ICTSAD609 Student Guide V1.0

ICTSAD609
Plan and monitor business

analysis activities in an
ICT environment
Student Guide
CONTENTS
Overview 4
Topic 1: Business analysis within an organisation 5
Topic 2: Business analysis approach 10
Topic 3: General business analysis planning 16
Topic 4: Detailed business analysis planning 21
Overview
Application of the unit

This unit describes the skills and knowledge required to establish and manage Information and
Communications Technology (ICT) business analysis activities in a medium-to-large organisation.
This unit applies to individuals who require high-level management, business and technical skills to
manage complex analysis efforts within the Information and Communications Technology (ICT)
industry, often as part of business-critical ICT projects.
No licensing, legislative or certification requirements apply to this unit at the time of publication.
Learning goals
Learning goals include:
 understanding business analysis within an organisation including project management and

business analysis processes
 planning a business analysis approach for an ICT initiative
 planning general business analysis activities, including deliverables and performance

management
 detailed planning for business analysis activities, including stakeholder management,

requirements management and change management.
ICTSAD609 Plan and monitor business analysis activities in an ICT environment _ Student Guide V1.0
Topic 1: Business analysis within an organisation
The list of innovative concepts that have changed life as we know it is endless – internet, space
travel, smartphone and on demand television are only a few. While some ICT innovations are a
response to needs or problems, many ICT products, services, processes and programs have
emerged from opportunities and gaps in the marketspace.
Business analysis supports ICT initiatives to fully identify and address complex needs,
opportunities or problems in an organisation.
Overview of business analysis

Before we continue, it’s helpful to define business analysis within an ICT environment.
Activity: Read
Read the article outlining the role and responsibilities of an ICT business analyst.
Article: https://jobdescriptionandresumeexamples.com/ict-business-analyst-job-
description-example-duties-and-responsibilities/
Take notes and keep them for future reference.
Activity: Research and discus
Use the article you’ve just read to answer the questions below (if required, do
additional research):
1. define the term “business analysis”
2. explain what business analysts do (particularly in an ICT environment)
3. list at least three different job titles business analysis practitioners may have
4. establish the value of business analysis to an organisation.
Your trainer will facilitate a group discussion to consolidate your findings.
From your research, you will have established that business analysts use data to outline problems,
needs or opportunities in an organisation or marketspace and monitor and support initiatives to
address them.
Business analysis aims to maximise stakeholder benefit by meeting the requirements of both
clients and company management.
Business analysis within a bigger picture

Recently, there has been a shift in business analysis from being task driven (e.g. improve an
existing process) to value driven (e.g. prioritise new opportunities and improve customer
understanding).
Research shows that organisational leaders are now looking for help to navigate the increasing
complex business world with timely business analysis insights to assist with decision-making. As
such, business analysis should always align to an organisation’s vision and strategy.
Activity: Discuss
Mailchimp, Airbnb, Uber and Wave are examples of businesses that identified and
used ICT opportunities successfully.
In a group, discuss the link between vision, strategy and business analysis in the
success of these ventures.
Image by Startup Stock Photos on Pexels
Business analysis and project management
Key to any successful project (including a business analysis initiative) is project management.
Project management is necessary for the entire duration of business analysis activities.
Activity: Read and discuss
Read the article explaining project management.

Article: https://www.pmi.org/about/learn-about-pmi/what-is-project-management
In a group, discuss the general project management process.
Keep these steps in mind as you work through this course. Take notes and keep
them for future reference.
Choosing the right approach to managing a project plays an important role in its successful
delivery.
The method you choose for the project management of business analysis and any related business
analysis initiatives depends on:
 the organisational requirements
 the initiative’s complexity
 teams involved.
The table below outlines a few project management methods.
Method Description
Classic This is technique ideal for small teams and simple projects that includes
preparing a plan of upcoming work, estimating the tasks, allocating
resources, providing and receiving feedback from the team and
monitoring quality and deadlines.
Waterfall This method builds on the classic method and is suitable for more
complex projects. It focuses on the sequential performance of tasks.
Gantt charts are often used.
Method Description
Agile project This method is a value-centred approach based on a set of principles. It is

