PMI-PBA Workbook by Mohamed Elhout

Professional in Business Analysis
PMI-PBA Preparation Course
Mohamed
Strategic Project
Management Coach
PMP ● PMI-PBA
MohamedElhout.com | @ma_elhout
Linkedin.com/in/mohamedelhout
Course Outline
Exam Pattern
PMI-PBA
Introduction PMI-PBA Importance
Exam Prerequisites
Road Map
The growth of Business Analysis
What’s Overview of PMI-PBA certification
Ahead
Exam pattern and outline
How to pass the exam in your first

attempt
Growth of Business Analysis
Business Analysis
Projects
Programs Business Benefit
Initiatives
Identify business needs
Recommend relevant solutions
Elicit requirements
Business Analyst
Manage requirements
Growth of PMI-PBA
4500
4000
3500
3000
2500
2000
1500
PMI-PBA 1000
500
0
2016 2017 2018 2019 2020
Industries
Information technology
Finance
Public sector
Professional consulting
Healthcare and social services
Benefits
PMI-PBA Recognition, endorsements
Increase earning
Job opportunities
Career advancement
Course outline
More than one reference
Released in December 2017
6 Process groups
6 Knowledge areas
The base outline of this course
PMI-PBA 5 Domain of the exam

Needs Assessment
Planning
Analysis
Traceability and Monitoring
Evaluation
Domain Module Section Module/Section Title
- 1 3 Business Analysis Framework
1. Needs Assessment 2 4 Needs Assessment
2. Planning 3 5 Stakeholder Engagement
3. Analysis 4 6 Elicitation
3. Analysis 5 7 Analysis
4. Traceability and 8 Traceability and Monitoring
Monitoring 6
Course outline 5. Evaluation 7 9 Solution Evaluation
Check out Q&A section

Exam qualification
Domain GAC BA Experience Training
Secondary degree N/A 5 Years
* 35 Contact Hours
Bachelor’s degree No 3 Years
of training
or higher degree
Yes 2 Years
Exam qualification * This course covers the 35 contact hours of training

Pass the PMI-PBA®
certification exam in your
very first attempt
Pre-training stage
Training stage
Post-training stage
Study Stages
The exam day
Pre-training stage
Watch this video
Visit the PMI website at PMI.org
Subscribe to the PMI membership
Study Stages Glance the references you got
Apply for PMI-PBA Exam
Make a training and study plan
Training stage
Adjust your plan to this course outline
Stuck with your plan
Mark your important points
Study Stages Use the Q&A section
Post-training stage
Schedule your exam
Reread your references
Review you marked and important points
Study Stages Practice for the exam
Review summary notes
The exam day
Take enough sleep
Relax
Know more about the test center location
Study Stages Carry your identity card
Leave early
Manage your exam time
Review marked questions
Business analysis framework
Products and projects
Business analysis
Product Requirements
Product and project life cycles
Enterprise Environmental Factors
Organizational Process Assets
Goal
Business Analyst’s skill set
Business Analysis Process Groups
Business Analysis Knowledge Areas
BUSINESS ANALYST
COMPETENCIES
Business
Analyst
Finance
Marketing
Engineering
IT
Senior
Management Managers Portfolio
Sphere of Project
Sponsor
Program and
Project
Product and
Project Team
influence Managers
Functional
Other BAs
Managers
Architects,
Subject Designers,
Matter Developers, and
Experts
Business implementation
team
Analyst
Quality
Users
Control
Business
Governance Vendors
Customers Government
External
Analytical Skills
Creative thinking, conceptual and detailed thinking, decision
making, design thinking, numeracy, problem solving, research
skills, resourcefulness, and systems thinking.
Expert Judgment
Skills to apply acquired knowledge and enterprise environmental
factors and organizational process assets to perform work
effectively
Communication Skills
Active listening, communication tailoring, facilitation, nonverbal
and verbal communication, visual communication skills,
professional writing, and relationship building
BUSINESS Personal Skills
ANALYST Adaptability, ethics, learning, multitasking, objectivity, self-
COMPETENCIES awareness, and time management
Leadership
Change agent skills, negotiation skills, personal development
skills, and skills to enable the business analyst to become a
trusted advisor.
Business Analysis
Process Groups
 Defining and Aligning
 Initiating
 Planning
 Executing
 Monitoring and controlling
Process Groups
 Releasing
 Defining and Aligning
Assessment of the current capabilities
Formulate a set of viable options
Creating the business case
Evaluate Solution Performance

Process Groups
 Initiating
Translate the business case into a charter

Align the expectations of stakeholders
Process Groups
 Planning
Define business analysis deliverables

Analyze and engage stakeholders
Process Groups
 Executing
Conduct elicitation
Define acceptance criteria
Check requirements quality
Allocate the requirements to iterations
Uncover strengths and weaknesses
Provide authorization
Process Groups
 Monitoring and controlling
Monitor engagement with stakeholders

Assess the impact of proposed changes
Improve business analysis performance
Process Groups
 Releasing
Taking Release decision
Agree on transition to operation
Process Groups
Business Analysis
Knowledge Areas
 Needs assessment
 Stakeholder engagement
 Elicitation
 Analysis
 Traceability and monitoring
Knowledge Areas
 Solution evaluation
 Needs assessment
Needs Assessment includes the processes used to analyze a
current business problem or opportunity, analyze current and
future states
 Stakeholder engagement
Stakeholder Engagement includes the processes to identify
and analyze those with an interest in the solution
Knowledge Areas  Elicitation

Elicitation includes the processes of planning and preparing for
elicitation, conducting elicitation, and confirming elicitation
results.
 Analysis
Analysis includes the processes to examine and document
product information in sufficient detail
 Traceability and monitoring

Traceability and Monitoring includes the processes used to
establish relationships and dependencies between
requirements and other product information
Knowledge Areas  Solution evaluation
Solution Evaluation includes the processes to validate a full
solution or a segment of a solution that is about to be or has
already been implemented
What is a Product?
A product is an artifact that is produced, is
quantifiable, and can be either an end item in
itself or a component Item.
-The PMI Guide to Business Analysis
Product
Product
Item Service
Quantifiable
Organizational structure
produced by a company
Product Coaching and training services

Examples of product information
Business goals and objectives
Requirements
Analysis models
Backlogs
User stories
Acceptance criteria
Product Product scope
Product risks
Assumptions
Constraints
Issues
Products VS Projects
Projects are temporary endeavors undertaken
to create unique products, services, or results
Products Product
Enhancement
Revised Restructured
Processes Organizations
Projects
Market Trained
Research Personnel
Projects Products
-Project Management -Business Analysis
-Defined scope & finish date -Defined business need evolve over time
Product life cycle, a series of phases
that represent the evolution of a
product from concept through delivery,
growth, maturity, maintenance, and
retirement.
Concept Delivery Growth Maturity Maintenance Retirement
Life Cycles Project life cycle, the series of phases

through which a project passes from its
initiation to its closure.
Initiation Planning Execution Closure

Life Cycles
What is Business analysis?
Business analysis is the application of
knowledge, skills, tools, and techniques to:
• Determine problems and opportunities;
• Identify business needs and recommend viable solutions
• Elicit, analyze, specify, communicate, and manage requirements
• Define benefits and approaches for measuring and realizing value

Solution
Solution
Business need Stakeholders

In project management, a stakeholder
is an individual, group, that may affect,
or be affected by, a project.
In business analysis, stakeholders also

Stakeholders include those affected by activities
related to the solution.
Software- Process
Systems Improvement
Solutions
Organizational Strategic
change Planning
Product Requirements
A requirement is defined as a condition or
capability that is required to be present in a
product, service, or result to satisfy a business
need.
Business Stakeholder
requirement requirement
Product Solution Transition

Requirements requirement requirement
Describes the higher-level needs of the organization.
Related to the business not the system

Business
requirement Defined before a program, or project has been
initiated
Examples:
• Business issues or opportunities
• Reasons why an initiative has been undertaken
Define what stakeholders expect from a particular
solution
Defined within the context of a project
Stakeholder Examples:
requirement
• Ability to create various reports
• View order history and status
• Manage customer databases
Describes the features, functions, and characteristics
of a product
Functional Nonfunctional
Describe how a Describes the
product must behave environmental conditions or
qualities required
Solution -quality attributes,
requirement -product quality requirements
-quality of service requirements
Examples: Examples:
• System’s actions, • reliability, security,
processes, and performance, safety,
interactions level of service, and
supportability
Defines what is needed from an organization to
successfully move from its current state to its desired
state
Transition Examples:
requirement
• Data conversion
• Training requirements
The Value of Business
Analysis
Implement strategy
Organizational agility
Project Management
Solutions
Financial performance
 Address business needs
 Manage risk and reduce rework
 Minimize product defects
 Achieve stakeholder satisfaction
Business Analysis
Examples:
 Define the requirements of a new
building in construction industry
 Determine the best solutions to

improve issues for communities
Business Analysis
Enterprise Environmental
Factors
Influence
Business
Analysis
Enterprise
Environmental Factors
EFF
Organizational
Process Assets
OPA
Enterprise environmental factors In business
analysis, are conditions influence, constrain, or
direct how business analysis is conducted and
are not under the control of business analysts
External
Marketplace conditions
Competitors, business demand, brand recognition, and
customer expectations
Social and cultural influences and issues

Organizational politics, codes of conduct, ethics, and
perceptions that affect the formality
Stakeholder expectations and risk appetite

Organizational culture, organizational politics, and governance
Enterprise structure
Environmental legal and contractual restrictions
Factors Laws and regulations related to security, data protection, and
procurement that affect the formality
External professional standards

PMI standards, how to conduct business analysis
External
Commercial databases
Benchmarking results, standardized cost estimating data,
industry risk study information, and risk databases
Academic research
Studies, publications, and benchmarking results
Government or industry standards

Regulatory agency regulations and standards related to products,
Enterprise production, environment, quality, and workmanship
Environmental Financial considerations
Factors Currency exchange rates, interest rates, tariffs
Physical environmental elements

Working conditions, weather, and construction constraints
Internal
Organizational culture, structure, and governance
Vision, mission, guiding principles, leadership style, and
experience of the organization with the product.
Stakeholder expectations and risk appetite

Internal as well as external eefs
Geographic distribution of facilities and resources

Enterprise Factory locations, and virtual teams
Environmental Market research and experimentation

Factors Customer feedback
Internal
Architecture and infrastructure
Enterprise Architecture
a collection of the business and technology

components needed to operate an enterprise
Business Architecture
a collection of the business functions,
Enterprise organizational structures, locations, and processes
of an organization, including documents and
Environmental depictions of those elements
Factors Infrastructure Components
Include existing facilities, equipment,
organizational telecommunications channels, and
information technology hardware.
Internal
Information technology software
Conferencing tools, modeling tools, and product
Requirements or backlog management tools
Interest and level of commitment to reuse the

results of business analysis
Whether or not the organization intends to leverage the analysis
results of past products as a starting point to enhance those products
or to consider or create future products
Enterprise
Environmental Human resources management policies and
Factors procedures
Staffing and retention guidelines, employee performance reviews
and training records, reward and overtime policy, cost per skill type,
and time tracking.
Internal
Resource policies, procedures, and availability
Contracting and purchasing constraints, certified providers and
subcontractors, and collaboration agreements.
Employee capability
Existing human resources expertise, skills, competencies, and
Specialized knowledge.
Enterprise
Environmental
Factors Security policies, procedures, and protocols
Access protocols for data, protection of personal and customer
information, and levels of confidentiality
Organizational Process
Assets
Enterprise
EFF
Organizational
Process Assets
OPA
Organizational process assets (OPAs) are the
plans, processes, policies, procedures, and
knowledge bases specific to and used by a
performing organization. These assets influence
how business analysis is conducted
Enterprise
EFF
Constraints
Policies
Procedures Organizational
Process Assets
OPA
Help
Business analysis processes, policies, and procedures;
Guidelines and criteria

Specific organizational standards
Project life cycles
Templates
Change control procedures
Requirements management tool
Organizational Financial controls procedures
Process Assets
Issue and defect management procedures
Risk management templates
Standardized guidelines
Corporate knowledge bases
Explicit knowledge that can be readily codified using

words, pictures, and numbers
Tacit knowledge that is personal and difficult to

express, such as beliefs, insights, experience, and
“know-how
-PMBOKguide
Organizational
Process Assets
Corporate knowledge bases
Explicit knowledge that can be readily codified using

words, pictures, and numbers
• Business knowledge
• Configuration management knowledge.
• Historical information and lessons learned knowledge

Organizational • Issue and defect management data
Process Assets
• Data repositories for metrics.
Team and subject matter expert knowledge
Tacit knowledge that is personal and difficult to
express, such as beliefs, insights, experience, and
“know-how
• Minds of subject matter experts
Organizational
Process Assets
Needs Assessment
Identifying Problems.
Assessing the environment.
Assessing current capabilities.
Goal Determining viable solution options.

Assembling Business Case.
Needs Assessment
Analyze problem or
opportunity
Determine an
optimal solution
Needs
Assessment
Assemble the results

of the analysis
Needs Assessment
Process Group Process Name Determines
Defining and Aligning # 4.1 Identify Problem or Opportunity The problem to be solved or
the opportunity to be pursued.
The cause for a problem or
Defining and Aligning # 4.2 Assess Current State
opportunity.
The proposed changes
Defining and Aligning # 4.3 Determine Future State
necessary.
# 4.4 Determine Viable Options and Possible solutions for meeting
Defining and Aligning
Provide Recommendation the business goals
# 4.5 Facilitate Product Roadmap A product roadmap that
Defining and Aligning
Development outlines, at a high level
The selection of the best
Defining and Aligning # 4.6 Assemble Business Case programs, or projects to
address the business goals
Collaborating on charter
Initiating # 4.7 Support Charter Development
development.
If you define the problem correctly, you almost
have the solution.
-Steve Jobs
Identify Problem or
Opportunity
Identify Problem or Opportunity is the process
of identifying the problem to be solved or the
opportunity to be pursued.
What problems do you want
to resolve?
What does it affect and when?

Identify Problem
or Opportunity What is the impact and the size
of the impact?
Identify Problem or
Opportunity ITTOs
Identify Problem or Opportunity ITTOs
Tools and
Inputs Outputs
Techniques
 Assessment of  Benchmarking  Business need
business value
 Competitive analysis  Situation statement
 Elicitation results
(unconfirmed  Document analysis
/confirmed)
 Interviews
 Enterprise
environmental  Market analysis
Factors
 Prototyping
Inputs Expected Actual

business business
value value
 Assessment of
business value
(unconfirmed
/confirmed)
 Enterprise
environmental
Factors
Problem Opportunity
Inputs
 Assessment of
business value Sketches Diagrams
(unconfirmed
/confirmed)
 Enterprise
environmental
Factors Models Flipcharts
Inputs
 Assessment of
business value Influence
 Elicitation results Business

(unconfirmed Analysis
/confirmed)
 Enterprise EEF
Environmental
Factors
Tools and
Inputs Outputs
Techniques
business value
/confirmed)
 Interviews
 Enterprise
Factors
 Prototyping
Tools and
Techniques
 Benchmarking
 Competitive analysis
 Document analysis
A comparison of an organization’s practices, processes, and
 Interviews measurements of results against established standards or
against what is achieved by a “best in class” organization
 Market analysis
 Prototyping Your
Superior Business
Performance Processes
Tools and
Techniques A technique for obtaining and analyzing information about an
organization’s external environment.
 Benchmarking
Types of Competitive Analysis
Casual review of public documents
 Interviews
 Market analysis Study of the major variables
 Prototyping
Reverse-engineering a specific product
Tools and Elicitation Techniques
Techniques
 Benchmarking
 Document analysis Document
Analysis Interviews
 Interviews
 Market analysis
 Prototyping
Tools and A technique used to obtain and analyze market characteristics
Techniques and conditions for the organization’s market area and then
overlay this information with the organization’s plans and
projections for growth.
 Benchmarking
Questions to be answered:
What is the market size?
 Interviews
Who is the target customer?
 Market analysis
 Prototyping
What is the competitor environment?
Is the market growing or contracting?
Tools and
Techniques
Elicitation Techniques
 Benchmarking
 Competitive analysis A technique of obtaining early
feedback on requirements by
 Document analysis providing a working model of the
expected product before building it.
 Interviews
 Market analysis
 Prototyping
Tools and
Inputs Outputs
Techniques
business value
/confirmed)
 Interviews
 Enterprise
Factors
 Prototyping
Outputs
 Business need
 Situation statement The impetus for a change in an
organization, based on an existing
problem or opportunity
Why we need this change?

