1. Give an example where you have undertaken as-is and to-be process mapping.

  If
possible provide sanitised example of the work-products you created

At Freshfields Bruckhaus Deringer, I worked as a business analyst on the risk management project a part of the
Drive programme work streams. Our aim was to successfully implement and deliver a co-existing solution (as-is
& to-be systems, due to limitations of Intapp Walls to integrate with our DMS solution).

With limited documentation on the current processes and how the system supports them, My first task was to
identify relevant stakeholders to have appropriate information. I had access to SME and business stakeholders
who perform the business processes (role/s) using series of techniques to elicit information about the current
state (interviews, observation of how they use the current system, etc.), then drafted documents and BPM to
be reviewed to confirm my understanding, any knowledge gaps and pain points.

Using the approved ‘AS IS’ processes, I continued with defining business objectives and scoping the
change in collaboration with business and IT stakeholders. I created my business analysis plan and
then created the ‘TO BE’ documentation as part of the project deliverables.

2. Give an example where you have had a senior stakeholder who believes they can
represent the needs of the general users, how you managed this person and
ultimately defined requirements representative of the users

At Freshfields Bruckhaus Deringer, I worked as a business analyst on the Time management project a part of
the Drive programme work streams. During one of our weekly meetings where i was the facilitator, a newly
appointed senior stakeholder attendee’s contribution to the meeting eventually moved away from the
agenda/objectives of the meeting. His suggestion was for a new requirement be added to the list. Per my usual
approach, i noted his suggestion but asked that i reviewed the requirements and revert back to him.

Knowing the requirement will not add value to the existing process and is out of scope, I liaised with
another stakeholder to further understand the roles and processes. We found and agree on an
existing process which was reviewed and improved.

I set up a meeting with my project manager and a member of the programme senior management
team (SMT) to discuss the situation and best approach to communicate with the senior stakeholder.
We agree the SMT member will communicate the information (with facts and rationale) to the
senior stakeholder.

3. Give an example of a workshop you have run to derive requirements from a group
of people – how you prepared, facilitated and documented the outcomes

At Volkswagen Financial Services, I was a business analyst working on a project to implement a new
finance solution (collections & recovery) to integrate with their SAP solutions and UNIX environment.
One of my first task was to lead the requirements gathering workshop for the fleet management
business area.

The task was to set-up a workshop and ensure everyone who needs to attend and contribute was
present. I reviewed the existing stakeholder document with the project team to ensure the list was
accurate and up to date, then grouped (SME) them (each role within the area). Once the attendee
list was completed, I set the agenda and key objectives of the workshop (sessions) and sent the
attendees ahead of time whilst also keeping an open communication channel (via email and face to
face conversations). During the workshop, one the technique used was brainstorming to understand
and create a process map (persona and scenarios) using an empty wall, requirements in context and
prioritisation. Notes from the session were taken by a member of the project team and documented
as follow;

 Key decisions that are made

 Actions to be taken by attendees

 Dates and plans for the project

 Requirements for the project

 Ideas and suggestions

4. How do you ensure that you are genuinely capturing peoples "needs" rather than
getting them to define functional requirements?

To ensure I am capturing the business needs or adding value, I enlist the following documents;
statement of work/terms of reference or problem statement (background, objectives, scope, etc) to
understand and recommend solutions which adds value to the business and end-users. Create a
business analysis plan, then break the requirement gathering process into a number of activity areas
(user requirements, system environment, security, interfaces, workflow, data, etc).