management used in software development projects that involve frequent iterations.
The team involved is usually small and highly collaborative. Work is
divided into short “sprints” and planning is often adapted and improved.
Agile frameworks may include techniques such as Scrum and Kanban.
Rational unified This method is a framework designed for software development teams
process (RUP) where end-user satisfaction is the key requirement. It focuses on an
iterative development process where feedback forms an integral part of
the project.
Program evaluation This method is widely used across many areas and is particularly suitable
and review for large, long-term project with non-routine tasks. It uses detailed
technique (PERT) planning with a focus on the analysis of tasks performed. Work is
represented using PERT charts.
Critical path / Critical path is an algorithm used together with PERT for scheduling and
Critical chain planning projects where deadlines are critical. It involves detecting the
technique longest sequence of tasks and then defining critical tasks (those that
influence the end date).
Critical chain is similar to critical path, except its less rigid and provides
more flexibility in resource allocation. It prioritises time allocation.
Extreme project This method emphasises elasticity in planning and is ideal for large and
management (XPM) uncertain projects. It is an open, less formal approach that focuses on the
human aspect in project management.
Table 1: Project management approaches
Activity: Research and discuss
Work in small groups. Research one tool outlined in table 1 (except the classic
method) and present your findings to a larger group.
In your presentation, include:
1. a description of the method/technique
2. tools that support the method
3. a diagram to illustrate the method
4. advantages and disadvantages of the method
Present you research to a larger group and share your presentation (e.g. via email or
a link to a cloud-based storage location) with the other groups for future reference.
From your research, you will already have identified tools that support different project
management methods/techniques. Nowadays, there are numerous software tools available to help.
Activity: Reflect
Are you familiar with any project management software?
Activity: Explore
Explore the website below to familiarise yourself with the project management
software packages available:
Website 1: https://mopinion.com/top-20-best-project-management-software-an-
overview/
Website 2: https://www.capterra.com/sem-compare/project-management-software?
gclid=EAIaIQobChMIvND5q6Cw7AIVFVZgCh16BA5OEAAYAyAA EgLpOPD_BwE
Business analysis process

Like project management, business analysis follows a systematic process:
1. orientate the business analysis initiative
2. plan business analysis requirements related to the initiative
3. manage business analysis activities
4. support the implementation of initiative
5. review business analysis efforts.
Activity: Discuss
In a group, discuss the connection between project management and the business
analysis process.
Activity: Reflect
How do you think business analysis can add value to your workplace (past or
present) or field of interest?
Topic 2: Business analysis approach
The start of any business analysis initiative stems from either a need, opportunity or problem where
the initiative is a response/solution to the need/problem or opportunity.
The approach to business analysis depends on the problem/need/opportunity and the related
organisational and legislative requirements.
Identifying business analysis initiatives
Activity: Brainstorm
Work together in small groups and brainstorm:

1. a list of general business analysis initiatives relevant to an ICT environment
2. organisational process requirements related to the initiatives.
Your trainer/assessor will facilitate a larger group discussion to create a complete list.
Sometimes the need, opportunity or problem is obvious and other times analysis is required to
identify and fully understand the issue.
Table 2 outlines a few tools that can be used to identify business analysis initiatives.
Tool Description
SWOT analysis This method considers internal factors such as strengths and weaknesses
as well as external factors such as threats and opportunities.
S – Strength
W – Weakness
O – Opportunity
T – Threats
MOST analysis This method helps analyse what a business does and wants to achieve. It
focuses on strategic alignment by understanding an organisation’s
purpose and ability.
M – Mission (purpose)
Tool Description
O - Objectives (Key goals that help achieve the mission)

S – Strategies (Options to achieve the objectives)
T – Tactics (How the strategies will be materialised by action)
Business Process This method focuses on process improvement initiatives. It helps

