solution.
User Stories
156
In Verify Requirements:
This technique is Used to ensure that requirements are stated clearly enough to devise a set of tests that can prove that the requirements have been met.
Acceptance and Evaluation Criteria
157
In Verify Requirements:
| This technique is Used to ensure that any problems or issues identified during verification are managed and resolved.
Item Tracking
158
In Verify Requirements:
| This technique is Used to identify how to evaluate the quality of the requirements.
Metrics and KPIs
159
In Verify Requirements:
This technique is Used to inspect requirements documentation to identify requirements that are not of acceptable quality.
Reviews
160
In Validate Requirements:
| This technique is Used to define the quality metrics that must be met to achieve acceptance by a stakeholder.
Acceptance and Evaluation Criteria
161
In Validate Requirements:
| This technique is Used to identify previously documented business needs in order to validate requirements.
Document Analysis
162
In Validate Requirements:
| This technique is Used to define the financial benefits associated with requirements.
Financial Analysis
163
In Validate Requirements:
| This technique is Used to ensure that any problems or issues identified during validation are managed and resolved.
Item Tracking
164
In Validate Requirements:
| This technique is Used to select appropriate performance measures for a solution, solution component, or requirement.
Metrics and KPIs
165
In Validate Requirements:
| This technique is Used to confirm whether or not the stakeholder agrees that their needs are met.
Reviews
166
In Validate Requirements:
| This technique is Used to identify possible scenarios that would alter the benefit delivered by a requirement.
Risk Analysis and Management
167
In Define Requirements Architecture:
| This technique is Used to describe the requirements structure as it relates to data.
Data Modelling
168
In Define Requirements Architecture:
| This technique is Used to break down an organizational unit, product scope, or other elements into its component parts.
Functional Decomposition
169
In Define Requirements Architecture:
| This technique is Used to define the requirements structure collaboratively.
Interviews
170
In Define Requirements Architecture:
This technique is Used to understand the various organizational units, stakeholders, and their relationships which might help define relevant viewpoints.
Organizational Modelling
171
In Define Requirements Architecture:
| This technique is Used to dentify the elements and boundaries of the requirements architecture.
Scope Modelling
172
In Define Requirements Architecture:
| This technique is Used to define the requirements structure collaboratively.
Workshops
173
In Define Design Options:
| This technique is Used to identify and analyze existing solutions and market trends.
Benchmarking and Market Analysis
174
In Define Design Options:
| This technique is Used to help identify improvement opportunities and design options.
Brainstorming
175
In Define Design Options:
| This technique is Used to provide information needed to describe design options and design elements.
Document Analysis
176
In Define Design Options:
| This technique is Used to help identify improvement opportunities and design options.
Interviews
177
In Define Design Options:
| This technique is Used to help identify improvement opportunities.
Lessons Learned
178
In Define Design Options:
| This technique is Used to identify and explore possible design options.
Mind Mapping
179
In Define Design Options:
This technique is Used to understand the underlying cause of the problems being addressed in the change to propose solutions to address them.
Root Cause Analysis
180
In Define Design Options:
| This technique is Used to help identify improvement opportunities and design options.
Survey or Questionnaire
181
In Define Design Options:
This technique is Used to couple the assessment of a third party solution with an assessment of the vendor to ensure that the solution is viable and all parties will be able to develop and maintain a healthy working relationship.
Vendor Assessment
182
In Define Design Options:
| This technique is Used to help identify improvement opportunities and design options.
Workshops
183
In Analyze Potential Value and Recommend Solution:
This technique is Used to express requirements in the form of acceptance criteria to make them most useful when assessing proposed solutions and determining whether a solution meets the defined business needs.
Acceptance and Evaluation Criteria
184
In Analyze Potential Value and Recommend Solution:
| This technique is used to sequence the potential value.
Backlog Management
185
In Analyze Potential Value and Recommend Solution:
| This technique is Used to identify potential benefits of the requirements in a collaborative manner.
Brainstorming
186
In Analyze Potential Value and Recommend Solution:
| This technique is Used to assess recommendations against business goals and objectives.
Business Cases
187
In Analyze Potential Value and Recommend Solution:
| This technique is Used as a tool to help understand strategy and initiatives.
