Business Analysis: Best Practices for Success

Praise for
Business Analysis Best Practices for Success
"The profession, growth, and acceptance of the business analyst are increasing in a way similar to the growth of project management in the early 1980s. A recentreview of the emphasis on requirements and requirements management shows the business analyst is at the forefront of successful change in organizations and enterprises around the world. Today, companies are taking on more complex projects. Many of these types of projects are strategic in nature and necessary for the growth and even the survivability of the firm. While business decision–making can be accompanied by large rewards, there is also theopportunity for catastrophic failures if faulty business decisions are made. Most successful business process methodologies will include business analysis and project management. The need for business analysis support on process improvement and solution development is quite apparent.
This book by Steven Blais is a must–read for all professionals working on business and technical initiatives. Business analysts, project managers, and other stakeholders must understand each other′s role in order for a successful marriage of project management and business analysis to take place. Steven clearly defines this relationship in Chapter 6 of this new book. It is entirely possible that, in the future, business analysis certification will be required by anyone working on business processes. But for the present and the near future, project support from business analysts will be essential. This book is just the tool and resource needed to explain, clarify, and put the practical concepts of business analysis in the hands of project stakeholders, project managers, and business analysts."
—Harold Kerzner, PhD, MS, and MBASenior Executive Director, IIL
"Since I first met Steven Blais, I felt he was one of the best living examples of a true business analyst and captured the spirit of the profession. Hence, I began reviewing this book with high expectations, and it did not disappoint. Steven excels at communicating concepts that have real meaning and utility, dealing with the real–world, practical challenges we face while doing business analysis, and gives us the tools and structures we need to do business analysis at its best."
—Laura Brandenburg host, Bridging–the–Gap.com
"I am excited to see this project finally published. Steve′s understanding of business analysts, their roles and responsibilities, and the contribution they make to the development of solid business requirements is??unparalleled. Having good requirements is the cornerstone of any successful project.??The book provides not only a thorough discourse on the topic; it can easily be used as a reference guide."
—Mara D. Burns, PMP cofounder, PM Lessons Learned

Spis treści:
Preface
Acknowledgments
Part One: The Problem Solver
Chapter 1: What Is a Business Analyst?
The Business Analyst in Context
What Is It All About?
The Role of the Business Analyst
The Business Analyst in the Center
Business Analyst Focus
The Ideal Business Analyst
Last–Liners
Notes
Chapter 2: The Evolution of the Business Analyst
The Business Analyst Hall of Fame
Where It Began
Information Systems
The Rise of the Business Analyst
The Business Analyst Position
The Business Analyst Profession
The Question of Certification
The Challenge of Business Analyst Certification
The Value of Certification
Notes
Chapter 3: A Sense of Where You Are
Business Analysts Coming from IT
Business Analysts Coming from the Business Community
Living with the Business
The Lone Ranger
Working Both Sides of the Street
Central Business Analyst Organization
Chapter 4: What Makes a Good Business Analyst?
The Skillful Business Analyst
Is a Busines s Analyst Born or Made?
So What Does It Take to Be a Business Analyst?
Chapter 5: Roles of the Business Analyst
Intermediary
Filter
Mediator
Diplomat
Politician
Investigator
Analyst
Change Agent
Quality Control Specialist
Facilitator
Process Improver
Increase Value of Organizational Business Processes
Build It and They Will Come
Reducing Complexity
Playing Multiple Roles
Notes
Part Two: The Players
Chapter 6: The Business Analyst and the Solution Team
Business Analyst and Project Manager
Business Analyst and Systems Analyst
Trying to Do All Jobs
Business Analyst and the Rest of the Solution Team
Bottom Line
Notes
Chapter 7: The Business Analyst and the Business Community
Constituents and Constituencies
Business Analysts and Upper–Level Management
Product Stakeholders
Subject Matter Experts
Process Workers
Managing Expectations
Notes
Part Three: The Problem
The Business Internist
Chapter 8: Define the Problem
First Things First
Challenge 1: Finding the Problem
Challenge 2: The Unstated Problem
Challenge 3: The Misunderstood Problem
Define the Real Problem
The Problem Determination Game
Documenting the Problem
Product Vision
Define the Vision
Checkpoint Alpha
Focus on the Problem and Vision
Note
Chapter 9: Define the Product Scope
Project and Product Scopes
Product Scope
Product Scope Formula
Strategic Justification
Business and Product Constraints
Business and Product Risks
Functional Goals
Political Success Factors
Product Scope Formula
Measuring
Take the Technical Pulse
Applying the Product Scope
Notes
Chapter 10: Confirm Alignment and Financial Justification
The Business Case
The Value of IT
Considering Alignment
Organization Mission
Organization Goals
Organization Strategies
Department– level Mission, Goals, and Strategies
At the Tactical Level
Determining the Value of the IT Project
Provide Financial Justification for Solving the Problem
Proof of Solution: Feasibility Study
The Metrics Game
In the End…
Notes
Part Four: The Process
Chapter 11: Gather the Information
Why We Cannot Define Good Requirements
Stop Gathering Requirements
Users Do Not Have Requirements
Gather Information Not Requirements
Gathering the Information
Information Gathering Plan
Information Gathering Session
Solving Common Information Gathering Issues
Iterative Information Gathering
Interviewing
Information Gathering Meetings
Other Elicitation Methods
Are We Done Yet?
Notes
Chapter 12: Define the Problem Domain
Problem Domain Analysis
Defining the Domain
Changes in the Problem Domain
Neighboring Constituencies
Ancillary Benefits
Change in the Problem
The Essence
Note
Chapter 13: Determine the Solution
The Accordion Effect
Tools and Techniques
Determining the One Best Solution
Constraining the Solution
Stop Analyzing, Already
Confirmation
Checkpoint Beta
Notes
Chapter 14: Write the Solution Document
The Value of Documentation
The Anatomy of Requirements
Forms of Solution Documentation
Write the Right Thing
Write the Thing Right
Produce the Solution Document
Requirements Ownership
Complete the Process
Note
Part Five: Producing the Product
Product Champion
Eyes on the Prize
Chapter 15: Monitor the Product
Entering the Solution Domain
Development Processes
Implementing the Solution
Keep the Light on
Things Change
Checkpoint Charley
The Watchdog
The Essence
Notes
Chapter 16: Confirm the Business Problem has been Solved
Correct Behavior
Acceptable Level of Confidence
Circumstances of Interest
The Testing Game
User A cceptance Testing?
Handling Defects
Testing Does Not Stop at Delivery
Note
Chapter 17: Transition and Change Management
Steps to Ensuring Successful Change in the Organization
Orchestrate the Transition
Observe the Transition
Timing the Change
Major and Minor Changes
Do not Change a Thing
Wrapping Up
Notes
Post Script: Where to Go from Here
Future of Business Analysis
Why We Need Business Analysts
True Value of the Business Analyst
Increasing the Value of the Organization
Power to the Business Analyst
Notes
Appendix A: Business Analyst Process
Appendix B: The Principles
Appendix C: Why We Do Not Get Good Requirements
Appendix D: Comparison of Roles of Business Analyst, Systems Analyst, and Project Manager
Appendix E: Context–Free Problem Definition Questions
Appendix F: List of Non–functional Requirements Categories
Bibliography
About the Author
Index