Modelling (BPM) understand the gaps between existing processes and future processes.
These processes can be strategic, operational or technical. Processes are
represented in a sequential flow using standardised notation.
PESTLE analysis This method identifies external factors that influence business. I
P – Political (e.g. government initiatives and support)
E – Economic (e.g. labour and energy costs)
S – Social (e.g. education and media)
T – Technological (e.g. new technology)
L – Legal (e.g. regulations)
E – Environmental (e.g. weather, pollution, recycling)
CATWOE This method is a generic way to understand what a business is trying to

achieve. It helps identify problems and how the solution will impact
stakeholders.
C – Customers (who are the beneficiaries and how are they affected)
A – Actors (who is involved in the situation)
T – Transformation (what transformation exists at the heart of the system)
W – World view (the big picture)
O – Owner (who is the owner of the impacted system?)
E – Environmental constraints (how do external factors play a role?)
Root cause analysis This method identifies the root causes of problems and outlines an
appropriate preventative response. It is based on the idea that effective
management requires more than responding to problems that develop,
but finding a way to prevent them.
Brainstorming This is a creative team technique and is used to generate ideas. It may be
used with other tools (such as SWOT analysis, root cause analysis etc).
Table 2: Business analysis tools for identifying initiatives
Image by Lukas on Pexels
Work in small groups. Research one tool outlined in table 1 and present your findings
to a larger group.
In your presentation, include:
1. a description of the tool
2. a diagram to illustrate the tool
3. advantages and disadvantages of the tool
4. an example illustrating the use of the tool.
Present your research to a larger group and share your presentation (e.g. via email
or a link to a cloud-based storage location) with the other groups for future reference.
Objectives
Once a business analysis initiative has been identified, it’s important to establish why it should be
pursued.
Well-defined objectives are key to the success of ICT initiatives. They guide activities and
decisions throughout the project duration.
When forming objectives, keep the organisation’s vision and strategy in mind.
Activity: Read
Read the definition of an objective in a business context.
Article: http://www.businessdictionary.com/definition/objective.html
Take notes for future reference.
Activity: Watch
Watch the videos about objectives.

Video 1: https://www.youtube.com/watch?v=gABgNjXpzQk (01:49)
Video 2: https://www.youtube.com/watch?v=voZI75TyeHI (02:32)
Take notes and keep them for future. Your trainer will facilitate a group discussion to
consolidate what you’ve learnt.
Activity: Group work
Work in small groups: Choose one ICT initiative from the previous brainstorming
activity and write at least two objectives for the initiative.
Share your work with another group and ask for feedback. If required, your trainer
will provide feedback too.
Organisational and legislative requirements

Standards, legislation and organisational policies/procedures are put in place to make sure
everyone is as safe as possible and to ensure a successful outcome for the business or
organisation. They also prescribe how things should be done and will influence the approach you
choose to follow during business analysis.
Identify any organisational and legislative requirements (including standards, guidelines and
processes applicable to the initiative) to ensure compliance and best practise throughout the life
cycle of the initiative.
Legislation
Activity: Research
Research legislation associated with your workplace or industry of interest that may
be related to an ICT initiative.
You may consider:
 Corporations Act
 Occupational Health and Safety Acts (industry specific)
 Privacy Acts
 Chain of responsibility legislation
 Employment practises legislation
 Copyright legislation
 Freedom of Information legislation
 Children and Young People legislation.
Take any notes to summarise what you have read and keep them for future
reference.
Activity: Discuss
In a group, discuss examples how legislative requirements may differ in different

jurisdictions (e.g. Data privacy legislation).
Policies and procedures

Relevant policies and procedures should be considered when defining process requirements for
the business analysis initiative. Examples may include employee code of conduct, vendor protocol,
social media protocol, document format/naming/storage protocol and performance management.
In small groups, brainstorm a few more organisational policies and procedures that
may be applicable to an ICT business analysis initiative.
The trainer/assessor will facilitate a group discussion to create a complete list.
Standards
ISO standards are a source of best practice information. They are a set of best practise standards
for a range of industries, workplaces and jobs that have been internationally agreed on by experts.
Activity: Explore
Explore the ISO standards website and familiarise yourself with any applicable ICT
standards (or any other standards related to your workplace or industry of interest):
Website: https://www.iso.org/standards.html
Activity: Explore
In response to the COVID-19 pandemic, the Australian government created an app

to facilitate contract tracing. Read the Australian government website link that
outlines the COVIDSafe app.
Article: https://www.health.gov.au/resources/apps-and-tools/covidsafe-app
Activity: Practical
Once you’ve read the article:
 identify the need/problem/opportunity of the Australian Department of Health

that resulted in the new ICT initiative
 explain how the initiative fits into the “bigger picture” and strategic priorities of
the Australian Department of Health
 use one business analysis technique (e.g. MOST analysis) to identify and define
the opportunity/need/problem (i.e. contract tracing) and associated solution (i.e.
the app)
 establish the objectives of the initiative.
Assume that prior to developing the COVIDSafe app, business analysis was planned
by relevant government officials.
 choose an appropriate project management tool management that could have