Business Model Canvas
188
In Analyze Potential Value and Recommend Solution:
| This technique is Used to support the assessment and ranking of design options.
Decision Analysis
189
In Analyze Potential Value and Recommend Solution:
This technique is Used to forecast the costs and efforts of meeting the requirements as a step towards estimating their value.
Estimation
190
In Analyze Potential Value and Recommend Solution:
This technique is Used to evaluate the financial return of different options and choose the best possible return on investment.
Financial Analysis
191
In Analyze Potential Value and Recommend Solution:
This technique is Used to get stakeholder input on which design options best meet the requirements, and to evaluate a targeted, small group of stakeholders’ value expectations.
Focus Groups
192
In Analyze Potential Value and Recommend Solution:
This technique is Used to get stakeholder input on which design options best meet the requirements, and to evaluate individual stakeholders’ value expectations.
Interviews
193
In Analyze Potential Value and Recommend Solution:
| This technique is Used to create and evaluate the measurements used in defining value.
Metrics and KPIs
194
In Analyze Potential Value and Recommend Solution:
| This technique is Used to identify and manage the risks that could affect the potential value of the requirements.
Risk Analysis and Management
195
In Analyze Potential Value and Recommend Solution:
This technique is Used to get stakeholder input on which design options best meet the requirements, and to identify stakeholders’ value expectations.
Survey or Questionnaire
196
In Analyze Potential Value and Recommend Solution:
| This technique is Used to identify areas of strength and weakness that will impact the value of the solutions.
SWOT Analysis
197
In Analyze Potential Value and Recommend Solution:
This technique is Used to get stakeholder input on which design options best meet the requirements, and to evaluate stakeholders’ value expectations.
Workshops
198
In Analyze Current State:
This technique Provides an understanding of where there are opportunities for improvement in the current state. Specific frameworks that may be useful include 5 Forces analysis, PEST, STEEP, CATWOE, and others.
Benchmarking and Market Analysis
199
In Analyze Current State:
| This technique identifies gaps and prioritizes them in relation to value and risk.
Business Capability Analysis
200
In Analyze Current State:
| This technique is Used to capture information regarding the business need and opportunity.
Business Cases
201
In Analyze Current State:
This technique Provides an understanding of the value proposition that the enterprise satisfies for its customers, the critical factors in delivering that value, and the resulting cost and revenue streams. Helpful for understanding the context for any change and identifying the problems and opportunities that may have the most significant impact.
Business Model Canvas
202
In Analyze Current State:
This technique is Used to capture key terms and concepts in the business domain and define the relationships between them.
Concept Modelling
203
In Analyze Current State:
| This technique is Used to obtain information on the performance of the enterprise.
Data Mining
204
In Analyze Current State:
This technique Analyzes any existing documentation about the current state, including (but not limited to) documents created during the implementation of a solution, training manuals, issue reports, competitor information, supplier agreements, published industry benchmarks, published
technology trends, and performance metrics.
Document Analysis
205
In Analyze Current State:
This technique is Used to understand the profitability of the current state and the financial capability to deliver change.
Financial Analysis
206
In Analyze Current State:
| This technique Soliciets feedback from customers or end users about the current state.
Focus Groups
207
In Analyze Current State:
| This technique Breaks down complex systems or relationships in the current state.
Functional Decomposition
208
In Analyze Current State:
This technique Facilitate dialogue with stakeholders to understand the current state and any needs evolving from the current state.
Interviews
209
In Analyze Current State:
| This technique Tracks and manages issues discovered about the current state.
Item Tracking
210
In Analyze Current State:
This technique Enables the assessment of failures and opportunities for improvement in past initiatives, which may drive a business need for process improvement.
Lessons Learned
211
In Analyze Current State:
| This technique Assesses performance of the current state of an enterprise.
Metrics and KPIs
212
In Analyze Current State:
This technique is Used to explore relevant aspects of the current state and better understand relevant factors affecting the business need.
Mind Mapping
213
In Analyze Current State:
This technique May provide opportunities for insights into needs within the current state that have not been identified previously by a stakeholder.
Observation
214
In Analyze Current State:
This technique Describes the roles, responsibilities, and reporting structures that exist within the current state organization.