Outputs
 Business need
 Situation statement
An objective statement of a problem or opportunity that

includes the statement itself, the situation’s effect on the
organization, and the resulting impact.
Articulate
Situation Statement
Problem or
opportunity
Effect
Situation Statement
“A, b, c”
i Impact
Situation Statement
A B C
In Elhout Hotel, customers smoking in our rooms affects other

customers, who don’t appreciate the smoke and smell,
and our housekeeping staff, who spend significantly more time cleaning
smoking rooms versus nonsmoking ones,
the impact of which is low customer satisfaction, reduced occupancy
rates, and increased cleaning costs.
Assess current state
The process of examining the current
environment under analysis to understand
important factors that are internal or external to
the organization, which may be the cause or
reason for a problem or opportunity.
Organizational Structure
Assess current Current Capabilities

state
Assess Current State ITTOs
Tools and
Inputs Outputs
Techniques
 Enterprise and  Business architecture  Current state
business techniques assessment
architectures  Business capability
 Organizational goals analysis
 Capability framework
and objectives
 Capability table
 Situation statement  Elicitation techniques
 Glossary
 Pareto diagrams
 Process flows
 Root cause and
opportunity analysis
 SWOT analysis
Enterprise Architectures
Inputs
A collection of the business
and technology components
 Enterprise and needed to operate an
business
architectures enterprise
 Organizational goals
and objectives
 Situation statement Business Architectures
A collection of the
business functions,
organizational structures,
locations, and processes
of an organization.
Inputs
Strategic Goals
 Enterprise and
business
architectures
and objectives
Inputs
 Enterprise and
business
architectures
Situation Current
and objectives Statement State
Tools and
Inputs Outputs
Techniques
and objectives
 Glossary
 Pareto diagrams
 Process flows
 Root cause and
 SWOT analysis
Tools and
Techniques
Business architecture techniques are
organizational frameworks available to model
 Business architecture
business architecture, each providing different
techniques approaches for analyzing various aspects of the
 Business capability business
analysis
 Elicitation techniques
 Glossary
 Pareto diagrams
 Process flows
 Root cause and
 SWOT analysis
Tools and Business capability analysis is a
Techniques technique used to analyze performance
in terms of processes, people skills, and
 Business architecture other resources used by an organization
techniques
 Business capability to perform its work.
analysis
 Glossary
 Pareto diagrams
 Process flows
 Root cause and
 SWOT analysis
Tools and A capability framework provides a set of
Techniques descriptions about the key skills, knowledge,
behaviors, abilities, systems, and overall
 Business architecture competencies of value to an organization.
techniques
 Business capability
analysis
 Glossary
 Pareto diagrams
 Process flows
 Root cause and
 SWOT analysis
Tools and
Techniques Capability tables are used for analyzing
 Business architecture capabilities in a current or future state
techniques
analysis
 Capability framework Situation
 Glossary
 Pareto diagrams Root Causes
 Process flows
 Root cause and
 SWOT analysis Capabilities
Techniques
 Business architecture
techniques Document
 Business capability Analysis Interviews
analysis
 Glossary
 Pareto diagrams
 Process flows
 Root cause and
opportunity analysis Observation Questionnaires
 SWOT analysis and Surveys
Tools and A glossary provides a list of definitions
Techniques for terms and
 Business architecture acronyms about a
techniques
product
analysis
 Glossary
 Pareto diagrams
 Process flows
 Root cause and
 SWOT analysis
Tools and
Techniques Pareto diagrams are a special form of
vertical bar chart used to emphasize the
 Business architecture most significant factor among a set of data
techniques
 Business capability Frequency
analysis or Cost
 Capability framework 80% 20%
 Elicitation techniques Pareto Principle
 Glossary 80/20 Rule
 Pareto diagrams
 Process flows
 Root cause and
 SWOT analysis
Tools and Process flows are used to visually document
Techniques the steps or tasks that people perform in
their jobs or when they interact with a
 Business architecture solution
techniques
analysis
 Elicitation techniques AS-IS
 Glossary
 Pareto diagrams Processes
 Process flows
 Root cause and
 SWOT analysis
Tools and
Techniques Root cause analysis is a Technique used
to determine the basic underlying
 Business architecture reason for a variance, defect, or risk.
techniques
analysis
 Elicitation techniques Opportunity
 Glossary Analysis. A study
 Pareto diagrams of the major
 Process flows facets of a potential
 Root cause and opportunity
 SWOT analysis
Tools and SWOT analysis is a technique for analyzing the
Techniques strengths (S) and weaknesses (W) of an organization,
project, or option, and the opportunities (O) and
 Business architecture threats (T) that exist externally
techniques
analysis
S W O T
 Glossary
 Pareto diagrams
 Process flows
 Root cause and
 SWOT analysis
Tools and
Inputs Outputs
Techniques
and objectives
 Glossary
 Pareto diagrams
 Process flows
 Root cause and
 SWOT analysis
Outputs A current state assessment may be

nothing more than an understanding
of the current state or the as-is state of
 Current state the organization .
assessment
Organizational Goals and
Objectives
Business requirements
Business requirements
are goals, objectives,
and higher-level needs
of the organization that
represent the reason of
undertaken this
program, or project.
Organizational
Goals and
Objectives
Business Case
Goals Objectives
Measurable Directions to
Targets Goals
One year One year

or or
More Less
SMART Goals
pecific
easurable
Organizational
Goals and chievable
Objectives
elevant
ime-bound
SMART Goals
pecific
Clear Enough
Organizational
Goals and Consistent with the
Objectives Mission & Vision
SMART Goals
pecific
easurable
Organizational
Goals and chievable
Objectives
elevant
ime-bound
SMART Goals
pecific
easurable
Organizational
Goals and The outcome should be
Objectives testable and measurable
SMART Goals
pecific
easurable
Organizational
Goals and chievable
Objectives
elevant
ime-bound
SMART Goals
pecific
easurable
Organizational
Goals and chievable
Objectives
Goals should be hard
and realistic
SMART Goals
pecific
easurable
Organizational
Goals and chievable
Objectives
elevant
ime-bound
SMART Goals
pecific
easurable
Organizational
Goals and chievable
Objectives
elevant
Outcomes should be aligned
with the organization’s Strategy
SMART Goals
pecific
easurable
Organizational
Goals and chievable
Objectives
elevant
ime-bound
Reaching $50 Million in
revenue within 5 years.
Goal
Reduce overhead costs by

Objectives 5% in the same time period
Enter the bid of a projects
that achieves a $10 Million
revenue per year
Capability Analysis,
Framework, and Tables
Performance Current Performance
Standards Future Performance
Capability Analysis Business capability analysis is a technique

used to analyze performance in terms of
processes, people skills, and other resources
used by an organization to perform its work
A capability framework provides a set of
descriptions about the key skills, knowledge,
behaviors, abilities, systems, and overall
competencies of value to an organization.
Equipment And Machinery

For Construction
Capability Financial Capabilities
Framework
Intellectual Capabilities
Project Manager Capability Framework
Capability Entry Level Intermediate Advanced Expert
Schedule
Advanced
Management
Fundamental Advanced Advanced Level of
Technical Risk
of Project Level of Level of knowledge
Skills Management
Management knowledge knowledge PMP
Earned Value
Certified
Management
Strategy
Business 3 years of 5 years of 10 years of 15 years of
Process
Skills experience experience experience experience
Management
Negotiation
Capability People
Decision Making
Influence
2 out of 5
Capability
3 out of 5
Capability
4 out of 5
Capability
5 out of 5
Capability
Framework Skills
Communication
Collaboration
achieved by
examples
achieved by
examples
achieved by
examples
achieved by
examples
Capability tables are used to display the
capabilities needed to solve a problem or
pursue an opportunity
Problem/Opportunity Root Causes New Capability / Feature
• Unskilled labors • Hire Skilled Labors

Capability Tables Projects are always
behind schedule • Inappropriate project
planning
Root cause and
Root Cause Analysis
Techniques used to determine the basic

? underlying reason for a variance, defect, or
risk.
Root cause and

opportunity Opportunity Analysis
analysis
Techniques used to study the major facets of
a potential opportunity to determine the
possible changes in products offered to
enable its achievement.
Five Whys
Why
Because
Why ?
Because
? Why
Because
Why
Because
? ?
Why
Because
Root cause and
opportunity Cause-and-Effect Diagrams
analysis
Problem
Fishbone Diagrams Ishikawa diagrams
Category 2 Category 1
Cause-and-Effect
Diagrams Problem
or
Effect
Category 4 Category 3
Interrelationship diagram
Reason 1
Reason 7
Reason 2
Reason 6
Cause-and-Effect
Diagrams
Reason 3
Reason 5
Reason 4
SWOT Analysis
S W
STRENGTHS WEAKNESSES
SWOT
Analysis O T
OPPORTUNITIES THREATS
S
STRENGTHS
SWOT Brand Attributes

Analysis
Financial Position
Strong Leadership
Engineering Team
S W
SWOT
Analysis O T
W
WEAKNESSES
SWOT Shortage In Skilled People

Analysis Budgetary Limitations
Expense Reporting
Digital Marketing
S W
SWOT
Analysis O T
Volume Of Leads
New Markets
Improve sales
Growth rate
SWOT
Analysis O
OPPORTUNITIES
S W
SWOT
Analysis O T
Customers Pricing
Talent Poaching
Regulatory Law Changes
Financial Risks
SWOT
Analysis
T
THREATS
Determine Future State
Determine Future State is the process of determining gaps in
existing capabilities and a set of proposed changes necessary
to attain a desired future state that addresses the problem or
opportunity under analysis.
Current Future
State State
As - Is To-Be
Determine Future State
ITTOs
Determine Future State ITTOs
Tools and
Inputs Outputs
Techniques
 Business need  Affinity diagram  Business goals and
 Benchmarking objectives
 Current state  Capability table
assessment  Elicitation  Required capabilities
techniques and features
 Enterprise and  Feature model

 Gap analysis
business  Kano analysis
Architectures  Process flows
 Purpose alignment
 Situation statement model
 Solution capability
matrix
Inputs
 Business need
 Current state The impetus for a change in an
assessment organization, based on an existing
problem or opportunity
 Enterprise and
business
Architectures
Why we need this change?
Inputs A current state assessment may be

 Business need the organization .
 Current state
assessment
 Enterprise and
business
Architectures
Inputs
 Business need needed to operate an
enterprise
 Current state
assessment
 Enterprise and Business Architectures

business
Architectures
A collection of the
 Situation statement business functions,
of an organization.
Inputs
 Business need
 Current state Situation Current
assessment
Statement State
 Enterprise and
business
Architectures
Tools and
Inputs Outputs
Techniques

 Gap analysis
matrix
Tools and Affinity diagrams show categories and
Techniques subcategories of ideas that cluster or have an
affinity to each other.
 Affinity diagram
 Benchmarking
 Elicitation
techniques
 Feature model
 Gap analysis
 Kano analysis
 Process flows
model
matrix
Tools and
Techniques
 Benchmarking
 Elicitation
techniques
 Feature model A comparison of an organization’s practices, processes, and
 Gap analysis measurements of results against established standards or
 Kano analysis against what is achieved by a “best in class” organization
 Process flows
model
 Solution capability Your
matrix Superior Business
Tools and
Techniques Capability tables are used for analyzing
 Affinity diagram capabilities in a current or future state
 Benchmarking
 Elicitation
techniques Situation
 Feature model
 Gap analysis
 Kano analysis
 Process flows Root Causes
model
matrix Capabilities
Techniques
 Benchmarking
 Elicitation
techniques
 Feature model Facilitated
 Gap analysis Brainstorming Workshops
 Kano analysis
 Process flows
model
matrix
Tools and Feature models provide a visual representation
Techniques of all the features of a solution arranged in a
hierarchical structure
 Benchmarking Invoice
Task Tracking
Management
 Elicitation
techniques
 Feature model
 Gap analysis
 Kano analysis Project
 Process flows Management
 Purpose alignment System
model
matrix
Document
Management
Tools and Gap analysis is a technique for comparing two
Techniques entities, usually the as-is and to-be state of a
business
 Benchmarking
 Elicitation As-Is To-Be
techniques
 Feature model
 Gap analysis
 Kano analysis
 Process flows
model
matrix
Tools and Kano analysis is a technique used to model and
Techniques analyze product features by considering the features
from the viewpoint of the customer
 Affinity diagram Satisfied
 Benchmarking
 Elicitation Reverse Delighters
techniques
 Feature model
 Gap analysis Performance
 Kano analysis Poorly Executed

 Process flows Executed Well
Indifferent
Basic
model
matrix
Unsatisfied
Tools and
Techniques Process flows Visually depict the tasks that
people perform in their jobs.
 Benchmarking
 Elicitation L1 step 1 L1 step 2 L1 step 3 L1 step 4 L1 step 5 L1 step 6
techniques
 Feature model
 Gap analysis
 Kano analysis
 Process flows
L2 step 1 L2 step 2 L2 step 3
 Purpose alignment Yes

model No
 Solution capability L2 step 4 L2 step 5

matrix
Tools and
Techniques A technique that provides a framework to support
strategic or product decision making by categorizing
options and aligning them with the business
 Affinity diagram purpose they support.
 Benchmarking
 Elicitation Market
Differentiation
techniques
 Feature model Partner Differentiating
 Gap analysis
 Kano analysis
 Process flows
model
 Solution capability Who cares Parity
matrix
Mission
Critical
Tools and
Techniques A solution capability matrix is a model that provides a
simple visual way to examine capabilities and solution
 Affinity diagram components in one view.
 Benchmarking
 Elicitation
techniques Solution Capability Matrix
 Feature model
 Gap analysis Capabilities Component 1 Component 2 Component 3 Component ..
 Kano analysis Capability 1 X
 Process flows
 Purpose alignment Capability 2 X
model
 Solution capability Capability 3 X
matrix
Tools and
Inputs Outputs
Techniques

