Business Analysis And Certification Program (BACP) Unit 5: Requirement Elicitation
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Agenda
In this session, you should be able to: • Use tools and techniques for requirement elicitation • Appreciate the importance of various behavioral aspects: o Perception o Leadership o Communication skills
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Step 5: Requirement Elicitation
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Basics of Requirements
BRD
BA Planning, Scope, and vision
Develop BRD & validate sol.
Vision & Scope Report
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Enterprise Analysis
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Req Elicitation 5
Req Analysis & Mgmnt
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Req. Work Plan
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Dealing with Risk
Managing Risk Risk is an uncertain event or condition that may have a positive or negative effect on at least one project objective, such as time, cost, scope, or quality. Risk management includes all processes that focus on— • Planning for, identifying, and analyzing risks • Planning risk responses • Monitoring and controlling risk responses
All projects are risky!
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Risk Management Planning A risk may have one or more causes, and, if it occurs, one or more impacts:
Threats
Opportunities Risks with a positive impact are opportunities
Risks with a negative impact are threats
• Planning involves deciding how to identify and manage possible events that might affect the project. • The level of effort should be equivalent to the actual level of risk and the importance of the project.
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Sources Of Risks
What may be some of the sources of risk?
Assumptions
Sources of Risk Constraints
Dependencies
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High
Prioritizing Risks
High/Low
Medium
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Medium/Low
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Low
PROBABILITY
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High/Medium
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Medium/Medium
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Low/Low
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Medium/High
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Low/Medium
7 Low
High/High
Low/High 4
Medium
High
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Risk Response Strategies For Threats
Accept
Mitigate
Avoid
Transfer
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Accept
Enhance
Share
Exploit
Risk Response Strategies For Threats
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Activity 17: Risk Management • Form groups and from your previous experience, come out with:
Two Opportunities Two Threats • Identify all four type of responses for these risks and present to your group
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Steps Prior To Requirements Gathering What are some of the steps you should complete before leading a requirements gathering session? •
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Review the documents and inputs to determine desired outcomes, objectives and open points Prepare a meeting agenda Define participant roles within your team Generate initial questions for the interview Decide among your teammates how to organize the interview questions, how to facilitate the interview session, and who will ask which questions and follow-up questions Review the high-level business requirements and the “To-Be” business process design Bring a shell of what you do know and what questions you have for each area Private and Confidential
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Tools and Techniques
Requirement Gathering Techniques
Some common techniques for gathering requirements include:
• • • • • •
Process flows Use cases Prototypes & Scenarios Focus groups Interviews Fit-Gap analysis
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Requirement Gathering Techniques – Example
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Techniques and Tools – Process Flows
Techniqu e
Descriptio n
When Appropriate
Process Flows
A process flow shows the relationship between major components in the system
This method is ideally used to describe how current or future business processes should be modeled
Pros/Cons Pros: •Easily understood by users and stakeholders who are part of the process being developed Cons: •Difficult to represent multiple processes occurring simultaneously
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Participant s This technique is most successful when all users are participants
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Techniques and Tools – Use Cases Technique Description Use Cases
Use cases describe a sequence of actions the application performs on behalf of a particular user or an external application
When Appropriate Best used to describe a stepby-step process of how the system works for end users
Pros/Cons Pros: Provides a user point of view Makes functional requirements easier to explain and understand for end users and stakeholders Cons: Use cases do not provide enough information to enable development activities
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Participant s This technique is most successful when all users are participants
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Techniques and Tools – Prototypes and Scenarios Technique
Description
When Appropriate
Pros/Cons
Participants
Prototypes
Prototyping is a technique for building a quick draft of a desired system, or parts of that system
Illustrates the capabilities of the system to the users and designers
Pros: Allows the user to visualize system capabilities Cons: Can sometimes give an impression that the system is further along than it is, giving users an overly optimistic impression of completion
Most appropriate when administered to the ultimate users and stakeholders of the system
Scenario Building / Visualization
A facilitator talks to users through visualization, walks through current and ideal online and offline processes
Especially helpful when a system does not currently exist and it is being used to replace a process currently implemented manually
Pros: There is no physical prototype or system in front of them, so the user isn’t restricted by what they see Cons: Experiences with similar systems could impede the flow of new ideas; users could omit steps or tasks, especially if the task is repetitive
Most successful when users, not stakeholders, are the participants
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Techniques and Tools – Focus Groups Technique Focus Groups
Description A focus group brings together a cross-section of stakeholders and end users into a room and opens lines of communicatio ns
When Appropriate Focus groups are generally most helpful at the beginning stages of a project when the entire value proposition is being validated
Pros/Cons
Participants
Pros: • Ability to solicit a wide variety of opinions in a relatively short period of time • Group dynamics stimulate individual thought and give rise to “piggy-back” ideas Cons: • It may be intimidating for subordinate stakeholders to contradict a supervisor
Participants in this exercise are normally a combination of stakeholders and users traditionally drawn from the user groups and stakeholders
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Techniques and Tools – Interviews Technique
Description
Interviews
Interviews are one-on-one discussions where the interviewer is able to get detailed feedback about a user’s tasks and current interactions with the system
When Appropriate • Useful when the application is custom or replacing an offline task • Also useful when an application already exists, as an interview can help expose potential enhancements to that application
Pros/Cons Pros: • Allows the interviewer to ask follow-up questions to gain more detailed insight Cons: • Users intentions are often different than their actual actions • Follow-up questions may lead to getting stuck on a single topic
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Participants This exercise is most successful when the participants are ultimately end users of the system
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Techniques and Tools – Fit / Gap Analysis Technique Description
Fit / Gap Analysis
Fit / Gap Analysis consists of comparing the capabilities of a software package with the current and/or desired future state of the business, identifying gaps, and deciding how to close them
When Appropriate A gap is closed by customizing the package, developing add-on software or by changing the organization to adapt to the package
Pros/Cons
Pros: • Forces the consideration of all relevant factors Cons: • Can cause project to be lost in details
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Participants
Requires a mix of business experts, software experts, decision makers and neutral facilitators
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Communication: An Art
What is Communication?