Organizational Modelling
215
In Analyze Current State:
| This technique Identifies opportunities to improve the current state.
Process Analysis
216
In Analyze Current State:
| This technique Describes how work occurs within the current solution.
Process Modelling
217
In Analyze Current State:
| This technique Identifies risks to the current state.
Risk Analysis and Management
218
In Analyze Current State:
This technique provides an understanding of the underlying causes of any problems in the current state in order to further clarify a need.
Root Cause Analysis
219
In Analyze Current State:
| This technique Helps define the boundaries on the current state description.
Scope Modelling
220
In Analyze Current State:
This technique Helps to gain an understanding of the current state from a large, varied, or disparate group of stakeholders.
Survey or Questionnaire
221
In Analyze Current State:
| This technique Evaluates the strengths, weaknesses, opportunities, and threats to the current state enterprise.
SWOT Analysis
222
In Analyze Current State:
This technique Determines whether any vendors that are part of the current state are adequately meeting commitments, or if any changes are needed.
Vendor Assessment
223
In Analyze Current State:
| This technique Engage stakeholders to collaboratively describe the current state and their needs.
Workshops
224
In Define Future State:
| This technique is Used to identify what may make the future state acceptable and/or how options may be evaluated.
Acceptance and Evaluation Criteria
225
In Define Future State:
| This technique is Used to set targets for measuring the future state.
Balanced Scorecard
226
In Define Future State:
| This technique is Used to make decisions about future state business objectives.
Benchmarking and Market Analysis
227
In Define Future State:
| This technique is Used to collaboratively come up with ideas for the future state.
Brainstorming
228
In Define Future State:
| This technique is Used to prioritize capability gaps in relation to value and risk.
Business Capability Analysis
229
In Define Future State:
| This technique is Used to capture the desired outcomes of the change initiative.
Business Cases
230
In Define Future State:
This technique is Used to plan strategy for the enterprise by mapping out the needed infrastructure, target customer base, financial cost structure, and revenue streams required to fulfill the value proposition to customers in the desired future state.
Business Model Canvas
231
In Define Future State:
| This technique is Used to compare the different future state options and understand which is the best choice.
Decision Analysis
232
In Define Future State:
| This technique is Used to model complex decisions regarding future state options.
Decision Modelling
233
In Define Future State:
| This technique is Used to estimate the potential financial returns to be delivered by a proposed future state.
Financial Analysis
234
In Define Future State:
| This technique is Used to break down complex systems within the future state for better understanding.
Functional Decomposition
235
In Define Future State:
This technique is Used to talk to stakeholders to understand their desired future state, which needs they want to address, and what desired business objectives they want to meet.
Interviews
236
In Define Future State:
This technique is Used to determine which opportunities for improvement will be addressed and how the current state can be improved upon.
Lessons Learned
237
In Define Future State:
| This technique is Used to determine when the organization has succeeded in achieving the business objectives.
Metrics and KPIs
238
In Define Future State:
| This technique is Used to develop ideas for the future state and understand relationships between them.
Mind Mapping
239
In Define Future State:
This technique is Used to describe the roles, responsibilities, and reporting structures that would exist within the future state organization.
Organizational Modelling
240
In Define Future State:
| This technique is Used to describe how work would occur in the future state.
Process Modelling
241
In Define Future State:
| This technique is Used to model future state options and could also help determine potential value.
Prototyping
242
In Define Future State:
| This technique is Used to define the boundaries of the enterprise in the future state.
Scope Modelling
243
In Define Future State:
This technique is Used to understand stakeholders' desired future state, which needs they want to address, and what desired business objectives they want to meet.
Survey or Questionnaire
244
In Define Future State:
This technique is Used to evaluate the strengths, weaknesses, opportunities, and threats that may be exploited or mitigated by the future state.
SWOT Analysis
245
In Define Future State:
| This technique is Used to assess potential value provided by vendor solution options.
Vendor Assessment
246
In Define Future State:
| This technique is Used to work with stakeholders to collaboratively describe the future state.
Workshops
247
In Assess Risks:
| This technique is Used to collaboratively identify potential risks for assessment.
Brainstorming
248
In Assess Risks:
| This technique is Used to capture risks associated with alternative change strategies.
Business Cases
249
In Assess Risks:
| This technique is Used to assess problems.