been used to manage the business analysis project (give reasons for your
choice)
 identify departmental and legislative requirements related to the initiative,

including any applicable standards
 summarise business analysis requirements related to the development of the

app (e.g. communicate with stakeholders, determine specifications etc.)
 make a list of potential personnel who may have contributed to work done on
the initiative
Compare your work with another student and give each other feedback. Make any
necessary adjustments to your work.
If required, your trainer will provide feedback.
Topic 3: General business analysis planning
Activity: Reflect
Reflect on what you learnt about business analysis in topic 1, particularly about what
a business analyst does and the different job roles a business analyst can fulfil in an
ICT environment.
After legislative and organisational requirements have been established and considered, engage
with personnel to determine how work will be completed. This topic focuses on the planning related
business analysis only.
Deliverables and scope of business analysis activities

All business analysis initiatives have deliverables. The deliverables may be related to the broader
initiative, or to specific parts of the project.
Deliverables are established upfront and often associated with a project milestone (think back to
what you’ve learnt about project management).
Examples of business analysis deliverables include:
 business analysis plan  system requirements specification
 stakeholder management plan  product backlog
 requirements management plan  business analysis communication plan.
 business requirements document
The Business Analysis Book of Knowledge (BABOK) distinguishes between work products and
deliverables. Work products may not necessarily become deliverables, but still form an important
role in the business analysis process. According to BABOK:
“A work product is a document or collection of notes or diagrams used by the business analyst
during the requirements development process.”
“A deliverable is any unique or verifiable work product or service that a party has agreed to
deliver”.
For example, as a business analyst establishes the requirements for an ICT initiative, they need to
use a variety of techniques to engage with stakeholders to ensure all requirements are identified.
As part of this process, a business analyst may informally create mind maps, audio recordings,
presentations or notes etc. These may not end up being a deliverable themselves, but may used
(and even included) in the Systems Requirements Specification (SRS document) which is a
deliverable.
Activity: Group work
Work in small groups. Start a list of business analysis related deliverables. For each
deliverable, include the tasks that need to be done for the deliverable to be
completed.
For example:
Deliverable – Business analysis plan
Tasks – Establish objective, assess legislation, define deliverables and scope
Your trainer will facilitate a larger group discussion to create a comprehensive list.
As you progress through the course, add deliverables to this list.
The scope of a business analysis activity defines what the business analyst will do and deliver.
This may include deliverables, acceptance criteria, level of detail, level of formality and
frequency. Remember its easier and cheaper to correct misaligned expectations during the
analysis phase rather than at the end.
Estimates
Once business analysis deliverables have been finalised and the scope has been approved,
project management should be used to establish and approve which activities various business
analysts will perform and when.
Activity: Discuss
Consider the list of business analysis deliverables you created in the previous
activity.
In a group, discuss the timing of different deliverables relative to one another (e.g.
business analysis plan is created before the SRS document).
Estimates for business analysis work should also be developed. This may include:
 internal labour time and costs for tasks and deliverables
 external consultancy fees
 opportunity costs for not pursuing more value adding activities
 travel and accommodation costs for meetings and workshops
Common estimation methods are outlined in the table below.
Method Description
Top down This method starts with high-level elements which are subsequently
broken down into lower levels and then added.
Bottom up This method starts with lower organisation level costs for individual effort
and then adds them.
Rough order of This method provides a high-level estimate and is useful when there is
magnitude very little information to work with.
Delphi This method uses a combination of expert judgement and historical

information to estimate costs and labour requirements.
PERT This method gives each element of the estimate three values:
 optimistic value (best-case scenario)
 pessimistic value (worst-case scenario)
 most likely value (most likely value).
A PERT value for each element is calculated as a weighted average:

(Optimistic + Pessimistic + (4 times Most Likely))/6.
Table 3: Estimate methods
Activity: Practical
Work in pairs and practise using financial information, costs and values to determine
estimates for business analysis work. Include mathematical calculations (e.g. using
the PERT method).
Use your own financial information, or you can access information from:
Website 1: https://www.payscale.com/research/AU/Country=Australia/Salary
Website 2: https://www.abs.gov.au/statistics/economy/price-indexes-and-inflation/
consumer-price-index-australia/latest-release
Performance management
Workplaces need timely, accurate and constructive feedback in order to succeed and performance
management creates sustainability within an organisation. As you lead and monitor business
analysis initiatives, you will most likely provide feedback to the business analysts working on the
specific ICT initiative.
Activity: Read
Read the article on how to deliver effective feedback in the workplace.