 Gap analysis
matrix
Outputs The business goals and objectives are created

to demonstrate what the business wants a
portfolio, program, or project to deliver
 Business goals and
objectives
 Required capabilities
and features
Outputs
 Business goals and The list of net changes the organization needs
objectives
 Required capabilities to obtain in order to achieve the desired future
and features state
Kano Analysis
Kano analysis is a technique used to model and
analyze product features by considering the
features from the viewpoint of the customer
Satisfied
Excitement
Attributes
Performance
Attributes
Reverse Delighters
Kano Performance
Analysis Poorly
Executed
Executed
Well
Indifferent
Basic
Threshold
Attributes
Unsatisfied
Determine Viable Options
and Provide
Recommendation
Determine Viable Options and Provide Recommendation is
the process of applying various analysis techniques to
examine possible solutions for meeting the business goals
and objectives
and to determine which of the options is considered the
best possible one for the organization to pursue.
Current Future
State State
As - Is To-Be
Determine Viable Options
and Provide
Recommendation ITTOs
Determine Viable Options and Provide
Tools and
Inputs Outputs
Techniques
 Business goals and  Benchmarking  Feasibility study
objectives  Cost-benefit analysis results
 Elicitation
 Enterprise and techniques  Recommended
business  Feature injection solution option
Architectures  Group decision-
making techniques
 Required capabilities  Real options
and features  Valuation
techniques
 Situation statement  Weighted ranking
Inputs The business goals and objectives are created
objectives
 Enterprise and
business
Architectures
and features
Inputs
 Business goals and needed to operate an
objectives enterprise
 Enterprise and
business
Architectures
Business Architectures
and features A collection of the
business functions,
 Situation statement organizational structures,
of an organization.
Inputs

objectives The list of net changes the organization needs
to obtain in order to achieve the desired future
 Enterprise and state
business
Architectures
and features
Inputs

objectives
 Enterprise and Situation Current

business Statement State
Architectures
and features
Tools and
Inputs Outputs
Techniques
 Elicitation  Recommended
 Enterprise and techniques solution option
business  Feature injection
making techniques
techniques
Tools and
Techniques
 Benchmarking
 Cost-benefit analysis
 Elicitation
techniques
 Feature injection
 Group decision- A comparison of an organization’s practices, processes, and
making techniques measurements of results against established standards or
 Real options against what is achieved by a “best in class” organization
 Valuation
techniques
 Weighted ranking Your
Superior Business
Tools and
Techniques Cost-benefit analysis is a financial analysis tool used
to compare the benefits provided by a portfolio
 Benchmarking component, program, or project against its costs
 Elicitation
techniques
 Group decision-
making techniques
 Real options Benefits Cost
 Valuation
techniques Returned Invested
 Weighted ranking
Tools and
Techniques
 Benchmarking
 Elicitation A technique of obtaining early
techniques
feedback on requirements by
 Feature injection providing a working model of the
 Group decision-
making techniques
 Real options
 Valuation
techniques
Tools and Feature injection is a framework and set of
Techniques principles used to deliver successful outcomes by
improving and expediting how a product team
 Benchmarking develops and analyzes product requirements
 Elicitation
techniques
 Group decision-
making techniques
 Real options
 Valuation Valuable Valueless
techniques Features Features
Tools and
Techniques Group decision-making techniques are techniques
that can be used in a group setting to bring
 Benchmarking participants to a final decision on an issue or topic
 Cost-benefit analysis under discussion.
 Elicitation
techniques
 Group decision- Agree
making techniques
 Real options
 Valuation
techniques
Tools and
 Benchmarking participants to a final decision on an issue or topic
 Cost-benefit analysis under discussion.
 Elicitation
techniques
 Group decision- Decisions
making techniques
 Real options
 Valuation
techniques
 Weighted ranking Sprint 1 Sprint 2 Sprint 3 Sprint 4
Timeline
Value Expiration
Date
Tools and
Techniques Valuation techniques quantify the value that an
option will provide. By establishing criteria for
 Benchmarking assessing that option.
 Elicitation
techniques
 Feature injection Internal Rate Of Return IRR
 Group decision-
making techniques Net Present Value NPV
 Real options
 Valuation Payback Period PBP
techniques
 Weighted ranking Return On Investment ROI
Tools and
Techniques Weighted ranking is a technique used to support
objective decision making.
 Benchmarking
 Elicitation
techniques
 Group decision-
making techniques
 Real options
 Valuation
techniques
Tools and
Inputs Outputs
Techniques
 Elicitation  Recommended
 Enterprise and techniques solution option
business  Feature injection
making techniques
techniques
Outputs
Feasibility study results are the summarized
outcomes obtained from the completion of the
 Feasibility study feasibility analysis done during this process.
results
 Recommended
solution option
Outputs The recommended solution option is the solution
choice determined to be the best course of action
for addressing the business need
 Feasibility study
results
 Recommended
solution option
Cost-Benefit analysis
(VALUATION TECHNIQUES)
Valuation techniques quantify the value that an
option will provide. Valuation techniques are used
when performing a cost-benefit analysis to
establish criteria for assessing an option.
VALUATION
TECHNIQUES
Payback Period PBP
$100 K
VALUATION $25 K $25 K $50 K
TECHNIQUES
Invested Amount Year 1 Year 2 Year 3

PBP = 3 Years
Select option with less Payback Period PBP

Net Present Value NPV
$
%
Present
Value
VALUATION
TECHNIQUES Future
Value
Future
Value
NPV = [Sum of present value of all future cash inflows] –

[Cash outflow usually the initial investment]
Net Present Value NPV
Initial Investment = $500 Interest Rate = 10%
Year 0 1 2 3 4
Cash Flow 100 200 200 300

𝑭𝑽
𝑷𝑽 =
𝟏+𝒓 𝒏
VALUATION Solution
TECHNIQUES 𝟏𝟎𝟎 𝟐𝟎𝟎 𝟐𝟎𝟎 𝟑𝟎𝟎
𝑷𝑽 = 𝟏 + 𝟐 + 𝟑 + 𝟒 = $ 611.73
𝟏+𝟏𝟎% 𝟏+𝟏𝟎% 𝟏+𝟏𝟎% 𝟏+𝟏𝟎%
NPV = $611.73 – $500 = $111.37
Select option with Greater Net Present Value NPV

Internal Rate Of Return IRR
IRR = R when NPV =0
Select option with Higher Internal Rate Of Return IRR
VALUATION
TECHNIQUES
Return On Investment ROI
The percentage return on an initial investment. ROI

is calculated by taking the total projected net
incomes and dividing them by the total investment
VALUATION
TECHNIQUES
Feature injection
Feature injection is a framework and set of
principles used to deliver successful outcomes by
improving and expediting how a product team
develops and analyzes product requirements.
Feature injection
Valuable Valueless
Features Features
Determine the business value
Inject features
Feature injection
Spot examples
Facilitate Product Roadmap
Development
Facilitate Product Roadmap Development supporting the
development of a product roadmap that outlines, at a high
level, which aspects of a product are planned for delivery over
the course of a portfolio, program, or one or more project
iterations or releases, and the potential sequence for the
delivery of these aspects.
The PMI Guide to Business Analysis
Development ITTOs
Development ITTOs
Tools and
Inputs Outputs
Techniques
 Business goals and  Facilitated  Product roadmap
objectives workshops
 Required capabilities  Feature model

and Features
 Product visioning
 Story mapping
Development ITTOs
objectives
and Features
Development ITTOs
Inputs

to obtain in order to achieve the desired future
 Required capabilities state
and Features
Development ITTOs
Tools and
Inputs Outputs
Techniques

and Features
 Story mapping
Development ITTOs
Techniques
A structured meeting led by a skilled, neutral facilitator
 Facilitated and a carefully selected group of stakeholders to
workshops collaborate and work toward a stated objective.
 Feature model
Facilitated
 Product visioning Workshops
 Story mapping
Development ITTOs
 Facilitated Invoice
workshops Task Tracking
Management
 Feature model
Project
 Story mapping Management
System
Document
Management
Development ITTOs
Tools and
Techniques Product visioning is a technique used to set the high-
level direction for a product or a product release
 Facilitated
workshops
The Purpose
 Feature model The Intention
 Product visioning The Aim
 Story mapping
Development ITTOs
Tools and Story mapping is a technique used to sequence user
Techniques stories, based upon their business value and the
order in which their users typically perform them.
 Facilitated
workshops
 Feature model
 Story mapping
Development ITTOs
Tools and
Inputs Outputs
Techniques

and Features
 Story mapping
Development ITTOs
Outputs A product roadmap provides a high-level view of
product features, along with the sequence in which
the features will be built and delivered over time.
 Product roadmap
As-Is To-Be
How
2
Assemble Business Case
Assemble Business Case is the process of
synthesizing well-researched and analyzed
information to support the selection of the best
portfolio components, programs, or projects to
address business goals and objectives.
Collecting and Analyzing
Information
Articulate a Well-structured
Reasoning
Assemble
Business Case
Showing the Value Proposition
Assemble Business Case
ITTOs
Assemble Business Case ITTOs
Tools and
Inputs Outputs
Techniques
 Business goals and  Document analysis  Business case
objectives
 Feasibility study  Facilitated  Product scope
results workshops
 Product roadmap
 Recommended  Glossary
solution option
 Required capabilities  Product visioning
and features
 Situation statement  Story mapping

objectives
results
 Product roadmap
 Recommended
solution option
and features
Inputs
Feasibility study results are the summarized
outcomes obtained from the completion of the
 Business goals and feasibility analysis done during this process.
objectives
results
 Product roadmap
 Recommended
solution option
and features
Inputs A product roadmap provides a high-level view of

product features, along with the sequence in which
the features will be built and delivered over time.
objectives
results
 Product roadmap
 Recommended As-Is
How
To-Be
solution option
and features
1
2
Inputs The recommended solution option is the solution

choice determined to be the best course of action
for addressing the business need
objectives
results
 Product roadmap
 Recommended
solution option
and features
Inputs

 Feasibility study to obtain in order to achieve the desired future
results state
 Product roadmap
 Recommended
solution option
and features
Inputs

objectives
 Feasibility study Situation Current
results
 Product roadmap Statement State
 Recommended
solution option
and features
Tools and
Inputs Outputs
Techniques
objectives
results workshops
 Product roadmap
solution option
and features
Techniques Document Analysis is a technique used to analyze existing
documentation to identify information relevant to the
 Document analysis requirements.
 Facilitated
workshops
Document
 Glossary Analysis
 Story mapping
Techniques
 Document analysis and a carefully selected group of stakeholders to
collaborate and work toward a stated objective.
 Facilitated
workshops
Facilitated
 Glossary Workshops
 Story mapping
 Document analysis acronyms about a
 Facilitated
product
workshops
 Glossary
 Story mapping
Tools and
Techniques Product visioning is a technique used to set the high-
level direction for a product or a product release
 Facilitated The Purpose
workshops
The Intention
 Glossary The Aim
 Story mapping
 Facilitated
workshops
 Glossary
 Story mapping
Tools and
Inputs Outputs
Techniques
objectives
results workshops
 Product roadmap
solution option
and features
Outputs A business case provides a documented economic feasibility

study, establishing the validity of the benefits, in terms of value,
to be delivered by a portfolio component, program, or project
 Business case
 Product scope The Problem/Opportunity
Analysis Of The Situation
Recommendation
Evolution
Outputs Product scope is defined as the features and functions that

characterize a solution. Whether considering design, function
or component parts, the key point is that product scope refers
 Business case to the actual tangible product.
 Product scope
Support Charter
Development
Support Charter Development is the process of
collaborating on charter development with the
sponsoring entity and stakeholder resources using
the business analysis knowledge, experience, and
product information.

A portfolio charter links the portfolio to the
organization’s strategic objectives.
A program charter authorizes the program

management team to use organizational
resources to execute the program
Support Charter
Development A project charter authorizes the project
manager to apply organizational
resources to project activities
Support Charter
Development ITTOs
Support Charter Development ITTOs
Tools and
Inputs Outputs
Techniques
 Business case  Document analysis  Charter
 Product scope  Facilitated  Shared product
information
workshops
 Glossary
 Interviews
Inputs A business case provides a documented economic feasibility

 Business case
 Product scope The Problem/Opportunity
Analysis Of The Situation
Recommendation
Summary For The
Cost-benefit Analysis
Inputs
Product scope is defined as the features and functions that
 Product scope
Tools and
Inputs Outputs
Techniques
information
workshops
 Glossary
 Interviews
Tools and
 Facilitated
workshops
Document
 Glossary Analysis
 Interviews
Techniques
 Document analysis and a carefully selected group of stakeholders to
collaborate and work toward a stated objective.
 Facilitated
workshops
Facilitated
 Glossary Workshops
 Interviews
 Facilitated
product
workshops
 Glossary
 Interviews
Tools and
Techniques Interviews are a formal or informal approach to elicit information
from individuals or groups of stakeholders by asking questions
 Document analysis and documenting the responses provided by the interviewees.
 Facilitated
workshops
 Glossary Interviews
 Interviews
Tools and
Inputs Outputs
Techniques
information
workshops
 Glossary
 Interviews
Outputs A charter establishes the scope boundaries and creates a

documented record of the initiation of the portfolio component,
program, or project.
 Charter
 Shared product Summary Description
information
Business Goals/Objectives
High-level Scope
Risks
Summary Milestones
Summary Budget
Outputs Shared product information consists of the compilation of all the

information discussed and shared across the product team
during collaboration in this process
 Charter
 Shared product
information
Stakeholder Engagement
Identify , and analyze Stakeholders .
Obtain shared agreement .
Determine the organization readiness

for transition .
Goal
Assess the effectiveness of the business
analysis .
Identify and analyze Stakeholders
Determining how to engage
Communicate, and collaborate
Stakeholder
Engagement Establish a shared understanding
of the business analysis activities
Conduct periodic assessment of

the business analysis process
Defining and Aligning # 5.1 Identify Stakeholders individuals, or groups, with an

interest.
more information about these
Planning # 5.2 Conduct Stakeholder Analysis
individuals, and groups.
# 5.3 Determine Stakeholder Engagement methods to engage and
Planning
and Communication Approach communicate
# 5.4 Conduct Business Analysis tasks required to successfully
Planning
Planning complete the business analysis.
# 5.5 Prepare for Transition to future whether the organization is
Executing
state ready for a transition
whether stakeholders
# 5.6 Manage Stakeholder Engagement
Monitoring and Controlling informed about ongoing
and Communication efforts appropriately.
# 5.7 Assess Business Analysis whether the business analysis
Monitoring and Controlling
Performance practices in use are effective.
Identify Stakeholders
Identify Stakeholders is the process of identifying the
individuals, groups, or organizations that may impact,
are impacted, or are perceived to be impacted by the
area under assessment.