Communication is simply the act of transferring information from one place to another. Private and Confidential
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What is Communication? When two or more people are in the same place and are aware of each other's presence, then communication is taking place, no matter how subtle or unintentional.
Communication Channel
Encoding
Decoding
Sender
Receiver
Understanding Private and Confidential
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Elements of Interpersonal Communication Communicators
Message Noise Feedback
• One Way Process • Two way process – Interactive Process • Speech • Non-verbal messages exchanged such as facial expressions, tone of voice, gestures and body language • Anything that distorts the message • Physical 'noise', complicated jargon, inappropriate body language, inattention, disinterest, and cultural differences • Messages the receiver returns, Allows sender to adapt, Regulate or repeat • Direct verbal statements, subtle facial expressions or changes in posture
Context
• Situational context, Social Context • The emotional climate and participants' expectations of the interaction
Channel
• Speech and Vision • Only Speech
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The Goal
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Types of Communication
Communication
Verbal
Non Verbal
Face to face, tele, radio etc.
Body lang., gesture, dress, smell
Written
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Visual
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Verbal Communication: Listening Skills Listening is the ability to accurately receive messages in the communication process.
Not Communicating Writing
Hearing
Listening Reading
Hearing refers to the sounds that you hear Communicating, 70% Not Communicating, 30%
Listening,45%
Writing, 9% Reading, 16% Speaking, 30%
V/S
Listening Listening requires more than that: it requires focus. It means being aware of both verbal and non-verbal messages
Source: Adler, R., Rosenfeld, L. and Proctor, R. (2001) Interplay: the process28 of Private and Confidential interpersonal communicating (8th edn), Fort Worth, TX: Harcourt.
Listening Skills: 10 Principles A good listener will listen not only to what is being said, but also to what is left unsaid or only partially said.
1. Stop Talking
2. Prepare Yourself to Listen
3. Put the Speaker at Ease
4. Remove Distractions
5&6. Empathise and Be Patient
7. Avoid Personal Prejudice
8. Listen to the Tone
9. Listen for Ideas – Not Just Words
10.Wait and Watch for NonVerbal Comm.
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Source: www.Skillsyouneed.com 29
Listening Skills: Verbal and Non-verbal Signs
Non-Verbal Cues
Verbal Cues
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Smile
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Positive Reinforcement
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Eye contact
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Remembering
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Posture
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Questioning
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Mirroring
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Reflection/paraphrasing
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Distraction
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Clarification
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Summarization
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Activity 18: Transmitting Information
1. 2. 3. 4.
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This is a group exercise. Make 4-5 groups. Read a story. No notes/documentation.
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Perception
Activity 19: Count ‘F’s
FEATURE FILMS ARE THE RESULT OF YEARS OF SCIENTIFIC STUDY COMBINED WITH THE EXPERIENCE OF YEARS
Q: How many F’s do you see?
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Activity 20: Whom Do You See Here?
Q: Who do you see here? Be Careful! Private and Confidential
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Activity 21: Communication and Leadership • It is a group exercise • Create 4 rows • Debrief: What does this tell us from our communication received from / sent to our stakeholders?
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Leadership
The Right Order and Why?
Where are we going?
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Where are we now?
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The Leadership Model – 3W
3W W1
Where are we going? Where are we now?
W3
W2
What next?
Source: www.liw3.com Private and Confidential
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Change Leadership vs. Change Management
Organizational Focus • • • • • •
Prognosticator Establishes long-term direction Expansion / Growth Creation of collaborative teams Removes barriers and obstacles Organizational risk focused
Business Unit Focus • • •
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Problem Solver Plans activities to achieve direction Maintenance, Predictability Creates methods and systems for Monitors execution of plan Task risk focused
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Module Summary Techniques that can be used to gather requirements includes: • Process flows • Interviews • Use cases • Fit-Gap analysis • Prototypes & Scenarios • Focus groups
The key comments to a requirements gathering session are: • Agenda • Defined roles • Objectives • Existing status • Next Steps Private and Confidential
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Thank You For Your Attention
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