Article: https://hub.highspeedtraining.co.uk/feedback-in-the-workplace/
Take notes and keep them for further reference.
Metrics can be used to measure the work performed by business analysts and may be used to
track, assess and report on work quality. If necessary, performance management facilitates
corrective action.
To successfully manage business analysis performance, planning according to organisational

policies and procedures is essential. When planning for performance management, consider:
 performance measures, such as:
o deliverable due dates
o number of review cycles
o frequency of changes to requirements
o stakeholder feedback
o peer review
 performance reporting, including:
o formal (written document)
o informal (verbal)
 preventative and corrective action, considering:
o continuous improvement
o the impact on the business analysis plan
o stakeholder expectations
 input from relevant personnel and stakeholders, such as:
o Project manager
o Tester
o Operational support staff
o End-user
o SME.
Research metrics relevant to business analysis. Add metrics to the list of metrics
already mentioned in this section.
Compare your list in a small group. Take notes and keep them for future reference.
Activity: Practical
Consider the COVIDSAFE app website you explored at the end of topic 2
(https://www.health.gov.au/resources/apps-and-tools/covidsafe-app) and continue on
from the work you did in the previous “develop” activity to:
 identify what type of ICT initiative the COVIDSafe app is
 establish deliverables and scope of the business analysis activities that could
have been part of the initiative
 create a project management schedule outlining which activities business

analysts should perform and when
 develop estimates for business analysis work
 list relevant metrics (at least three) to monitor and assess business analysis
work
Compare your work in small groups and give each other feedback.
If required, your trainer will provide feedback.
Activity: Reflect
Reflect on the work you’ve done so far in the “Practical” activities:
 What did you do well?
 What can you improve on?
 What actions are required to make the improvements?
Topic 4: Detailed business analysis planning
Think back to what you learnt in Topic 3… the deliverables and scope plan the business analysis
requirements.
Further planning is required for a successful outcome to the business analysis initiative. This topic
addresses a few more project management aspects related to planning business analysis.
Stakeholder analysis
Various stakeholders will be involved right from the beginning of an initiative and a plan is
required to successfully manage stakeholder contribution and expectation.
There are many advantages to considering the perspectives of as many stakeholders as possible,
such as:
 as many opinions and experiences as possible are considered
 a full range of requirements are established
 the initiative is viewed from different angles
 legislation and organisational policies and procedures are adhered to
 negative stakeholder reactions can be managed.
Stakeholder management process

A typical stakeholder management process is described in table 4.
Step Description Tools/techniques Documentation
Identify In this step, produce a complete list Brainstorming: Stakeholder

stakeholders of everyone involved in, affected by register
 nominal
or responsible for the initiative.
group
Stakeholders may be internal (for technique
example, CEO) or external (for
 Crawford slip
example, environmental lobby
method
group).
 affinity
Consider:
diagrams
 Who could be affected before,
Interviews with
during or after the initiative?
known
 Who has an interest in the stakeholders

outcome of the initiative?
Previous projects
 Who is responsible for the lists of
initiative? stakeholders
In technology initiatives, subject Contracts with

matter experts (SMEs) are often vendors and
involved. suppliers
Consider how to identify and deal Social network

with new stakeholders throughout analysis
the duration of the business analysis
initiative.
Classify Not all stakeholders will have equal Salience model Stakeholder
stakeholders influence or interest in the project. analysis
Power/Interest
Key stakeholders are those
grid
stakeholders who have the most
influence over the initiative. Separate
the identified stakeholders into
groups, so that an approach to set
and manage their expectations and
input can be developed with priority
placed on key stakeholders.
Establish which stakeholders will
have authority over business
analysis activities (for example, who
will sign off on the functional
requirements specifications?). Many
times, legislation and organisational
policies will determine where
authority lies.
Develop This step includes a confidential Organisational Risk register