Product Stakeholders: stakeholders participate in the
determination of requirements and in requirements
elicitation by sharing product information
Identify Collaboration between business analysis and

portfolio, program, and project management
Stakeholders
Identify Stakeholders ITTOs
Tools and
Inputs Outputs
Techniques
 Elicitation results  Brainstorming  Stakeholder register
(unconfirmed/
confirmed)  Interviews
 Enterprise and  Organizational
business charts
architectures
 Process flows
 Questionnaires and
surveys
Inputs
(unconfirmed/ Diagrams Sketches
confirmed)
 Enterprise and
business
architectures
Flipcharts Models
Inputs
 Elicitation results needed to operate an
(unconfirmed/ enterprise
confirmed)
 Enterprise and
business
architectures
 Situation statement A collection of the

business functions,
of an organization.
Inputs
(unconfirmed/
confirmed)
 Enterprise and An objective statement of a problem or opportunity that

business includes the statement itself, the situation’s effect on the
architectures organization, and the resulting impact.
Tools and
Inputs Outputs
Techniques
(unconfirmed/
business charts
architectures
 Process flows
surveys
Tools and
Techniques Brainstorming is an elicitation technique that can be used to
identify a list of ideas in a short period of time.
 Brainstorming
 Interviews
 Organizational
charts Brainstorming
 Process flows
surveys
Tools and
 Brainstorming and documenting the responses provided by the interviewees.
 Interviews
 Organizational
charts Interviews
 Process flows
surveys
Tools and
Techniques Organizational charts are models that depict the reporting
structure within an organization or within a part of an
 Brainstorming Organization
 Interviews
 Organizational
charts
 Process flows
surveys
 Brainstorming solution
 Interviews
 Organizational
charts
AS-IS
 Process flows Processes
surveys
Tools and
Techniques A written set of questions designed to quickly accumulate
information from a large number of respondents.
 Brainstorming
 Interviews
 Organizational Questionnaires
charts and Surveys
 Process flows
surveys
Tools and
Inputs Outputs
Techniques
(unconfirmed/
business charts
architectures
 Process flows
surveys
Outputs
Stakeholder register includes any individual, group, or
organization that may affect, be affected by, or be perceived to
be affected by the proposed or intended solution.
 Stakeholder register
Brainstorming
Brainstorming is an elicitation technique that can
be used to identify a list of ideas in a short period
of time.
Preparation
Select people who will attend the session.
Send to all participants what you have today.
Brainstorming
Brainstorming Session
Idea generation (Don’t' judge anything)
Idea analysis (Organize ideas)
Conduct Stakeholder
Analysis
Conduct Stakeholder Analysis is the process of
researching and analyzing quantitative and qualitative
information about the individuals, groups, or
organizations that may impact, are impacted, or are
perceived to be impacted by the area under assessment

Conduct
Stakeholder
Analysis
Supportive Unsupportive
Attitude
Project Champion
Assist the team and support the solution
Conduct
Stakeholder
Analysis Unsupportive
Additional collaboration is needed
Complexity
Conduct
Stakeholder Quantifying the number of requirement sessions
Analysis
Determining the amount of documentation
Determining the level of formality
Culture
Impact how stakeholders Perform their work and

interact with each other
Religion
Conduct Age
Stakeholder Departmental
Analysis
Nationality
Experience
Provides efficient elicitation of information
Conduct
Stakeholder
Analysis
Level of Influence
Prioritize the efforts with influential stakeholders by

building relationships and collaborating with key
individuals.
Conduct
Stakeholder
Analysis
Location and
Availability
Conduct
Stakeholder Determining the techniques that are most effective
Analysis
Estimating how much time is required to complete activities
Deciding on the formality and level of detail
Deciding on the types of models to use
Conduct Stakeholder
Analysis ITTOs
Conduct Stakeholder Analysis ITTOs
Tools and
Inputs Outputs
Techniques
 Elicitation results  Brainstorming  Updated
(unconfirmed/ stakeholder register
business charts
architectures
 Process flows
 Stakeholder register surveys
Inputs
(unconfirmed/ Diagrams Sketches
confirmed)
 Enterprise and
business
architectures
Flipcharts Models
Inputs
 Elicitation results needed to operate an
(unconfirmed/ enterprise
confirmed)
 Enterprise and
business
architectures
 Situation statement A collection of the

business functions,
 Stakeholder register organizational structures,
of an organization.
Inputs
Situation
 Elicitation results Statement
(unconfirmed/
confirmed)
 Enterprise and An objective statement of a problem or opportunity that

business includes the statement itself, the situation’s effect on the
architectures organization, and the resulting impact.
Inputs
 Elicitation results be affected by the proposed or intended solution.
(unconfirmed/
confirmed)
 Enterprise and
business
architectures
Tools and
Inputs Outputs
Techniques
 Elicitation results  Job analysis  Updated
confirmed)  Persona analysis
 Enterprise and  RACI model
business
architectures  Stakeholder maps
Tools and Job analysis is a technique that can be used to identify the job
Techniques requirements and competencies required to perform
effectively in a specific job or role
 Job analysis
 Persona analysis
 RACI model Establish and document
 Stakeholder maps the job relatedness of
employment procedures
such as training, selection,
compensation, and
performance appraisal
Tools and Persona analysis is a technique that is conducted to analyze a
class of users or process workers.
Techniques
• Develop the characterization of an
 Job analysis average user who will interact with the
product
• Analyze their behaviors, their wants, and
 Persona analysis their needs
 RACI model
 Stakeholder maps
Tools and
Techniques A RACI model is a common type of responsibility assignment
matrix that uses Responsible, Accountable, Consult, and Inform
designations to define the involvement of stakeholders in activities
 Job analysis
 RACI model
Tools and Stakeholder maps are a collection of techniques used for
Techniques analyzing how stakeholders relate to one another and to
the solution under analysis.
 Job analysis
 RACI model
Stakeholders Matrix Onion Diagram

Tools and
Inputs Outputs
Techniques
 Elicitation results  Job analysis  Updated
confirmed)  Persona analysis
 Enterprise and  RACI model
business
architectures  Stakeholder maps
Outputs
be affected by the proposed or intended solution.
 Updated
stakeholder register
Include the addition or
modification of stakeholder
information related to
stakeholder characteristics
RACI MODEL
RACI MODEL
A RACI model is a common type of responsibility assignment matrix that

uses Responsible, Accountable, Consult, and Inform designations to
define the involvement of stakeholders in activities.
Responsible — Role who does the work to achieve the task
Accountable —Role who is accountable for the quality
Consult —Role who provide information for the task
Inform —Role who kept informed of progress

RACI MODEL EXAMPLE
RACI MODEL
Determine Stakeholder
Engagement and
Communication Approach
Determine Stakeholder Engagement and Communication
Approach is the process of developing appropriate methods
to effectively engage and communicate with stakeholders
throughout the product life cycle, based on an analysis of
their needs, interests, and roles within the business analysis
process.
Range from the highly formal to the very informal
Determine
Stakeholder Component of a business analysis plan
Engagement and
Communication
Approach
Determine Stakeholder
Engagement and
Communication Approach
ITTOs
Determine Stakeholder Engagement
and Communication Approach ITTOs
Tools and
Inputs Outputs
Techniques
 Situation statement  Elicitation  Stakeholder
techniques Engagement and
 Updated Communication
Stakeholder register  Persona analysis Approach
 RACI model
 Retrospectives and
lessons learned
Inputs
Situation
 Situation statement Statement
 Updated
Stakeholder register
Inputs
 Situation statement be affected by the proposed or intended solution.
 Updated
Tools and
Inputs Outputs
Techniques
 RACI model
lessons learned
Tools and
Techniques
 Elicitation
techniques
Brainstorming
 RACI model
 Retrospectives and Facilitated
lessons learned
Workshops
 Stakeholder maps Interviews
Tools and Persona analysis is a technique that is conducted to analyze a
class of users or process workers.
Techniques
• Develop the characterization of an
 Elicitation average user who will interact with the
product
techniques
• Analyze their behaviors, their wants, and
their needs
 RACI model
lessons learned
Tools and
Techniques A RACI model is a common type of responsibility assignment
matrix that uses Responsible, Accountable, Consult, and Inform
designations to define the involvement of stakeholders in activities
 Elicitation
techniques
 RACI model
lessons learned
Tools and
Techniques
Use past experience to plan for future work
 Elicitation
techniques
 RACI model
lessons learned
Tools and Stakeholder maps are a collection of techniques used for
Techniques analyzing how stakeholders relate to one another and to
the solution under analysis.
 Elicitation
techniques
 RACI model
lessons learned
Stakeholders Matrix Onion Diagram
Tools and
Inputs Outputs
Techniques
 RACI model
lessons learned
The stakeholder engagement and communication approach
Outputs summarize agreements for the level of involvement of each
stakeholder
 Stakeholder
Engagement and
Communication
Approach
• The level of involvement
• The approaches for making decisions
• The approach for obtaining approvals
• How product and project information will be structured
• How stakeholders will be kept up to date
Conduct Business Analysis
Planning
Conduct business analysis planning is the process performed
to obtain shared agreement regarding the business analysis
activities the team will be performing and the assignment of
roles, responsibilities, and skill sets for the tasks required to
successfully complete the business analysis work.

Aggregation of a set of agreements and decisions
about how business analysis will be conducted
Estimation of the level of effort for business

analysis activities
Conduct Business
Analysis Planning Development of the business analysis plan from
the component approaches and the estimates
Conduct Business Analysis
Planning ITTOs
Conduct Business Analysis Planning
ITTOs
Tools and
Inputs Outputs
Techniques
 Business analysis  Burndown charts  Business analysis
performance Plan
assessment
 Decomposition
 Charter model
 Enterprise
environmental factors  Estimation
techniques
 Planning approaches
from all other
knowledge areas  Planning techniques
 Product risk analysis
ITTOs
Inputs A summary of what has been learned about the
effectiveness of the business analysis efforts.
 Business analysis
performance
assessment
 Charter
 Enterprise
environmental factors
from all other
knowledge areas
ITTOs
Inputs Shared product information consists of the compilation of all the
information discussed and shared across the product team
performance
assessment
 Charter
 Enterprise
from all other
knowledge areas
ITTOs
Inputs
performance Influence
assessment
 Charter Business
 Enterprise Analysis
 Planning approaches EEF
from all other
knowledge areas
ITTOs
Inputs Stakeholder engagement and communication approach
Traceability and monitoring approach
performance Analysis approach
assessment
 Charter Solution evaluation approach
 Enterprise Elicitation approach
from all other
knowledge areas
ITTOs
Inputs Considering Higher-risk products and projects may require
additional work effort to address the risks
performance
assessment
 Charter
 Enterprise
from all other
knowledge areas
ITTOs
Tools and
Inputs Outputs
Techniques
performance Plan
assessment
 Decomposition
 Charter model
 Enterprise
techniques
from all other
ITTOs
Tools and A burndown chart is a graphical representation used
Techniques to count the remaining quantity of some trackable
aspect of a project over time.
 Burndown charts
 Decomposition
model
 Estimation
techniques
 Planning techniques
ITTOs
Tools and A decomposition model is an analysis model used to
Techniques break down information described at a high level into
a hierarchy of smaller, more discrete parts.
 Burndown charts
 Decomposition Breakdown scope, processes, functions or any other object
into smaller manageable elements
model
 Estimation
techniques
ITTOs
Tools and Estimation techniques are used to provide a
Techniques quantitative assessment of likely amounts or
outcomes.
 Burndown charts
 Decomposition Affinity estimating
model Bottom up estimating
 Estimation Delphi
techniques
Estimating poker
Relative estimating
Wide band Delphi
ITTOs
Product backlog
Tools and The product backlog is the list of all product backlog
items, typically user stories, requirements, or features,
Techniques that need to be delivered for a solution.
Rolling wave planning

 Burndown charts This is an iterative planning technique in which the work
to be accomplished in the near term is planned in detail,
 Decomposition while the work in the future is planned at a higher level
model
Story mapping
 Estimation Story mapping is used to sequence user stories, based
techniques upon their business value and the order in which their
users typically perform them
Work breakdown structure WBS
WBS is a hierarchical decomposition of the total
scope of work to be carried out to accomplish the
project objectives
ITTOs
Tools and
Inputs Outputs
Techniques
performance Plan
assessment
 Decomposition
 Charter model
 Enterprise
techniques
from all other
ITTOs
The business analysis plan is documented to set out the business
Outputs analysis involvement for the work concerned to set expectations,
to feed into a wider plan and gain agreement on the deliverables
Plan
Could be a subplan
Covers the entire business

analysis approach
Easy to understand
Burndown Charts
A burndown chart is a graphical representation
used to count the remaining quantity of some
trackable aspect of a project over time.
70
Baseline Actual
60 Behind
(Work remaining)
50
Story Points
40
30
Ahead
20
10
Burndown Charts 0
0 1 2 3 4 5 6
Sprints (Time)
Estimation Techniques
Affinity Estimating
Affinity Estimating is a technique commonly used in
Agile developments to quickly and easily estimate a
large number of backlog items.
Small Medium Large Extra Large
Estimation
Techniques
Bottom-up Estimating
Bottom-up estimating is a method of estimating
duration or cost by aggregating the estimates of the
lower level activities.
High Level
Estimate
Estimation
Techniques
Low Level
Estimate
Delphi
Delphi is a consensus-building technique. It refers to a
systematic forecasting method used to gather
opinions of the panel of experts anonymously on the
problem being encountered, through questionnaires
First Second Final

Questionnaires Questionnaires Questionnaires
Round Round Round
Estimation
Techniques
Consensus
Estimation Poker
Estimation poker is a collaborative relative
estimation technique in which there is an agreed-
upon scale used to estimate effort or relative size of
activities.
Estimation
Techniques
Relative Estimation
Relative estimation is a technique for creating
estimates that are derived from performing a
comparison against a similar body of work rather than
estimating based on absolute units of cost or time.
Small Medium Large Extra Large
Estimation
Techniques
Wide-Band Delphi
Wide-Band Delphi is A variation of the Delphi
technique where there is more communication and
interpersonal collaboration
First Second Final

Questionnaires Questionnaires Questionnaires
Round Round Round
Estimation
Techniques
Consensus
Prepare for Transition to
Future State
Prepare for Transition to Future State is the process of
determining whether the organization is ready for a
transition and how the organization will move from the
current to the future state to integrate the solution or partial
solution into the organization’s operations

Assess Organization Readiness
Prepare for Prepare Transition Plan

Transition to
Future State
Prepare for Transition to
Future State ITTOs
Prepare for Transition to Future State
ITTOs
Tools and
Inputs Outputs
Techniques
 Business case  Elicitation  Readiness
 Current state techniques assessment
assessment
 Product risk analysis  Group decision-  Transition plan
 Product scope making techniques
 Job analysis
 Requirements and  Prioritization
other product
information schemes
 Solution design  Process flows
 Stakeholder  SWOT analysis
engagement and  User story
communication
approach
ITTOs
 Business case
 Current state
assessment
 Product scope
 Requirements and
other product
information
 Solution design
 Stakeholder
engagement and
communication
approach
ITTOs
Inputs A current state assessment may be
 Business case the organization .
 Current state
assessment
 Product scope
other product
information
 Solution design
 Stakeholder
engagement and
communication
approach
ITTOs
 Business case
 Current state
assessment
 Product scope
other product
information
 Solution design
 Stakeholder
engagement and
communication
approach
ITTOs
Inputs
 Current state
assessment
 Product scope
other product
information
 Solution design
 Stakeholder
engagement and
communication
approach
ITTOs
Inputs Requirements and other product information include all
information about a solution and are the culmination of results
from elicitation and analysis activities.
 Business case
 Current state Business Requirements
assessment
 Product risk analysis Stakeholder Requirements
 Product scope
 Requirements and Solution Requirements
other product
information Transition Requirements
 Solution design
 Stakeholder
engagement and
communication
approach
ITTOs
Inputs Specifications and diagrams, typically based on business analysis
findings, which describe how the solution will be implemented.
 Business case
 Current state
assessment
 Product scope
other product
information
 Solution design
 Stakeholder
engagement and
communication
approach
ITTOs
Inputs The stakeholder engagement and communication approach
summarize agreements for the level of involvement of each
stakeholder
 Business case
 Current state
assessment
 Product scope
other product
information
 Solution design
 Stakeholder
engagement and
communication
approach
ITTOs
Tools and
Inputs Outputs
Techniques
assessment
 Job analysis
other product
information schemes
communication
approach
ITTOs
Tools and
Techniques
 Elicitation
techniques
 Group decision- Brainstorming
making techniques
 Job analysis
 Prioritization
schemes
 Process flows Facilitated
 SWOT analysis Workshops
 User story
Interviews
ITTOs
Tools and
 Elicitation participants to a final decision on an issue or topic
techniques under discussion.
 Group decision-
making techniques
 Job analysis
 Prioritization Agree
schemes
 Process flows
 SWOT analysis
 User story
ITTOs
Tools and Job analysis is a technique that can be used to identify the job
Techniques requirements and competencies required to perform
effectively in a specific job or role
 Elicitation
techniques
 Group decision-
making techniques
 Job analysis
 Prioritization
schemes
 Process flows
 SWOT analysis
 User story
ITTOs
Tools and
Techniques Prioritization schemes are different methods used to prioritize
portfolio components, programs, projects, requirements,
features, or any other product information.
 Elicitation
techniques Delphi
 Group decision-
making techniques Minimum viable product (MVP)
 Job analysis Buy a feature
 Prioritization
schemes MoSCoW
 Process flows
 SWOT analysis Multivoting
 User story
ITTOs
 Elicitation solution
techniques
 Group decision-
making techniques
 Job analysis
 Prioritization
schemes AS-IS
 Process flows Processes
 SWOT analysis
 User story
ITTOs
 Elicitation threats (T) that exist externally
techniques
 Group decision-
making techniques
 Job analysis
 Prioritization
schemes
S W O T
 Process flows
 SWOT analysis
 User story
ITTOs
Tools and User stories are a method to document stakeholder
Techniques requirements from the users’ point of view with a focus on the
value or benefit achieved by the user with the completion of
that story.
 Elicitation
techniques
 Group decision-
making techniques
 Job analysis
 Prioritization
schemes
 Process flows
 SWOT analysis
 User story
ITTOs
Tools and
Inputs Outputs
Techniques
assessment
 Job analysis
other product
information schemes
communication
approach
ITTOs
Outputs The transition readiness assessment
determines the ability of the
organization to transition to the
 Readiness future state.
assessment
 Transition plan Readiness
Report
Compare against a
maturity model
ITTOs
Outputs From a business analysis perspective, a transition plan
encompasses actionable and testable transition requirements
based on the transition strategy.
 Readiness
assessment Massive Transition
 Transition plan Segmented transition
Time-boxed coexistence
Permanent coexistence
Manage Stakeholder
Engagement and
Communication
Manage Stakeholder Engagement and Communication is the
process of fostering appropriate involvement in business
analysis processes, keeping stakeholders appropriately
informed about ongoing business analysis efforts, and sharing
product information with stakeholders as it evolves.