Decision Analysis
250
In Assess Risks:
| This technique is Used to analyze existing documents for potential risks, constraints, assumptions, and dependencies.
Document Analysis
251
In Assess Risks:
| This technique is Used to understand the potential effect of risks on the financial value of the solution.
Financial Analysis
252
In Assess Risks:
| This technique is Used to understand what stakeholders think might be risks and the various factors of those risks.
Interviews
253
In Assess Risks:
| This technique is Used as a foundation of past issues that might be risks.
Lessons Learned
254
In Assess Risks:
| This technique is Used to identify and categorize potential risks and understand their relationships.
Mind Mapping
255
In Assess Risks:
| This technique is Used to identify and manage risks.
Risk Analysis and Management
256
In Assess Risks:
| This technique is Used to identify and address the underlying problem creating a risk.
Root Cause Analysis
257
In Assess Risks:
| This technique is Used to understand what stakeholders think might be risks and the various factors of those risks.
Survey or Questionnaire
258
In Assess Risks:
| This technique is Used to understand what stakeholders think might be risks and the various factors of those risks.
Workshops
259
In Define Change Strategy:
| This technique is Used to define the metrics that will be used to evaluate the effectiveness of the change strategy.
Balanced Scorecard
260
In Define Change Strategy:
| This technique is Used to make decisions about which change strategy is appropriate.
Benchmarking and Market Analysis
261
In Define Change Strategy:
| This technique is Used to collaboratively come up with ideas for change strategies.
Brainstorming
262
In Define Change Strategy:
| This technique is Used to prioritize capability gaps in relation to value and risk.
Business Capability Analysis
263
In Define Change Strategy:
This technique is Used to capture information about the recommended change strategy and other potential strategies that were assessed but not recommended.
Business Cases
264
In Define Change Strategy:
This technique is Used to define the changes needed in the current infrastructure, customer base, and financial structure of the organization in order to achieve the potential value.
Business Model Canvas
265
In Define Change Strategy:
| This technique is Used to compare different change strategies and choose which is most appropriate.
Decision Analysis
266
In Define Change Strategy:
| This technique is Used to determine timelines for activities within the change strategy.
Estimation
267
In Define Change Strategy:
This technique is Used to understand the potential value associated with a change strategy, and evaluate strategies against targets set for return on investments.
Financial Analysis
268
In Define Change Strategy:
This technique is Used to bring customers or end users together to solicit their input on the solution and change strategy.
Focus Groups
269
In Define Change Strategy:
| This technique is Used to break down the components of the solution into parts when developing a change strategy.
Functional Decomposition
270
In Define Change Strategy:
This technique is Used to talk to stakeholders in order to fully describe the solution scope and change scope, and to understand their suggestions for a change strategy.
Interviews
271
In Define Change Strategy:
| This technique is Used to understand what went wrong in past changes in order to improve this change strategy.
Lessons Learned
272
In Define Change Strategy:
| This technique is Used to develop and explore ideas for change strategies.
Mind Mapping
273
In Define Change Strategy:
This technique is Used to describe the roles, responsibilities, and reporting structures that are necessary during the change and are part of the solution scope.
Organizational Modelling
274
In Define Change Strategy:
| This technique is Used to describe how work would occur in the solution scope or during the change.
Process Modelling
275
In Define Change Strategy:
| This technique is Used to define the boundaries on the solution scope and change scope descriptions.
Scope Modelling
276
In Define Change Strategy:
| This technique is Used to make decisions about which change strategy is appropriate.
SWOT Analysis
277
In Define Change Strategy:
This technique is Used to determine whether any vendors are part of the change strategy, either to implement the change or to be part of the solution.
Vendor Assessment
278
In Define Change Strategy:
| This technique is Used in work with stakeholders to collaboratively develop change strategies.
Workshops
279
In Measure Solution Performance:
| This technique is Used to define business objectives and performance measures for a proposed solution.
Business Cases
280
In Measure Solution Performance:
| This technique is Used to collect and analyze large amounts of data regarding solution performance.
Data Mining
281
In Measure Solution Performance:
This technique is Used to assist stakeholders in deciding on suitable ways to measure solution performance and acceptable levels of performance.