stakeholder document that plans to maximise the policies and
Stakeholder
management influence of stakeholders who procedures
action plan
strategy support the initiative (and limit any
Legislation (e.g.
negative effects caused by
Natural justice
stakeholders opposed to it). Assess
and procedural
each stakeholder’s attitude towards
fairness)
and influence over the initiative.
Stakeholders will react in different Standards/codes

ways to project actions and by of best practice
identifying triggers and planning
Targeted
mitigation, you can avoid preventable
questioning
complaints.
Risk management
Plan Plan how to communicate with each Organisational Stakeholder

communication stakeholder group. Determine policies and communications
methods to: procedures plan
 Receive (e.g. monitor media, Legislation (e.g.

social media, regulatory Natural justice
authorities, email, board and procedural
meetings, executive team fairness)
meetings, surveys)
Standards/codes
 Distribute (e.g. social media, of best practice
website, email, legal notification, Internet, social
blog, face to face presentation, media
board papers)
 Access (e.g. website links,

regulatory portals, internal
communications, political
briefings)
 update (e.g. social media posts,

internal meetings, project
schedule)
 escalate information (according

to regulatory requirements and
organisational policies and
procedures)
Consider communication constraints
applicable to different stakeholders.
Execute Distribute information and report Organisational Communication

communication performance to manage stakeholder policies and register
expectations. This may include: procedures
Scope
 change the stakeholder's Project
expectation to meet the project management Project schedule

reality
Minutes of
 change the project reality to meeting
meet the stakeholder's
Requirements
expectations
repository and
 change both the stakeholder's change
expectation and the project management
reality policy
Activity: Read
For further information and examples of stakeholder management documentation,

take a look at the article below:
Article: https://www.pmi.org/learning/library/stakeholder-management-plan-6090
As part of the “Identify stakeholder” step in the stakeholder management process,

you were reminded to consider identifying new stakeholders throughout the business
analysis process.
In a group, brainstorm how to review and identify new stakeholders.
As part of the “Plan communication” step in the business analysis process, you were
reminded to consider communication constraints applicable to different stakeholders.
In a group, brainstorm communication constraints that may impact stakeholders.
Risk management
Risk is the chance of something going wrong or not as planned. No outcome is ever one
hundred percent certain.
As part of stakeholder management, business analysts aim to minimise the risk of problems
occurring during the lifecycle of the initiative due to misaligned stakeholder expectations.
Planning for risk helps mitigate any undesirable effects. Take a look at the table below to
understand more about different types of risks to consider as part of a stakeholder management
plan.
Type of risk Description
Strategic risk These risks can occur at any time and are related to the business or
organisation’s strategy.
Compliance These risks involve having to comply with rules set by government or regulatory
risk bodies.
Financial risk These risks affect the financial health of a business (cash flow, liquidity,
financial position, debt burden etc.)
Operational These risks are associated with a business or organisations’ systems and
risk processes.
Table 3: Types of business risk
In a group, brainstorm examples for each type of risk relevant to an ICT environment.
Here are a few tips to help you identify the risks associated with a business analysis initiative:
 ask yourself “when, where, why and how” are risks likely to happen
 brainstorm
 ask “what-if” questions
 consider worse-case scenarios
 use experience – how have similar business/organisations experienced risk.
Activity: Discuss
Consider the quote:

“Take risks: if you win, you will be happy; if you lose, you will be wise” (unknown
author).
In a group, discuss this quote.
 Do you agree with it?
 How is right? How is it wrong?
While some risks can be predicted and managed (particularly internal risks such as safety issues
and legal compliance), other risks are less easy to predict and control (particularly external risks
such as changes to government regulations). Depending on the risk and its consequences,
different actions can be taken to address it (in other words mitigate the risk). These actions are
usually one of the following:
 avoid the risk (for example, avoid the risk of employees being distracted by not allowing them
access to any social media sites during business hours)
 prevent the risk (for example, prevent data leakages by limiting the number of people who
have access to sensitive information)
 contain the risk (for example, contain the risk of hackers accessing data by installing a
stronger firewall)
 accept the risk (when the risk level is very low, when the treatment cost is much higher than
the cost of the damage or when the benefit of taking the risk far outweighs the potential
damage)
 transfer the risk (for example, seeking legal advice about employee contracts).
Activity: Reflect
Think back to the risk examples you brainstormed previously. For each example,
how would you approach mitigation (e.g. avoid, prevent, contain, accept, transfer)?
Requirements analysis
To minimise risk and avoid a mismatch between the end-product (e.g. what’s been designed and
developed) and what is actually needed, requirements analysis is required.
Requirements
Stakeholders should be consulted when requirements are being established (think back to what
you learnt about a stakeholder communication plan). Figure 3 outlines different types of
requirements.
Figure 3: Requirements classification
Activity: Discuss
As a group, discuss ICT examples for each requirement category (for example, the
code language used during development may be a technical requirement).
Different tools and techniques exist that may be used to fully identify requirements. For example:
 context diagram
 use case diagram
 user stories.
Activity: Read
Read the article that explain the above-mentioned tools:
Article 1:
https://www.corpedgroup.com/resources/ba/HowShouldBADefineScope.asp
Article 2: https://blog.easyagile.com/how-to-write-good-user-stories-in-agile-software-
development-d4b25356b604
Technology solution patterns

As you plan requirements (particularly technical requirements), consider technology solution
patterns. A technology solution pattern describes a general solution or idea that can be applied to
many projects. In an ICT environment, software designers adapt the particular solution pattern to
their specific project (they may use more than one pattern).
Activity: Read
Read the blog on ten common software architectural patterns.

Website: https://towardsdatascience.com/10-common-software-architectural-
patterns-in-a-nutshell-a0b47a1e9013
Activity: Reflect
Have you had any experience with technology solution patterns?
Requirements management
When multiple stakeholders are involved, requirements may contradict or oppose each other.
Perhaps stakeholder expectations are unrealistic.
Requirements need to be achievable. For this to happen, they must be prioritised and managed.
A requirements repository stores requirement details (including those under development or

review) and supports:
 documenting project requirements
 versioning requirements
 tracing requirements through the analysis and design process
 tracking the status of requirements (e.g. via reporting)
 managing the requirement change process.
Figure 3 outlines what to consider when documenting and versioning requirements.
Figure 3: Requirements repository
In a group, brainstorm how each of the attributes listed above can be used when
managing requirements, stakeholders and deliverables.
If you think back to topic 1, you will recall that any business analysis effort should align with the
organisation’s strategy. Requirements tracing helps trace requirements all the way back to
business objectives.
Requirements tracing allows business analysts and key decision makers to understand why the
requirement exists, how to prioritise the requirement and how any changes impact other
requirements.
Factors influencing traceability include:
 environment (e.g. development of new technologies)
 organisation (e.g. corporate strategy commitment to quality system development and

continuous improvement)
 system development policies (e.g. standard methodology)
 stakeholder relationships (e.g. quality of information available).
Requirements management software can be used to manage requirements. Features may include
the ability to define requirements, model relationships, reuse requirements, export or import
requirements data, graphic tools for visualisation, traceability and real-time impact analysis,
collaboration and integration with other tools.
Requirement changes
For all projects, including ICT related initiatives, stakeholders may change their minds (e.g. missed
requirements, identified a defect, changed needs, politics, marketplace changes and legislation
changes). A change management process should align with the business analysis, project
management and communication approach. Adhere to policies and procedures when changes are
initiated and make sure the changes are recorded in the requirements repository.
For example:
 policies and procedures and business analysis plan may address scope changes
 Requirements tracing will assist the business analyst to determine the impact of the change.
 communication plan may outline how changes are communicated to stakeholders a
 project management approach (e.g. Agile) will prioritise and schedule the change
Activity: Practical
Consider the COVIDSAFE app website you explored at the end of topic 2
(https://www.health.gov.au/resources/apps-and-tools/covidsafe-app) and continue on
from the work you did related to the COVIDSafe app in topic 3. Use appropriate tools
and techniques to:
 perform stakeholder analysis:
o identify stakeholders
o classify stakeholders
o develop a stakeholder management strategy
o plan stakeholder communication
 plan requirements management:
o establish a requirements repository
o confirm attributes to be captured
o access the need and process for traceability
o establish a requirement change management process.
Compare your work in small groups and give each other feedback. If required, your
trainer will provide feedback.
Summary
Business analysis is a complex, inter-disciplinary role that adds value to any ICT initiative,
particularly in relation to communication, stakeholder management and requirements management.
Careful and deliberate planning is required, using a variety of project management and business
analysis tools and techniques, to ensure the successful execution of business analysis activities
and maximise stakeholder satisfaction.
Let’s take what you’ve learnt and apply it to a real-world situation.
Activity: Develop
Choose a workplace/industry you already work in or are interested in. Identify a