Manage Stakeholder
Engagement and
Communication ITTOs
Manage Stakeholder Engagement and
Communication ITTOs
Tools and
Inputs Outputs
Techniques
 Stakeholder  Elicitation  Improved
engagement and techniques stakeholder
communication engagement and
communication
approach
 Updated
Communication ITTOs
stakeholder
 Stakeholder
engagement and
communication
approach
 Updated
Communication ITTOs
Inputs
 Stakeholder be affected by the proposed or intended solution.
engagement and
communication
approach
 Updated
Communication ITTOs
Tools and
Inputs Outputs
Techniques
communication
approach
 Updated
Communication ITTOs
Tools and
Techniques
 Elicitation
techniques
Brainstorming
Facilitated
Workshops
Interviews
Communication ITTOs
Tools and
Inputs Outputs
Techniques
communication
approach
 Updated
Communication ITTOs
Outputs
 Improved
stakeholder
engagement and
communication
efforts toward communication
concerns and improving
engagement
Assess Business Analysis
Performance
Manage Assess Business Analysis Performance is the process
of considering the effectiveness of the business analysis
practices in use across the organization, typically in the
context of considering the ongoing deliverables and results of
a portfolio component, program, or project.

Were elicitation and analysis conducted efficiently?
Was there sufficient time to conduct business analysis?
Were stakeholders sufficiently engaged??

Assess Business
Analysis Were any stakeholders missed?
Performance Were any requirements missed or not sufficiently
understood?
Assess Business Analysis
Performance ITTOs
Assess Business Analysis Performance
ITTOs
Tools and
Inputs Outputs
Techniques
plan  Elicitation performance
 Business analysis techniques assessment
organizational  Process flows
standards  Retrospectives and
 Business analysis lessons learned
performance  Root cause and
metrics and opportunity analysis
measurements  Variance analysis
work products
ITTOs
The business analysis plan is documented to set out the business
Inputs analysis involvement for the work concerned to set expectations,
to feed into a wider plan and gain agreement on the deliverables
plan
organizational
standards
performance
metrics and
measurements
work products
ITTOs
Business analysis organizational standards describe any expected
quality characteristics, formatting rules, syntax rules, and
Inputs requirements structure imposed by the organization on all
business analysis deliverables.
plan
organizational
standards
performance
metrics and
measurements
work products
ITTOs
Business Analysis Performance Metrics is a qualitative or
Inputs quantitative measure of or inference about the effectiveness of
business analysis practices.
plan
organizational
standards
performance
metrics and
measurements
work products
ITTOs
The set of business analysis information produced as an output of
Inputs the business analysis work conducted on a portfolio, program, or
project. Such output may be comprised of business analysis
deliverables, business analysis work products, or a combination
 Business analysis thereof.
plan
organizational
standards
performance
metrics and
measurements
work products
ITTOs
Tools and
Inputs Outputs
Techniques
work products
ITTOs
 Burndown charts
 Elicitation
techniques
 Process flows
lessons learned
 Root cause and
 Variance analysis
ITTOs
Tools and
Techniques
 Burndown charts
 Elicitation
techniques Brainstorming
 Process flows
lessons learned
 Root cause and
opportunity analysis Facilitated
 Variance analysis Workshops
Interviews
ITTOs
 Burndown charts solution
 Elicitation
techniques
 Process flows
lessons learned
 Root cause and AS-IS
 Variance analysis Processes
ITTOs
Tools and
Techniques
 Burndown charts
 Elicitation
techniques
 Process flows
lessons learned
 Root cause and
ITTOs
Tools and
 Burndown charts reason for a variance, defect, or risk.
 Elicitation
techniques
 Process flows
lessons learned Opportunity
 Root cause and Analysis. A study
 Variance analysis of the major
facets of a potential
opportunity
ITTOs
Tools and Variance is a quantifiable deviation, departure, or divergence from a
known baseline or expected value.
Techniques
Variance analysis is a technique for determining the cause and
degree of difference between the baseline and actual performance.
 Burndown charts
 Elicitation
techniques
 Process flows
lessons learned
 Root cause and
ITTOs
Tools and
Inputs Outputs
Techniques
work products
ITTOs
A summary of what has been learned about the
Outputs effectiveness of the business analysis efforts.
performance
assessment
Business Analysis
Performance Metrics and
Measurements
Percentage of requirements defects to all defects
Percentage of missed requirements

Number of missed business objectives
Average time to obtain customer acceptance on requirements

Business analysis
performance Percentage of completion of business analysis deliverables
metrics and Slippage in delivery dates for business analysis deliverables
measurements
Number of open issues or questions about the requirements
Retrospectives And
Lessons Learned
Retrospectives. Are Meetings scheduled on a regular
basis or conducted when a work package is
completed, Retrospectives are commonly conducted
in agile and adaptive life cycles.
Retrospectives
and lessons
learned Lessons learned are meetings to discuss, analyze, and
document feedback about completed project
activities.
What is working well?
What is not working or is unclear?
Retrospectives What needs to change?

and lessons
learned What are opportunities for improvement?
Difference is Timing
Retrospectives
Occur regularly and frequently
Lessons learned
Retrospectives Conducted at the end of a phase
and lessons
learned
How to conduct
effectively?
Retrospectives
Avoid the blame game
and lessons
learned
Elicitation
Plan and prepare for elicitation techniques .
Conduct various elicitation techniques.
Goal
Review the accuracy and completeness of the
elicitation results.
Elicitation
Planning and
preparing for
elicitation
Conducting
elicitation
Elicitation
Confirming
elicitation results
Elicitation
Planning # 6.1 Determine Elicitation Approach Which techniques may be used

for elicitation.
Tasks required to be ready
Executing # 6.2 Prepare for Elicitation
for an elicitation activity.
Various elicitation techniques
Executing # 6.3 Conduct Elicitation
can be used.
Tasks required to review the
Executing # 6.4 Confirm Elicitation Results
elicitation results for accuracy.
Determine Elicitation
Approach
Determine Elicitation Approach is the process of thinking
through how elicitation activities will be conducted, which
stakeholders will be involved, which techniques may be used,
and the order in which the elicitation activities are best
performed.

What information are you eliciting?
Where can you find the information?
Which method is best for obtaining the information?

Determine
Elicitation When is the best time to conduct the elicitation sessions ?
Approach
Determine Elicitation
Approach ITTOs
Determine Elicitation Approach ITTOs
Tools and
Inputs Outputs
Techniques
 Product scope  Brainstorming  Elicitation approach
 Situation statement  Interviews
 Stakeholder  Retrospectives and
engagement and lessons learned
communication
approach
 Updated
Inputs
 Product scope to the actual tangible product.
 Stakeholder
engagement and
communication
approach
 Updated
Inputs
Situation
 Product scope Statement
 Stakeholder An objective statement of a problem or opportunity that
engagement and includes the statement itself, the situation’s effect on the
communication organization, and the resulting impact.
approach
 Updated

stakeholder
 Product scope
 Stakeholder
engagement and
communication
approach
 Updated
Inputs
 Product scope be affected by the proposed or intended solution.
 Stakeholder
engagement and
communication
approach
 Updated
Tools and
Inputs Outputs
Techniques
communication
approach
 Updated
Tools and
 Brainstorming
 Interviews
lessons learned Brainstorming
Tools and
 Interviews
lessons learned Interviews
Tools and
Techniques
 Brainstorming
 Interviews
lessons learned
Tools and
Inputs Outputs
Techniques
communication
approach
 Updated
A document that give you information about what information
Outputs to elicit, where to find that information and, how to obtain the
information
 Elicitation approach Clear idea of the necessary information to define a problem
Minimization of unnecessary elicitation activities
Valuable results from each elicitation activity
Efficient and predicable use of stakeholder time
Better overall focus on the entire process
Prepare for Elicitation
Prepare for Elicitation is the process of organizing and
scheduling resources and preparing necessary materials for
an individual elicitation activity.

Scheduling the time for the elicitation activity
Determining the objective of the elicitation activity
Determining the required participants
Prepare for Identifying the questions

Elicitation
Setting the agenda
Prepare for Elicitation ITTOs
Tools and
Inputs Outputs
Techniques
 Elicitation approach  Document analysis  Elicitation
 Product scope preparation
 Requirements and  Interviews materials
other product
information
 Stakeholder
engagement and
communication
approach
Inputs A document that give you information about what information

to elicit, where to find that information and, how to obtain the
information
 Elicitation approach
 Product scope
other product
information
 Stakeholder
engagement and
communication
approach
Inputs
 Product scope
 Requirements and Product scope
other product
information
 Stakeholder
engagement and
communication
approach
Requirements and
Situation other product
information
statement

stakeholder
 Product scope
other product
information
 Stakeholder
engagement and
communication
approach
Tools and
Inputs Outputs
Techniques
 Product scope preparation
 Requirements and  Interviews materials
other product
information
 Stakeholder
engagement and
communication
approach
Techniques
 Interviews
Document
Analysis Interviews
Tools and
Inputs Outputs
Techniques
 The product scope preparation
 The requirements  Interviews materials
and other product
information
 The situation
statement
 Stakeholder
engagement and
communication
approach
Elicitation preparation materials are items created to maximize
Outputs the probability of meeting elicitation activity objectives, while
optimizing the time spent with elicitation participants
 Elicitation Schedule and agenda

preparation
materials Objectives
Questions to be discussed
Instructions to perform specific elicitation technique
Conduct Elicitation
Conduct Elicitation is the process of applying various elicitation
techniques to draw out information from stakeholders and
other sources.

Introduction
Setting Elicitation Objectives
Body
Asking questions to elicit information
Close
Ensuring if participants have any additional questions or
information
Conduct Elicitation
Follow up Confirm Elicitation Results
Asking Questions
Open-ended question
Allows the respondents to answer in any way they desire.
Closed-ended question
Calls for a response from a limited list of answer choices
Forced choice, Limited choice, and Confirmation
Contextual question
Asking Questions Requires an answer regarding the subject at hand
Context-free question
May be asked in any situation
How to Ask the “Right”
Questions
Ask more questions

Asking Questions
Parking Lot
A parking lot is a list of topics or concerns
people bring up in the meeting that you don’t
want to address at that moment.
Advantages
Shows your concern for the stakeholder’s issue
Keeps you on track
Tips
Explain it
Parking Lot Set aside some time at the end
Conduct Elicitation ITTOs
Tools and
Inputs Outputs
Techniques
 Elicitation  Brainstorming  Unconfirmed
preparation  Collaborative games elicitation results
materials  Document analysis
 Facilitated
 The product scope workshops
 Focus groups
 The situation  Interviews
statement  Observation
 Prototyping
surveys
Inputs the probability of meeting elicitation activity objectives, while
 Elicitation
preparation
materials
 The product scope

 The situation
statement
Inputs
 Elicitation
preparation The product
materials scope
 The product scope
 The situation
statement
The situation
statement
Tools and
Inputs Outputs
Techniques
 Facilitated
 Focus groups
 Prototyping
surveys
Tools and
 Brainstorming
 Collaborative games
 Facilitated
workshops
 Focus groups Brainstorming
 Interviews
 Observation
 Prototyping
surveys
Tools and Collaborative games are a collection of elicitation techniques
that foster collaboration, and creativity to encourage team
Techniques participation and enhance engagement.
 Brainstorming
 Facilitated
workshops
 Focus groups
 Interviews
 Observation
 Prototyping
surveys
 Brainstorming requirements.
 Document analysis Provide more objective information.
 Facilitated
workshops Used as a starting point. Document
 Focus groups Analysis
 Interviews
 Observation
 Prototyping
surveys
Techniques
 Brainstorming and a carefully selected group of stakeholders to
 Collaborative games collaborate and work toward a stated objective.
 Document analysis High-quality requirements.
 Facilitated
workshops In a short amount of time. Facilitated
 Focus groups Workshops
 Interviews
 Observation
 Prototyping
surveys
Tools and A focus group is an elicitation technique that brings together
prequalified stakeholders and subject matter experts to learn
Techniques about their expectations and attitudes about a proposed
solution
 Brainstorming Share views and attitudes.
 Document analysis Obtain feedback directly from customers.
 Facilitated
workshops
 Focus groups
 Interviews
 Observation
 Prototyping
surveys
Tools and
 Facilitated
workshops
 Focus groups Interviews
 Interviews
 Observation
 Prototyping
surveys
Tools and Observation is an elicitation technique that provides a direct
way of obtaining information about how a process is
Techniques performed or a product is used by viewing individuals in their
own environment performing their jobs or tasks.
 Brainstorming
 Facilitated
workshops
 Focus groups
 Interviews
 Observation
 Prototyping
surveys
Tools and
Techniques
 Brainstorming
 Document analysis A technique of obtaining early
 Facilitated feedback on requirements by
workshops
providing a working model of the
 Focus groups
 Interviews
 Observation
 Prototyping
surveys
Tools and A written set of questions designed to quickly accumulate
information from a large number of respondents.
Techniques
Large amount of information.
 Brainstorming From a large group.
 Document analysis In a short amount of time.
 Facilitated At a low cost.
workshops Questionnaires
 Focus groups and Surveys
 Interviews
 Observation
 Prototyping Concerns
surveys Questions are often closed-ended
Low response rate
Tools and
Inputs Outputs
Techniques
 Facilitated
 Focus groups
 Prototyping
surveys
The information obtained from any completed elicitation
Outputs activities
 Unconfirmed
elicitation results
Sketches Notes
Models Videos
Collaborative Games
Collaborative games are a collection of elicitation techniques
that foster collaboration, innovation, and creativity to achieve
the goal of the elicitation activity. Collaborative games use
game play to encourage team participation and enhance
engagement.
Product box
Uses game play to focus on the features of a
product that are important to the customer
New
Collaborative Changeyourmood
Games
Speedboat
Uses game play to elicit information about
product features that customers find
problematic
Collaborative
Games
No time
to Learn Obstacles
Transport.
Duration
Interviews
An interview is a formal or informal approach used to elicit
information from stakeholders. It is performed by asking
prepared or spontaneous questions and documenting the
responses
Structured Interviews
Obtaining answers to every question on the list
Unstructured Interviews
Questions can be spontaneous based on the
answers to the previous questions
Synchronous Interviews
Interviews Live or in same time
Asynchronous Interviews
Through email or
recorded answers
Observation
Observation also known as job shadowing is a technique that
provides a direct way of viewing people in their environment
to see how they perform their jobs or tasks and carry out
processes.
Passive observation
Observe the worker without interrupting, asking
questions, or seeking clarification
Minimal interruption to the workflow.
Worker may act differently.
Active observation
Can interrupt the process to seek clarifications
Immediacy and increased amount of information elicited.
Reduces productivity and possibly changes behaviors
Participatory observation
Observation Take part in performing the activities being observed
Generate questions that would never have been thought
of otherwise
Simulation
Simulates the activities, using a tool that recreates the
work of a process worker in a simulation
Be aware of
More observation sessions may be needed
People act differently when they are being observed
Observation
Prototyping
Prototyping is a method of obtaining early feedback on
requirements by providing a model of the expected solution
before building it.
Low-fidelity prototype
Completed with a pen and paper, or a
modeling tool on the computer
High-fidelity prototype
Represent the final product and are
usable and live.
Prototyping
Throwaway
Evolutionary
Storyboarding
Storyboarding is a prototyping
technique showing sequence
or navigation through a series of
images or illustrations.
Wireframe
Prototyping A wireframe is a two-dimensional
skeletal outline of a webpage or app in
software industry it is a mockup of a user
interface design, used to show what a
screen should look like
Confirm Elicitation Results
Confirm Elicitation Results is the process of performing follow-up
activities on the elicitation results, determining an appropriate
level of formality to use, reviewing with stakeholders for
accuracy and completeness, and comparing to historical
information.