Nota biograficzna:

Steven P. Blais is a solution architect and a consultant, coach, trainer, and course author in business analysis, software development, and project management. He contributes articles on a regular basis to allPM.com, a project management webzine published by the International Institute for Learning (IIL). He is a frequent content provider to numerous BA blogging sites, including EssenceoftheBA.com, and chairs a committee for the Business Analysis Body of Knowledge R3 with the International Institute of Business Analysis (IIBA), the predominant organization for the growing discipline of business analysis, with currently over 15,000 members in ninety chapters worldwide.

Okładka tylna:

Praise for
Business Analysis Best Practices for Success
"The profession, growth, and acceptance of the business analyst are increasing in a way similar to the growth of project management in the early 1980s. A recentreview of the emphasis on requirements and requireme nts management shows the business analyst is at the forefront of successful change in organizations and enterprises around the world. Today, companies are taking on more complex projects. Many of these types of projects are strategic in nature and necessary for the growth and even the survivability of the firm. While business decision–making can be accompanied by large rewards, there is also theopportunity for catastrophic failures if faulty business decisions are made. Most successful business process methodologies will include business analysis and project management. The need for business analysis support on process improvement and solution development is quite apparent.
This book by Steven Blais is a must–read for all professionals working on business and technical initiatives. Business analysts, project managers, and other stakeholders must understand each other′s role in order for a successful marriage of project management and business analysis to take place. Steven clearly defines this relationship in Chapter 6 of this new book. It is entirely possible that, in the future, business analysis certification will be required by anyone working on business processes. But for the present and the near future, project support from business analysts will be essential. This book is just the tool and resource needed to explain, clarify, and put the practical concepts of business analysis in the hands of project stakeholders, project managers, and business analysts."
—Harold Kerzner, PhD, MS, and MBASenior Executive Director, IIL
"Since I first met Steven Blais, I felt he was one of the best living examples of a true business analyst and captured the spirit of the profession. Hence, I began reviewing this book with high expectations, and it did not disappoint. Steven excels at communicating concepts that have real meaning and utility, dealing with the real–world, practical challenges we face while doing business analysis, and gives us the tools and structures we need to do business analysis at its best."
—Laura Brandenburg host, Bridging–the–Gap.com
"I am excited to see this project finally published. Steve′s understanding of business analysts, their roles and responsibilities, and the contribution they make to the development of solid business requirements is??unparalleled. Having good requirements is the cornerstone of any successful project.??The book provides not only a thorough discourse on the topic; it can easily be used as a reference guide."
—Mara D. Burns, PMP cofounder, PM Lessons Learned