business analysis initiative and answer the following questions:
1. Plan business analysis approach:
a. How might you have identified the issue/problem in a real
workplace? Explain your answer using a relevant technique to
illustrate.
b. What project management method/technique and associated tools
are appropriate?
c. Formulate at least two objectives of the initiative.
d. Identify and summarise organisational and legislative requirements
applicable to the initiative and business analysis.
e. Establish applicable business analysis requirements and process
needs.
2. Conduct a stakeholder analysis
a. Identify all stakeholders related to the business need
b. classify stakeholders using an appropriate technique
c. establish how to review and identify new stakeholders
3. Plan business analysis activities and communication (considering legislation,
standards and policies/procedures)
a. What type of ICT initiative have you selected?
b. List personnel relevant to the initiative who can contribute to how
work will be completed and what work must be completed
c. Establish the business analysis activities required for the initiative
d. List the business analysis deliverables
e. Determine the scope of business analysis activities
f. Create a project management schedule outline when activities will
be performed by the business analyst
g. Develop estimates for the work required using an appropriate
technique
h. Develop a stakeholder management strategy
i. Plan stakeholder communication and identify any constraints to the
communication
4. Plan the requirements management process
a. Establish a requirements repository to store all requirements
i. List the attributes to be captured
ii. Assess the need for traceability
b. Determine how to management any changes to requirements
5. Manage business analysis performance
a. List the metrics to measure the work performed by the business
analysts
b. Plan how and when performance will be reported on
c. Explain:
i. how to use performance management to determine
problems during business analysis activities
ii. potential preventative and corrective action.

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ICTSAD609

Plan and monitor business

Application of the unit

 understanding business analysis within an organisation including project management and

 planning a business analysis approach for an ICT initiative

 planning general business analysis activities, including deliverables and performance

 detailed planning for business analysis activities, including stakeholder management,

Overview of business analysis

Activity: Research and discus

Business analysis within a bigger picture

Activity: Read and discuss

Read the article explaining project management.

 the organisational requirements

 the initiative’s complexity

The table below outlines a few project management methods.

Agile project This method is a value-centred approach based on a set of principles. It is

Table 1: Project management approaches

Activity: Research and discuss

Are you familiar with any project management software?

Business analysis process

Identifying business analysis initiatives

Work together in small groups and brainstorm:

O - Objectives (Key goals that help achieve the mission)

Business Process This method focuses on process improvement initiatives. It helps

CATWOE This method is a generic way to understand what a business is trying to

Table 2: Business analysis tools for identifying initiatives

Activity: Research and discuss

Watch the videos about objectives.

Activity: Group work

Organisational and legislative requirements

 Occupational Health and Safety Acts (industry specific)

 Chain of responsibility legislation

 Employment practises legislation

 Freedom of Information legislation

 Children and Young People legislation.

In a group, discuss examples how legislative requirements may differ in different

Policies and procedures

In response to the COVID-19 pandemic, the Australian government created an app

Once you’ve read the article:

 identify the need/problem/opportunity of the Australian Department of Health

 establish the objectives of the initiative.

 choose an appropriate project management tool management that could have

 identify departmental and legislative requirements related to the initiative,

 summarise business analysis requirements related to the development of the

Deliverables and scope of business analysis activities

Examples of business analysis deliverables include:

 business analysis plan  system requirements specification

 stakeholder management plan  product backlog

 requirements management plan  business analysis communication plan.

 business requirements document

 internal labour time and costs for tasks and deliverables

 external consultancy fees

 travel and accommodation costs for meetings and workshops

Delphi This method uses a combination of expert judgement and historical

 optimistic value (best-case scenario)

 pessimistic value (worst-case scenario)

 most likely value (most likely value).

A PERT value for each element is calculated as a weighted average:

Table 3: Estimate methods

Read the article on how to deliver effective feedback in the workplace.

To successfully manage business analysis performance, planning according to organisational

 performance measures, such as:

o deliverable due dates