The information is checked against the source of that
information
Timing Approaches
During elicitation
Confirm Elicitation
Results After elicitation
Confirm Elicitation Results
ITTOs
Confirm Elicitation Results ITTOs
Tools and
Inputs Outputs
Techniques
 Elicitation  Document analysis  Confirmed
preparation elicitation results
materials  Glossary
 Unconfirmed  Interviews
elicitation results
 Observation
 Walkthroughs
Inputs the probability of meeting elicitation activity objectives, while
 Elicitation
preparation
materials
 Unconfirmed
elicitation results
The information obtained from any completed elicitation
Inputs activities
 Elicitation
preparation
materials
 Unconfirmed Sketches Notes

elicitation results
Models Videos
Tools and
Inputs Outputs
Techniques
elicitation results
 Observation
 Walkthroughs
 Glossary
 Interviews Document
Analysis
 Observation
 Walkthroughs
 Glossary
product
 Interviews
 Observation
 Walkthroughs
Tools and
 Document analysis and documenting the responses provided by the interviewees.
 Glossary
 Interviews
Interviews
 Observation
 Walkthroughs
Tools and Observation is an elicitation technique that provides a direct
way of obtaining information about how a process is
Techniques performed or a product is used by viewing individuals in their
own environment performing their jobs or tasks.
 Glossary
 Interviews
 Observation
 Walkthroughs
Tools and A walkthrough is a peer review in which the author of the
materials walks the peer reviewers through the authored
Techniques information.
 Glossary
 Interviews
 Observation
 Walkthroughs
Tools and
Inputs Outputs
Techniques
elicitation results
 Observation
 Walkthroughs
Outputs Reach a common understanding and agreement to the

accuracy of the information elicited.
 Confirmed
elicitation results
Analysis
Create and analyze multiple types of models.
Documenting requirements.
Verify, validate and prioritizing requirements.

Goal
Identifying some uncertainty by analyzing

product risks.
Analysis
Create structured
representations
Examine and clarify

information
Analysis
Ensure that
information is
correct
Analysis
How analysis processes will be
Planning # 7.1 Determine Analysis Approach performed.
Executing # 7.2 Create and Analyze Models Diagrams, tables, or structured
text.
Executing # 7.3 Define and Elaborate Requirements The appropriate level of detail.
Executing # 7.4 Define Acceptance Criteria Agreement as to what would

constitute proof
Executing # 7.5 Verify Requirements The quality of requirements
Executing # 7.6 Validate Requirements If the requirements meet goals

and objectives or not.
# 7.7 Prioritize Requirements and How product information
Executing Other Product Information achieve stakeholder objectives
Executing # 7.8 Identify and Analyze Product Risks Assumptions and uncertainties
# 7.9 Assess Product Design Solution design options based
Executing on the business goals and
Options
objectives
Determine Analysis
Approach
Determine Analysis Approach is the process of thinking ahead
about how analysis will be performed, including what will be
analyzed; which models will be most beneficial to produce;
and how requirements and other product information will be
verified, validated, and prioritized.

Thinking ahead about
Information that will be considered and the deliverable

that will be produced
Determine Execution details, order, resources, documents, models,

agreed participation and outcomes.
Analysis
Approach
Determine Analysis
Approach ITTOs
Determine Analysis Approach ITTOs
Tools and
Inputs Outputs
Techniques
 Elicitation approach  Brainstorming  Analysis approach
 Product scope  Document analysis
 Situation statement  Retrospectives and
lessons learned
 Traceability and
monitoring
approach
Inputs A document that give you information about what information

to elicit, where to find that information and, how to obtain the
information
 Product scope Elicitation and analysis are often performed concurrently
monitoring
approach
Inputs
 Elicitation approach to the actual tangible product.
 Product scope
monitoring
approach
Inputs
 Product scope
 Situation statement An objective statement of a problem or opportunity that
 Traceability and organization, and the resulting impact.
monitoring
approach
Defines how traceability and change
management activities will be performed
Inputs
Traceability
 Product scope Change Management
monitoring
approach
Tools and
Inputs Outputs
Techniques
lessons learned
monitoring
approach
Tools and
 Brainstorming
lessons learned Brainstorming
Tools and
 Brainstorming requirements.
 Retrospectives and Document
lessons learned Analysis
Tools and
Techniques
 Brainstorming
lessons learned
Tools and
Inputs Outputs
Techniques
lessons learned
monitoring
approach
Defines how analysis activities will be performed
Outputs Appropriate Models
Verification approach
 Analysis approach Validation approach
Prioritization approach
Assessing product design approach
Requirements attributes needed
Create and Analyze Models
Create and Analyze Models is the process of creating
structured representations, such as diagrams, tables, or
structured text, of any product information to facilitate further
analysis by identifying gaps in information or uncovering
extraneous information.

Create Models
Analyze Models
Create and Finding Gabs in information
Analyze Models
Create and Analyze Models
ITTOs
Create and Analyze Models ITTOs
Tools and
Inputs Outputs
Techniques
 Analysis approach 

Context diagram
Data dictionary  Analysis models
 Data flow diagram

 Confirmed 

Decision tree and decision table
Ecosystem map
Entity relationship diagram
elicitation results  Event list
 Feature model

Goal model and business
objectives model
 Modeling elaboration
other product  Organizational chart
information  Process flows
 Prototypes, wireframes, and
display-action-response models
 Report table
 State table and state diagram
 Story mapping
 System interface table
 Use case diagram
 User interface flow
Inputs Analysis approach

 Analysis approach
 Confirmed
elicitation results
other product
information
Inputs Reach a common understanding and agreement to the

 Confirmed
elicitation results
other product
information

 Confirmed
elicitation results
other product
information
Tools and
Inputs Outputs
Techniques

Context diagram

 Confirmed 

Ecosystem map
 Feature model

objectives model
 Report table
 Story mapping
Tools and A context diagram is a scope model that is drawn in order to
define and clarify the boundaries of the system.
Techniques
 Context diagram Time/Schedule External
 Data dictionary
Reservation System
 Decision tree and decision table
Bank
 Ecosystem map Guest
 Entity relationship diagram
 Event list
 Feature model
 Goal model and business
objectives model
 Organizational chart
Hotel Reservation
 Process flows
 Prototypes, wireframes, and Book Room
 Report table
 Story mapping Room Guest
 Use case diagram Rooms
Booking Guests
Bookings
Tools and
A data dictionary is a collection of names, definitions, and
Techniques attributes about data elements that are being used or captured
in a business database
 Context diagram
 Data dictionary
 Ecosystem map
 Event list
 Feature model
objectives model
 Process flows
 Report table
 Story mapping
Tools and
Techniques A data flow diagram maps out the flow of information for any
process or system.
 Context diagram
 Data dictionary
 Data flow diagram Stores Store map Information Recipes
 Ecosystem map
 Event list Store Item overlay Store map Recipe
 Feature model
objectives model
 Organizational chart Select Store number Map Recipe item Select
 Process flows Store Store Recipe
 Report table
 State table and state diagram Map with
 Story mapping item overlay
 Use case diagram Store Recipe
 User interface flow selection selection
Customer
Tools and Decision tables and trees show the various values for all the
Techniques factors that influence some aspect of a system’s behavior and
indicates the expected system actions in response to each
combination of factors.
 Context diagram
 Data dictionary
 Ecosystem map
 Event list
 Feature model
objectives model
 Process flows
 Report table
 Story mapping
Tools and An ecosystem map is a scope model that is used to map out
the various entities involved in a transaction, as well as the
Techniques transaction itself.
 Context diagram Customer
 Data dictionary Loyalty Customer
 Data flow diagram Mobile App
 Decision tree and decision table Promotions Program Email
 Ecosystem map Store layout and Promotions
 Entity relationship diagram item location Weekly ad
 Event list
 Feature model
 Goal model and business Print Ad
objectives model Shelf Layout
Layout
 Organizational chart Available
 Process flows inventory
Available
inventory
Upcoming
promotions
display-action-response models Inventory Store
 Report table
Purchasing Inventory
 State table and state diagram Low inventory
products Inventory
 Story mapping update
 System interface table Recipe Recipe
 Use case diagram selection selection
 User interface flow Bar Code
Checkout
Scanner
Loyalty program ID, Product, and price
An entity relationship diagram (ERD), also called a business data
Tools and diagram, is a data model that illustrates how “entities” such as
Techniques people, objects or concepts relate to each other within a
system.
 Context diagram
 Data dictionary
 Ecosystem map
 Event list
 Feature model
objectives model
 Process flows
 Report table
 Story mapping
Tools and An event list is another scope model that describes any
external events that trigger solution behavior in order to define
Techniques the scope events that the solution has to handle
 Context diagram
 Data dictionary
 Ecosystem map
 Event list
 Feature model
objectives model
 Process flows
 Report table
 Story mapping
Tools and A feature model also is a scope model that visually represents
all the features of a solution arranged in a tree or hierarchical
Techniques structure.
 Context diagram
 Data dictionary
 Ecosystem map
 Event list
 Feature model
objectives model
 Process flows
 Report table
 Story mapping
Tools and A goal model and business objectives model organize and
reflect the goals and business objectives in relation to other
Techniques product information.
 Context diagram
 Data dictionary
 Ecosystem map
 Event list
 Feature model
objectives model
 Process flows
 Report table
 Story mapping
Tools and Modeling elaboration is a technique that uses the collection of
models together to further identify gaps, inconsistencies, or
Techniques redundancies in product information.
 Context diagram
 Data dictionary Traceability matrix
 Ecosystem map


Event list
Feature model
Interaction matrix
objectives model
 Organizational chart CRUD matrix
 Process flows
 Report table
 Story mapping
Tools and
 Context diagram
Organization
 Data dictionary
 Ecosystem map
 Event list
 Feature model
objectives model
 Process flows
 Report table
 Story mapping


Context diagram
Data dictionary
solution
 Ecosystem map
 Event list
 Feature model
objectives model


Modeling elaboration
Organizational chart AS-IS
 Process flows
Processes
 Report table
 Story mapping
A technique of obtaining early
Tools and feedback on requirements by
Techniques providing a working model of the
 Context diagram
 Data dictionary
 Ecosystem map
 Event list
 Feature model
objectives model
 Process flows
 Report table
 Story mapping
Tools and A report table is also an interface model that describes detailed
Techniques requirements for a single report.
 Context diagram
 Data dictionary
 Ecosystem map
 Event list
 Feature model
objectives model
 Process flows
 Report table
 Story mapping
Tools and The state table and state diagram are data models that show
the valid states of an object and any allowed transitions
Techniques between those states.
In Back-
 Context diagram preparation
Postponed Accepted Placed
Ordered
Fulfilled Canceled
 Data dictionary
 Data flow diagram In No saves System No No No No
 Decision tree and decision table preparation incomplete accept valid
 Ecosystem map request request
 Entity relationship diagram Postponed retrieves No No No No No No
 Event list incomplete
 Feature model request
objectives model Accepted No No No Buyer places No Material Requester
 Modeling elaboration order with stockroom cancels
 Organizational chart vendor fills request request
 Process flows Placed No No No No Vendor Material Buyer
 Prototypes, wireframes, and places received cancels
display-action-response models material on from vendor vendor
 Report table back-order order
 Story mapping
Back- No No No No No Material Buyer
Ordered received cancels
from vendor vendor
order
Fulfilled No No No No No No No
Canceled No No No No No No No
 Context diagram
 Data dictionary
 Ecosystem map
 Event list
 Feature model
objectives model
 Process flows
 Report table
 Story mapping
Tools and A system interface table is an interface model that captures all
Techniques the detailed level requirements for a single system interface
 Context diagram System Interface

 Data dictionary
 Data flow diagram Source Inventory
 Decision tree and decision table Target User App
 Ecosystem map
 Entity relationship diagram ID MR_01
 Event list Description Passes Material information to User App
 Feature model
 Goal model and business Frequency Daily
objectives model Volume <100 materials
 Organizational chart Security Constraints None
 Process flows Error Handling See Sync_Inventory_Material_System_Flow
display-action-response models Interface Objects
 Report table Object Field Data Dictionary ID Validation Rule
 Story mapping Inventory InventoryNum MR02 Positive integer
Inventory InventoryMap MR06 JPEG image
 User interface flow Material MaterialText MR04 Well-formed structured text
Inventory ItemOverlay MR01 Well-formed structured text
Tools and A use case diagram is a scope model that shows all the in-
Techniques scope use cases for a solution.
Online Shopping System
 Context diagram
 Data dictionary Authentication
 Data flow diagram View
 Decision tree and decision table Items
 Ecosystem map
 Event list Make
 Feature model Purchase
Identity
objectives model
Provider
Complete
 Process flows
 Prototypes, wireframes, and Customer Checkout
 Report table
 Story mapping Login
Credit Payment Service
Paypal
A user interface flow is another interface model that displays
Tools and specific user interfaces and commonly used screens within a
Techniques functional design and plots out how to navigate between
them.
 Context diagram Login Register
 Data dictionary
 Ecosystem map
 Event list Search
 Feature model Preferences
Material
objectives model Select Return to
 Modeling elaboration Material Search
View
Search
 Process flows for
 Prototypes, wireframes, and Material
Vendor
 Report table No
 Story mapping Vendor
 System interface table Found
Yes
Select
Vendor Vendor Vendor
Map Results
Tools and
Inputs Outputs
Techniques

Context diagram

 Confirmed 

Ecosystem map
 Feature model

objectives model
 Report table
 Story mapping
Analysis models are visual representations of product
Outputs information.
 Analysis models
Context diagram
A context diagram is a scope model that shows
all the direct system and human interfaces to
systems within a solution.
External Entity
Inputs data into the information system and retrieves
processed data
System
Responsible for processing and distributing information to
the entities of the system context diagram.
Context diagram Data Flow