Decision Analysis
281
In Measure Solution Performance:
| This technique is Used to provide subjective assessments, insights, and impressions of a solution’s performance.
Focus Groups
283
In Measure Solution Performance:
| This technique is Used to measure solution performance.
Metrics and KPIs
284
In Measure Solution Performance:
| This technique is Used to define expected characteristics of a solution.
Non-Functional Requirements Analysis
285
In Measure Solution Performance:
This technique is Used either to provide feedback on perceptions of solution performance or to reconcile contradictory results.
Observation
286
In Measure Solution Performance:
| This technique is Used to define measures and their acceptable levels.
Benchmarking and Market Analysis
287
In Measure Solution Performance:
| This technique is Used to define acceptable solution performance.
Acceptance and Evaluation Criteria
288
In Measure Solution Performance:
| This technique is Used to simulate a new solution so that performance measures can be determined and collected.
Prototyping
289
In Measure Solution Performance:
This technique is Used to gather opinions and attitudes about solution performance. Surveys and questionnaires can be effective when large or disparate groups need to be polled.
Survey or Questionnaire
290
In Measure Solution Performance:
| This technique is Used to define the expected outcomes of a solution.
Use Cases and Scenarios
291
In Measure Solution Performance:
This technique is Used to assess which of the vendor’s performance measures should be included in the solution’s performance assessment.
Vendor Assessment
292
In Analyze Performance Measures:
This technique is Used to define acceptable solution performance through acceptance criteria. The degree of variance from these criteria will guide the analysis of that performance.
Acceptance and Evaluation Criteria
293
In Analyze Performance Measures:
This technique is Used to observe the results of other organizations employing similar solutions when assessing risks, trends, and variances.
Benchmarking and Market Analysis
294
In Analyze Performance Measures:
This technique is Used to collect data regarding performance, trends, common issues, and variances from expected performance levels and understand patterns and meaning in that data.
Data Mining
295
In Analyze Performance Measures:
This technique is Used to determine expected value of a solution and its perceived performance from an individual or small group's perspective.
Interviews
296
In Analyze Performance Measures:
This technique is Used to analyze solution performance, especially when judging how well a solution contributes to achieving goals.
Metrics and KPIs
297
In Analyze Performance Measures:
| This technique is Used to observe a solution in action if the data collected does not provide definitive conclusions.
Observation
298
In Analyze Performance Measures:
This technique is Used to identify, analyze, develop plans to modify the risks, and to manage the risks on an ongoing basis.
Risk Analysis and Management
299
In Analyze Performance Measures:
| This technique is Used to determine the underlying cause of performance variance.
Root Cause Analysis
300
In Analyze Performance Measures:
| This technique is Used to determine expected value of a solution and its perceived performance.
Survey or Questionnaire
301
In Assess Solution Limitations:
This technique is Used to indicate the level at which acceptance criteria are met or anticipated to be met by the solution and to identify any criteria that are not met by the solution.
Acceptance and Evaluation Criteria
302
In Assess Solution Limitations:
This technique is Used to assess if other organizations are experiencing the same solution challenges and, if possible, determine how they are addressing it.
Benchmarking and Market Analysis
303
In Assess Solution Limitations:
This technique is Used to illustrate the current business rules and the changes required to achieve the potential value of the change.
Business Rules Analysis
304
In Assess Solution Limitations:
| This technique is Used to identify factors constraining performance of the solution.
Data Mining
305
In Assess Solution Limitations:
This technique is Used to illustrate the current business decisions and the changes required to achieve the potential value of the change.
Decision Analysis
306
In Assess Solution Limitations:
| This technique is Used to help perform problem analysis.
Interviews
307
In Assess Solution Limitations:
This technique is Used to record and manage stakeholder issues related to why the solution is not meeting the potential value.
Item Tracking
308
In Assess Solution Limitations:
This technique is Used to determine what can be learned from the inception, definition, and construction of the solution to have potentially impacted its ability to deliver value.
Lessons Learned
309
In Assess Solution Limitations:
This technique is Used to identify, analyze, and manage risks, as they relate to the solution and its potential limitations, that may impede the realization of potential value.
Risk Analysis and Management
310
In Assess Solution Limitations:
This technique is Used to identify and understand the combination of factors and their underlying causes that led to the solution being unable to deliver its potential value.
