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Sections2.4: Plan Business Analysis Communication 2.5 Plan Requirements Management Process 2.6 Manage Business Analysis Performance Kristee Watts May 7, 2013 IIBA Austin

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Develop a system for the IIBA to automate all routine activities related to fulfilling their purpose. Examples: scheduling meetings, membership payments & renewal, posting & retrieving materials both free and paid, real time tracking of experience hours for certification Web based, global use

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Describes how, when and why the business analyst will work directly with stakeholders. Can include: Stakeholder requirements for communications Format, content, medium, level of detail Responsibility for collecting, distributing, accessing, and updating information.

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Plan Business Analysis Communication (2.4) During development, formal communication of requirements is generally replaced with adhoc informal discussions and modeling. Some deliverables are replaced by specific interactions or ceremonies. By definition, these interactions and ceremonies require realtime participation by the business analyst. Formal documentation may be developed following development of the software to ensure knowledge retention by the organization or to meet regulatory requirements. Techniques Personas: These may prove useful in assessing the likely communication needs of specific stakeholder groups.

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Questions?

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Plan Requirements Management Process (2.5) In agile methods, requirements management is focused on ensuring that the intake of new work by the team matches the priorities of the stakeholders and/or sponsor, and delivers value to the business. Agile approaches stress the importance of welcoming changing requirements. This means that the ordering of work items that are ready for development may be changed at any time. Techniques Backlog Management: Most agile methods use backlog management to determine which requirements are ready to be worked on by the development team.

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How will we measure and assess the work performed by the business analyst?

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Manage Business Analysis Performance (2.6) This activity will be performed on an ongoing basis as the business analyst learns to work effectively with stakeholders and the development team. As everyone involved better understands how to work together to deliver value, the business analysis process, methods, or techniques in use may need to change. Effective business analysis documentation, effective prioritization and scoping of requirements, and clear communication of need to the development team. Techniques Retrospectives: Retrospectives are a common practice used by agile teams seeking to improve their ways of working. Business analysts should look for feedback on the requirements they provide to the team and how and when those requirements are provided in order to find ways to improve their processes. Value Stream Mapping: Value stream mapping can be useful in assessing how business analysis activities are contributing to the delivery of value to the customer and identifying activities that may not be adding value.

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Presentation by Campbell Ferenbach http://www.slideshare.net/KathyVezina/babok-chapter-2-iiba-oo-chapter-18-oct2011 Flashcards for Chapter 2 http://www.flashcardexchange.com/cards/babok-chapter-2-business-analysis-planning- and-monitoring-2221189 Agile commentary on Chapter 2 http://www.dennisstevens.com/2009/10/13/agile-business-analysis-planning-and- monitoring/ Agile Extension to the BABOK Guide http://www.iiba.org/IIBA/Professional_Development/The_Agile_Extension_of_the_BABOK/IIBA_We bsite/Professional_Development/Agile_Extension.aspx CBAP Exam Top Mnemonics courtesy of Renee Gilmer