The flow of the data within the system
Time/Schedule External
Reservation System
Guest Bank
Hotel Reservation
Book Room
Guest
Context diagram Rooms
Room
Booking Guests
Bookings
Data Flow Diagram
A data flow diagram is a data model that is used
to describe the movement of data between
external entities, data stores, and processes.
Stores Store map Information Recipes
Store Item overlay Store map Recipe
Select Store number Map Recipe item Select

Store Store Recipe
Map with
item overlay
Store
Data Flow selection Recipe
selection
Diagram Customer
Decision tree and decision
table
Decision trees and decision tables depict a
series of decisions and the outcomes they lead
to. Decision trees and tables are often used to
model business rules.
Requirement Number
Action
Decision tree and

decision table
Requirement Number
Condition 1 2 3 4 5
User is authorized F T T T T
Material is available - F T T T
Material Needs Special training - - F T T
Requester is trained - - - F T
Action
Decision tree and Accept request x x
decision table Reject request x x x

no
Reject request
Accept request
no
Is user
authorized Accept request
? yes
Is material
yes needs
trained
user?
yes Is user
yes
Decision tree and Is Material
available?
trained?
decision table no
Reject request
no
Reject request
Importance
Used as a foundation for test case creation
Effective ways to document requirements and othe product

information
Decision tree and

decision table
Ecosystem map
An ecosystem map is a scope model that shows
all the relevant systems, the relationships
between systems, and optionally, any data
objects passed between them.
Delivery milk
customer
delivery guy
Location
shopkeeper
Ecosystem map
Ecosystem map
Feature Model
A feature model is a scope model that visually
represents all the features of a solution
arranged in a tree or
hierarchical structure.
Health & Site Material
Safety Incident Order Search
OSHA Reporting Vendors
MSDS
Cancel Create
Health & Request Request
Safety Site Inventory
Info. EPA
Material
Material Request
Exposure Track Main Inventory
Reporting Request Change
Request Material
Inventory
Tracking
Report
System
Site
Inventories
Receiving
Feature Model Proprietary Barcode Scan
Materials
Material
Stockroom
Shortage
Reorder
Inventory
Management
An entity relationship diagram (ERD), also called
a business data diagram, is a data model that
illustrates how “entities” such as people, objects
or concepts relate to each other within a
system.
1. Entity
• Entities in ERD, are referring to Business data objects
• Each entity could have additional details as an Attributes
2. Relationship
• How these entities relate to each other within the system.
Entity Relationship
Diagram 3. Cardinality
• Defines the possible number of occurrences in one
entity which is associated with the number of
occurrences in another
Cardinality
• one-to-one
Used to split an entity in two to provide information concisely
and make it more understandable
• one-to-many
Refers to the relationship between two entities X and Y in
which an instance of X may be linked to many instances of Y,
Entity Relationship but an instance of Y is linked to only one instance of X
Diagram
• many-to-many
Refers to the relationship
between two entities X and Y in
which X may be linked to many
instances of Y and vice versa.
Process flows
Process Flows, also called Swimlane Diagrams,
Process Maps, Process Diagrams, or Process
Flow Charts, used to visually document the
steps or tasks that people perform in their jobs
or when they interact with a solution.
Process Flows
• Value Stream Mapping
Used to understand what is valuable to the process and
what is non-value added.
• Activity diagrams
Used for general workflow modeling
Process Flows • Sequence diagrams

Describes how user or system processes interact with one
another
State Table
and
State Diagram
The state table and state diagram are data
models that show the valid states of an object
and any allowed transitions between those
states.
In Back-
Postponed Accepted Placed Fulfilled Canceled
preparation Ordered
In No saves System No No No No
preparation incomplete accept valid
request request
Postponed retrieves No No No No No No
incomplete
request
Accepted No No No Buyer places No Material Requester
order with stockroom cancels
vendor fills request request
Placed No No No No Vendor Material Buyer
places received cancels
material on from vendor vendor
back-order order
State Table And Back-

Ordered
No No No No No Material
received
Buyer
cancels
State Diagram Fulfilled No No No No No

from vendor
No
vendor
order
No
Canceled No No No No No No No
requester saves
In incomplete request
Postponed
Preparation requester retrieves
incomplete request
System accepts requester cancels

valid request request
Accepted requester cancels

request
material
stockroom fills
request buyer places order
with vendor
material received Placed buyer cancels

from vendor vendor order
vendor places
State Table And material on back-

order
State Diagram Fulfilled

material received
from vendor Back - Ordered
Buyer cancels
vendor order Cancelled
Key
transition State
Story Mapping
Story mapping is a technique used to sequence
user stories, based upon their business value
and the order in which their users typically
perform them.
Backbone
User Management Order Materials Change Order
Update Search View Order View Change Cancel
Register Login
user material material material order Order Order
Release 1
New user Login View Confirm By Change
By type
form form pictures page order # location
By View Change
availability details date
By
location
Release 2
Story Mapping Update
By user
Cancel
online
name
Update
Walking Skeleton training
Backlog
View on
Update Integrate
mobile
Image vendors app
Define and Elaborate
Requirements
Define and Elaborate Requirements is the process of refining
and documenting requirements and other types of product
information at the appropriate level of detail, format, and
level of formality required for various audiences.

Define and Elaborate
Requirements ITTOs
Define and Elaborate Requirements
ITTOs
Tools and
Inputs Outputs
Techniques
 Analysis approach  Business rules  Requirements and
 Analysis models catalog other product
 Confirmed  Definition of ready information
elicitation results.  Glossary
 Relationships and  Product backlog
dependencies  Requirements
 Stakeholder management tool
engagement and  Story elaboration
communication  Story slicing
approach  Use case
 User story
ITTOs
 Analysis models
 Confirmed
 Relationships and
dependencies
 Stakeholder
engagement and
communication
approach
ITTOs
Inputs information.
 Analysis models
 Confirmed
dependencies
 Stakeholder
engagement and
communication
approach
ITTOs
Inputs Reach a common understanding and agreement to the
 Analysis models
 Confirmed
dependencies
 Stakeholder
engagement and
communication
approach
ITTOs
Inputs The relationships between requirements and other product
information
 Analysis models
 Confirmed
dependencies
 Stakeholder
engagement and
communication
approach
ITTOs
stakeholder
 Analysis models
 Confirmed
dependencies
 Stakeholder
engagement and
communication
approach
ITTOs
Tools and
Inputs Outputs
Techniques
 User story
ITTOs
Tools and
Techniques A business rules catalog, is a rule model, it is a table of business
rules and related attributes.
 Business rules
catalog Type (fact,
 Definition of ready BR ID Business Rule Title Business Rule Description
computation,
References
 Glossary
constraint,
other)
 Product backlog a request of scaffolding
 Requirements BR01
Working on height
materials will only be
accepted if the requester Constraint
trained workers.
management tool team is trained on working
 Story elaboration on height activities.
 Story slicing
 Use case BR02
 User story
BR03
ITTOs
Tools and
Techniques The Definition of ready is a series of conditions that the entire
team agrees to complete before a user story is considered
sufficiently understood so that work can begin to construct it.
 Business rules
catalog
 Definition of ready
 Glossary
 Product backlog
 Requirements
management tool
 Story elaboration
 Story slicing
 Use case
 User story
ITTOs
 Business rules acronyms about a
catalog
product
 Glossary
 Product backlog
 Requirements
management tool
 Story slicing
 Use case
 User story
ITTOs
Tools and Product Backlog is an ordered list of everything that is known to
Techniques be needed in the product. typically user stories, requirements,
or features, that need to be delivered
 Business rules
catalog
 Glossary
 Product backlog
 Requirements
management tool
 Story slicing
 Use case
 User story
ITTOs
Tools and Requirements management tools allow requirements and
Techniques other product information to be captured and stored in a
repository.
 Business rules
catalog
 Glossary
 Product backlog
 Requirements
management tool
 Story slicing
 Use case
 User story
ITTOs
Tools and
Techniques Story elaboration is the process by which user stories are
further detailed with additional information until they are
ready for development.
 Business rules
catalog
 Glossary
 Product backlog
 Requirements
management tool
 Story slicing
 Use case
 User story
ITTOs
Tools and
Techniques Story slicing is a technique used to split epics or user stories
from a higher level to a lower level.
 Business rules
catalog Can be completed within one iteration.
 Glossary
 Product backlog Has measurable business value.
 Requirements
management tool
 Story slicing
 Use case
 User story
ITTOs
Tools and A use case is a process model that uses textual narrative to
describe the system-user interactions to achieve successful
Techniques completion of a goal.
 Business rules
catalog
 Glossary
 Product backlog
 Requirements
management tool
 Story slicing
 Use case
 User story
ITTOs
Tools and User stories are a method to document stakeholder
Techniques requirements from the users’ point of view with a focus on the
value or benefit achieved by the user with the completion of
that story.
 Business rules
catalog
 Glossary
 Product backlog
 Requirements
management tool
 Story slicing
 Use case
 User story
ITTOs
Tools and
Inputs Outputs
Techniques
 User story
ITTOs
Outputs Requirements and other product information include all
other product Business Requirements
information
Stakeholder Requirements
Solution Requirements
Transition Requirements
Product backlog
Product Backlog is an ordered list of everything
that is known to be needed in the product.
typically user stories, requirements, or features,
that need to be delivered
DEEP approach
To ensure that the product backlog is DEEP and

stays that way, you have to groom or refine it
regularly. Grooming the product backlog is an
ongoing, collaborative process that involves the
product owner and team.
Roman Pichler
DEEP approach
1. Detailed Appropriately
2. Estimated
3. Emergent
Product Backlog 4. Prioritized
Use case
A use case is a process model that uses textual
narrative to describe the system-user interactions
to achieve successful completion of a goal.
• One goal
Use case • A single starting point
• A single ending point
• Multiple paths
Define Acceptance Criteria
Define Acceptance Criteria is the process of obtaining
agreement as to what would constitute proof that one or
more aspects of a solution have been developed successfully.

Acceptance Criteria
A formalized list of requirements that ensure that all
user stories are completed and all scenarios are taken
into account.
Prevent ambiguity & miscommunication

Define Acceptance
Criteria
Define Acceptance Criteria
ITTOs
Define Acceptance Criteria ITTOs
Tools and
Inputs Outputs
Techniques
 Analysis approach  Behavior-driven  Acceptance criteria
development
 Analysis models
 Definition of done
other product  Story elaboration
information
 Solution evaluation
approach

 Analysis models
other product
information
approach
Inputs information.
 Analysis models
other product
information
approach

 Analysis models
other product
information
approach
The solution evaluation approach describes when and how a
Inputs solution will be evaluated, the types of metrics that will support
evaluation, the feasibility of collecting and communicating the
actual performance data for these metrics, and who is responsible
for conducting the evaluation and communicating results.
 Analysis models
other product
information
approach
Tools and
Inputs Outputs
Techniques
development
 Analysis models
information
approach
Behavior-driven development (BDD) is an approach that
Tools and suggests that the team should begin with understanding how
the user will use a product (its behavior), write tests for that
Techniques behavior, and then construct solutions against the tests.
 Behavior-driven
development
Tools and The definition of done (DoD) is a series of conditions that the
entire team agrees to complete before an item is considered
Techniques sufficiently developed to be accepted by the business
stakeholders.
 Behavior-driven
development
Acceptance criteria are met
 Story elaboration Development, and defect standards
are conformed
High-level nonfunctional
requirements are met
Tools and
Techniques Story elaboration is the process by which user stories are
further detailed with additional information until they are
ready for development.
 Behavior-driven
development
Tools and
Inputs Outputs
Techniques
development
 Analysis models
information
approach
Acceptance criteria are concrete and demonstrable
Outputs conditions about an item that need to be met for the
business stakeholders or customers to accept the item.
 Acceptance criteria
Verify Requirements
Verify Requirements is the process of checking that
requirements are of sufficient quality.

Verify Requirements ITTOs
Tools and
Inputs Outputs
Techniques
 Analysis approach  Invest  Verified
requirements and
 Business analysis  Peer reviews other product
organizational information
standards
 Compliance or
regulatory standards
other product
information

organizational
standards
 Compliance or
other product
information
Business analysis organizational standards describe any expected
quality characteristics, formatting rules, syntax rules, and
Inputs requirements structure imposed by the organization on all
business analysis deliverables.
organizational
standards
 Compliance or
other product
information
A category of external EEFs primarily provide sources of
additional information to be analyzed. When included as part of a
Inputs project, these information sources may simplify or shorten
business analysis efforts in some situations, and in other
situations, may increase complexity or scope
organizational
standards
 Compliance or
other product
information

organizational
standards
 Compliance or
other product
information
Tools and
Inputs Outputs
Techniques
requirements and
standards
 Compliance or
other product
information
Tools and
Techniques INVEST stands for a set of criteria used to assess the quality
of a user story.
 Invest
 Peer reviews
Tools and
Techniques Peer reviews involve one or more coworkers
reviewing the work completed by the business
 Invest analyst..
 Peer reviews
Tools and
Inputs Outputs
Techniques
requirements and
standards
 Compliance or
other product
information
Outputs Ensure that requirements are free from errors and addresses
the quality standards
 Verified
requirements and
other product
information
Invest
INVEST stands for a set of criteria used to assess
the quality of a user story.
Invest
Peer reviews
Peer reviews involve one or more coworkers
reviewing the work completed by the business
analyst.
Peer desk check
An informal peer review completed by one or multiple peers
simultaneously
Walkthrough
A peer review in which the author of the materials walks the
peer reviewers through the authored information
Peer reviews Inspection

A formal and rigorous form of review in which practitioners
close to the work
Validate Requirements
Validate Requirements is the process of checking that the
requirements meet business goals and objectives.

Verify Validate
Requirements Requirements
The product information meets the The solution meets business

quality standards objectives
Validate Requirements
ITTOs
Validate Requirements ITTOs
Tools and
Inputs Outputs
Techniques
 Acceptance criteria  Delphi  Validated
requirements and
 Analysis approach  Goal model and other product
information
business objectives
 Business goals and model
objectives
 Traceability matrix
other product  Walkthroughs
information
Inputs conditions about an item that need to be met for the
objectives
other product
information

objectives
other product
information

objectives
other product
information

objectives
other product
information
Tools and
Inputs Outputs
Techniques
requirements and
information
business objectives
objectives
information
Tools and Delphi is a consensus-building technique. It refers to a systematic
Techniques forecasting method used to gather opinions of the panel of
experts anonymously, through questionnaires
 Delphi
First Second Final
 Goal model and Questionnaires
Round
Questionnaires
Round
Questionnaires
Round
business objectives
model
 Walkthroughs
 Delphi
 Goal model and
business objectives
model
 Walkthroughs
Tools and
A traceability matrix is a grid that links product requirements
Techniques from their origin to the deliverables that satisfy them.
 Delphi
 Goal model and
business objectives
model
 Walkthroughs
Tools and A walkthrough is a peer review in which the author of the
materials walks the peer reviewers through the authored
Techniques information.
 Delphi
 Goal model and
business objectives
model
 Walkthroughs
Tools and
Inputs Outputs
Techniques
requirements and
information
business objectives
objectives
information
Outputs Ensure that requirements are agreed by stakeholders and

meets the business goals and objectives .
 Validated
requirements and
other product
information
Prioritize Requirements and
Other Product Information
Prioritize Requirements and Other Product Information is the
process of understanding how individual pieces of product
information achieve stakeholder objectives, and using that
information, along with other agreed-upon prioritization
factors, to facilitate ranking of the work.