Root Cause Analysis
311
In Assess Solution Limitations:
| This technique is Used to help perform problem analysis.
Survey or Questionnaire
312
In Assess Enterprise Limitations:
| This technique is Used to identify existing solutions and enterprise interactions.
Benchmarking and Market Analysis
313
In Assess Enterprise Limitations:
| This technique is Used to identify organizational gaps or stakeholder concerns.
Brainstorming
314
In Assess Enterprise Limitations:
| This technique is Used to identify factors constraining performance of the solution.
Data Mining
315
In Assess Enterprise Limitations:
This technique is Used to assist in making an optimal decision under conditions of uncertainty and may be Used in the assessment to make decisions about functional, technical, or procedural gaps.
Decision Analysis
316
In Assess Enterprise Limitations:
| This technique is Used to gain an understanding of the culture, operations, and structure of the organization.
Document Analysis
317
In Assess Enterprise Limitations:
| This technique is Used to identify organizational gaps or stakeholder concerns .
Interviews
318
In Assess Enterprise Limitations:
This technique is Used to ensure that issues are not neglected or lost and that issues identified by assessment are resolved.
Item Tracking
319
In Assess Enterprise Limitations:
| This technique is Used to analyze previous initiatives and the enterprise interactions with the solutions.
Lessons Learned
320
In Assess Enterprise Limitations:
| This technique is Used to witness the enterprise and solution interactions to identify impacts.
Observation
321
In Assess Enterprise Limitations:
This technique is Used to ensure the identification of any required changes to the organizational structure that may have to be addressed.
Organizational Modelling
322
In Assess Enterprise Limitations:
| This technique is Used to identify possible opportunities to improve performance.
Process Analysis
323
In Assess Enterprise Limitations:
This technique is Used to illustrate the current business processes and/or changes that must be made in order to achieve the potential value of the solution.
Process Modelling
324
In Assess Enterprise Limitations:
This technique is Used to consider risk in the areas of technology (if the selected technological resources provide required functionality), finance (if costs could exceed levels that make the change salvageable), and business (if the organization will be able to make the changes necessary to attain potential value from the solution).
Risk Analysis and Management
325
In Assess Enterprise Limitations:
This technique is Used to determine roles and associated permissions for stakeholders, as well as stability of end users.
Roles and Permissions Matrix
326
In Assess Enterprise Limitations:
| This technique is Used to determine if the underlying cause may be related to enterprise limitations.
Root Cause Analysis
327
In Assess Enterprise Limitations:
| This technique is Used to identify organizational gaps or stakeholder concerns.
Survey or Questionnaire
328
In Assess Enterprise Limitations:
This technique is Used to demonstrate how a change will help the organization maximize strengths and minimize weaknesses, and to assess strategies developed to respond to identified issues.
SWOT Analysis
329
In Assess Enterprise Limitations:
| This technique is Used to identify organizational gaps or stakeholder concerns.
Workshops
330
In Recommend Actions to Increase Solution Value:
| This technique is Used to generate predictive estimates of solution performance.
Data Mining
331
In Recommend Actions to Increase Solution Value:
| This technique is Used to determine the impact of acting on any of the potential value or performance issues.
Decision Analysis
332
In Recommend Actions to Increase Solution Value:
| This technique is Used to assess the potential costs and benefits of a change.
Financial Analysis
333
In Recommend Actions to Increase Solution Value:
This technique is Used to determine if solution performance measures need to be adjusted and Used to identify potential opportunities to improve performance.
Focus Groups
334
In Recommend Actions to Increase Solution Value:
| This technique is Used to demonstrate potential change within the organization's structure.
Organizational Modelling
335
In Recommend Actions to Increase Solution Value:
| This technique is Used to identify relative value of different actions to improve solution performance.
Prioritization
336
In Recommend Actions to Increase Solution Value:
| This technique is Used to evaluate different outcomes under specific conditions.
Risk Analysis and Management
337
In Recommend Actions to Increase Solution Value:
This technique is Used to gather feedback from a wide variety of stakeholders to determine if value has been met or exceeded, if the metrics are still valid or relevant in the current context, and what actions might be taken to improve the solution.
Survey or Questionnaire