Based business value
Prioritize
Requirements and
Other Product Based effort and risk
Information
Prioritize Requirements and
Other Product Information
ITTOs
Prioritize Requirements and Other
Product Information ITTOs
Tools and
Inputs Outputs
Techniques
 Analysis approach  Backlog  Prioritized
management requirements and
 Business goals and  Goal model and other product
objectives information
business objectives
 Change requests model
 Iteration planning
 Relationships and  Kanban board
dependencies  Prioritization
schemes
 Requirements and  Story mapping
other product  Traceability matrix
information
objectives
 Change requests
dependencies
other product
information
objectives
 Change requests
dependencies
other product
information
Inputs Change requests are appeals to make a change to a
requirement or other suggestions for changes to product
information raised by the business stakeholders or project team
after a set of requirements is baselined.
objectives
 Change requests
dependencies
other product
information
Inputs Relationships and dependencies are the linkages established
among objects, such as components of product information,
deliverables, and project work.
objectives
 Change requests
dependencies
other product
information
objectives
 Change requests
dependencies
other product
information
Tools and
Inputs Outputs
Techniques
business objectives
schemes
information
Tools and
Backlog management refers to the process of keeping the
Techniques backlog up to date and organized by priority at all times.
 Backlog
management
 Goal model and
business objectives
model
 Kanban board
 Prioritization
schemes
 Story mapping
 Backlog
management
 Goal model and
business objectives
model
 Kanban board
 Prioritization
schemes
 Story mapping
Tools and
Techniques In adaptive approaches, iteration planning or sprint planning is
the activity used to identify the subset of product backlog items
that the product development team will work on for the current
 Backlog iteration or sprint.
management
 Goal model and
business objectives
model
 Kanban board
 Prioritization
schemes
 Story mapping
Tools and
Techniques A kanban board is visual representation used in adaptive
approaches to track work that is in progress by the project
 Backlog team.
management
 Goal model and
business objectives
model
 Kanban board
 Prioritization
schemes
 Story mapping
Tools and
 Backlog
management Delphi
 Goal model and
business objectives Minimum viable product (MVP)
model
 Iteration planning Buy a feature
 Kanban board MoSCoW
 Prioritization
schemes Multivoting
 Story mapping
 Backlog
management
 Goal model and
business objectives
model
 Kanban board
 Prioritization
schemes
 Story mapping
Tools and
 Backlog
management
 Goal model and
business objectives
model
 Kanban board
 Prioritization
schemes
 Story mapping
Tools and
Inputs Outputs
Techniques
business objectives
schemes
information
Outputs Ensure that requirements are prioritized and they are most
important to address first to achieve the business goals and
objectives.
 Prioritized
requirements and
other product
information
Kanban Board
A kanban board is visual representation used in
adaptive approaches to track work that is in
progress by the project team.
Work in Progress (WIP)
Kanban Board
Identify and Analyze
Product Risks
Identify and Analyze Product Risks is the process of
uncovering and examining assumptions and uncertainties
that could positively or negatively affect success in the
definition, development, and the expected results of the
solution.

Identifying product risks
Performing qualitative risk analysis
Performing quantitative risk analysis
Identify and Planning risk responses

Analyze Product
Risks Implementing these risk responses
Monitoring risks
Identify and Analyze
Product Risks ITTOs
Identify and Analyze Product Risks
ITTOs
Tools and
Inputs Outputs
Techniques
 Analysis approach  Context diagram  Product risk analysis
 Ecosystem map
 Business goals and  Elicitation techniques
objectives  Estimation
techniques
 Enterprise  Organizational chart
environmental factors  Process flows
 Product backlog
 Product scope  Risk burndown chart
 Risk register
 Requirements and  Root cause and
other product opportunity analysis
information  Swot analysis
ITTOs
objectives
 Enterprise
 Product scope
other product
information
ITTOs
objectives
 Enterprise
 Product scope
other product
information
ITTOs
Inputs
Influence
objectives
Business
 Enterprise Analysis
 Product scope EEF

other product
information
ITTOs
Inputs
 Analysis approach or component parts, the key point is that product scope refers
to the actual tangible product.
objectives
 Enterprise
 Product scope
other product
information
ITTOs
objectives
 Enterprise
 Product scope
other product
information
ITTOs
Tools and
Inputs Outputs
Techniques
 Ecosystem map
techniques
 Product backlog
 Risk register
ITTOs
Tools and A context diagram is a scope model that is drawn in order to
define and clarify the boundaries of the system.
Techniques
 Context diagram Time/Schedule External
 Ecosystem map Reservation System
 Elicitation techniques Guest Bank
 Estimation
techniques
 Process flows
 Product backlog
 Risk burndown chart Hotel Reservation
 Risk register Book Room
 Root cause and
 Swot analysis Room Guest
Rooms Booking Guests
Bookings
ITTOs
Tools and An ecosystem map is a scope model that is used to map out
the various entities involved in a transaction, as well as the
Techniques transaction itself.
 Context diagram Customer

 Ecosystem map Mobile App
Loyalty Customer
 Elicitation techniques Promotions Program Email
 Estimation Store layout and
item location Weekly ad
Promotions
techniques
 Process flows Shelf Layout
Print Ad
 Product backlog Layout
 Risk burndown chart Available

inventory
Available
inventory
Upcoming
promotions
 Risk register
 Root cause and Inventory
Purchasing Low inventory
Store
Inventory
opportunity analysis products Inventory
 Swot analysis
update
Recipe Recipe
selection selection
Bar Code
Checkout
Scanner
Loyalty program ID, Product, and price
ITTOs
Techniques
 Context diagram
 Ecosystem map Document
 Elicitation techniques Analysis Interviews
 Estimation
techniques
 Process flows
 Product backlog
 Risk burndown chart
 Risk register
 Root cause and
 Swot analysis Observation Questionnaires
and Surveys
ITTOs
Tools and Estimation techniques are used to provide a
Techniques quantitative assessment of likely amounts or
outcomes.
 Context diagram
 Ecosystem map
 Elicitation techniques Affinity estimating
 Estimation
techniques Bottom up estimating
 Process flows Delphi
 Product backlog
 Risk burndown chart Estimating poker
 Risk register
 Root cause and Relative estimating
 Swot analysis
Wide band Delphi
ITTOs
Tools and
 Context diagram Organization
 Ecosystem map
 Estimation
techniques
 Process flows
 Product backlog
 Risk register
 Root cause and
 Swot analysis
ITTOs
 Context diagram solution
 Ecosystem map
 Estimation
techniques
 Process flows
 Product backlog AS-IS
 Risk register Processes
 Root cause and
 Swot analysis
ITTOs
Tools and Product Backlog is an ordered list of everything that is known to
Techniques be needed in the product. typically user stories, requirements,
or features, that need to be delivered
 Context diagram
 Ecosystem map
 Estimation
techniques
 Process flows
 Product backlog
 Risk register
 Root cause and
 Swot analysis
ITTOs
 Context diagram
 Ecosystem map
 Estimation
techniques
 Process flows
 Product backlog
 Risk register
 Root cause and
 Swot analysis
ITTOs
Tools and
Techniques The risk register is a tool used to support analysis of product
risks. Product risks are logged with corresponding details
 Context diagram
 Ecosystem map
 Estimation
techniques
 Process flows
 Product backlog
 Risk register
 Root cause and
 Swot analysis
ITTOs
Tools and
 Context diagram reason for a variance, defect, or risk.
 Ecosystem map
 Estimation
techniques
 Process flows Opportunity
 Product backlog
 Risk burndown chart Analysis. A study
 Risk register of the major
 Root cause and facets of a potential
 Swot analysis opportunity
ITTOs
 Context diagram threats (T) that exist externally
 Ecosystem map
 Estimation
techniques
 Process flows
 Product backlog
S W O T
 Risk register
 Root cause and
 Swot analysis
ITTOs
Tools and
Inputs Outputs
Techniques
 Ecosystem map
techniques
 Product backlog
 Risk register
ITTOs
Outputs the summation of all activities of the product risk management
including Identified risks, risk responses, rating or priority list of
risks, and risk exposure,
Goal
Track requirements using traceability tools.
Approve which requirements should be

included.
Goal
Manage changes to requirements by
assessing impacts, and dependencies.
Establish relationships
and dependencies
Ensure that
requirements are
approved
The impact of
changes is assessed
# 8.1 Determine Traceability and how traceability will be performed
Planning
Monitoring Approach
linkages between and among
Executing # 8.2 Establish Relationships and
Dependencies requirements .
which requirements should be
Executing # 8.3 Select and Approve Requirements
incorporated within a release.
# 8.4 Manage Changes to Requirements the value and impact of the
Monitoring and Controlling
and Other Product Information changes or defects .
Determine Traceability and
Monitoring Approach
Determine Traceability and Monitoring
Approach is the process of considering how
traceability will be performed on the portfolio,
program, project, or product, and defining how
requirement changes will be managed.
Traceability
Business needs, goals, and objectives
Project objectives
Project scope/WBS deliverables
Product design components
High-level to more detailed-level requirements
Determine
Traceability and Detailed to higher-level requirements
Monitoring
Approach Change Management
Defines how changes to product information will be
handled across the project.
Determine Traceability and
Monitoring Approach ITTOs
Approach ITTOs
Tools and
Inputs Outputs
Techniques
 Compliance or  Retrospectives and  Traceability and
regulatory standards lessons learned monitoring
approach
 Configuration
management
standards
 Product scope
Approach ITTOs
Inputs A category of external EEFs primarily provide sources of
additional information to be analyzed. When included as part of a
project, these information sources may simplify or shorten
business analysis efforts in some situations, and in other
 Compliance or situations, may increase complexity or scope
 Configuration
management
standards
 Product scope
Approach ITTOs
Inputs
Configuration management ensures that the product being
built conforms to its approved requirements.
 Compliance or
 Configuration
management
standards
 Product scope
Approach ITTOs
Inputs
 Compliance or to the actual tangible product.
 Configuration
management
standards
 Product scope
Approach ITTOs
Tools and
Inputs Outputs
Techniques
approach
 Configuration
management
standards
 Product scope
Approach ITTOs
Tools and
Techniques
lessons learned
Approach ITTOs
Tools and
Inputs Outputs
Techniques
approach
 Configuration
management
standards
 Product scope
Approach ITTOs
Outputs
Traceability
 Traceability and Types of objects
Level of detail
monitoring
approach Relationships
Change Management
Change Proposal
Change Review
Decision documenting
Change communication
Roles and responsibilities
Establish Relationships and
Dependencies
Establish Relationships and Dependencies is the
process of tracing or setting linkages between
and among requirements and other product
information.
Ensure that product information adds business value
Minimize the probability of missing requirements
Perform impact analysis

Establish
Make release decisions
Relationships and
Dependencies
Relationships and
Dependencies
Subsets
1 2 3
Relationships and
Dependencies
Subsets
Construction
Organization
Vendors
Relationships and
Dependencies Material
Subcontractors
Suppliers
Implementation Dependency
A B
Benefit or Value Dependency

Relationships and
Dependencies A
Benefit
B
Implementation Dependency
A B
Benefit or Value Dependency

Relationships and
Dependencies Purchase
Software
Benefit
Special
Training
Dependencies ITTOs
Dependencies ITTOs
Tools and
Inputs Outputs
Techniques
 Product scope  Feature model  Relationships and
dependencies
 Requirements and  Requirements
other product management tool
information
 Story mapping
monitoring  Story slicing
approach
Dependencies ITTOs
Inputs
 Product scope to the actual tangible product.
other product
information
monitoring
approach
Dependencies ITTOs
 Product scope
other product
information
monitoring
approach
Dependencies ITTOs
Inputs
Traceability
 Product scope
other product
information Change Management
monitoring
approach
Dependencies ITTOs
Tools and
Inputs Outputs
Techniques
dependencies
information
 Story mapping
approach
Dependencies ITTOs
 Feature model Invoice
Task Tracking
Management
 Requirements
management tool
 Story mapping
Project
 Story slicing Management
System
Document
Management
Dependencies ITTOs
repository.
 Feature model Tracking and reporting requirements status
 Requirements
management tool Facilitating review and approval processes
 Story mapping Supporting team collaboration
 Story slicing
Dependencies ITTOs
 Feature model
 Requirements
management tool
 Story mapping
 Story slicing
Dependencies ITTOs
Tools and
Techniques Story slicing is a technique used to split epics or user stories
from a higher level to a lower level.
 Feature model
 Requirements
management tool
 Story mapping
 Story slicing
Dependencies ITTOs
Tools and
 Feature model
 Requirements
management tool
 Story mapping
 Story slicing
Dependencies ITTOs
Tools and
Inputs Outputs
Techniques
dependencies
information
 Story mapping
approach
Dependencies ITTOs
Outputs The relationships between requirements and other product
information
dependencies
Select and Approve
Requirements
Select and Approve Requirements is the process
of facilitating discussions with stakeholders to
negotiate and confirm which requirements
should be incorporated within an iteration,
release, or project

Getting approval can be a challenge
Select and
Approve
Requirements Requirements are complete Solve Business problem
Select and Approve
Requirements ITTOs
Select and Approve Requirements
ITTOs
Tools and
Inputs Outputs
Techniques
 Product scope  Backlog management  Approved
 Relationships and  Collaborative games
dependencies  Definition of ready requirements
 Stakeholder  Delphi
engagement and  Facilitated workshops
communication  Force field analysis
approach  Group decision-
 Validated making techniques
requirements and  Iteration planning
other product  Prioritization
information schemes
 Verified requirements  Requirements
and other product management tool
information  Story mapping
ITTOs
Inputs
 Product scope or component parts, the key point is that product scope refers
 Relationships and to the actual tangible product.
dependencies
 Stakeholder
engagement and
communication
approach
 Validated
requirements and
other product
information
 Verified requirements
and other product
information
ITTOs
information
 Product scope
dependencies
 Stakeholder
engagement and
communication
approach
 Validated
requirements and
other product
information
and other product
information
ITTOs
stakeholder
 Product scope
dependencies
 Stakeholder
engagement and
communication
approach
 Validated
requirements and
other product
information
and other product
information
ITTOs
Inputs Ensure that requirements are agreed by stakeholders and
meets the business goals and objectives .
 Product scope
dependencies
 Stakeholder
engagement and
communication
approach
 Validated
requirements and
other product
information
and other product
information
ITTOs
Inputs Ensure that requirements are free from errors and addresses
the quality standards
 Product scope
dependencies
 Stakeholder
engagement and
communication
approach
 Validated
requirements and
other product
information
and other product
information
ITTOs
Tools and
Inputs Outputs
Techniques
 Product scope  Backlog management  Approved
 Relationships and  Collaborative games
dependencies  Definition of ready requirements
 Stakeholder  Delphi
engagement and  Facilitated workshops
communication  Force field analysis
approach  Group decision-
 Validated making techniques
requirements and  Iteration planning
other product  Prioritization
information schemes
 Verified requirements  Requirements
and other product management tool
information  Story mapping
ITTOs
Tools and
 Backlog management
 Delphi
 Facilitated workshops
 Force field analysis
 Group decision-
making techniques
 Prioritization
schemes
 Requirements
management tool
 Story mapping
ITTOs
Tools and Collaborative games are a collection of elicitation techniques
that foster collaboration, and creativity to encourage team
Techniques participation and enhance engagement.
 Delphi
 Group decision-
making techniques
 Prioritization
schemes
 Requirements
management tool
 Story mapping
ITTOs
Tools and
Techniques The Definition of ready is a series of conditions that the entire
team agrees to complete before a user story is considered
sufficiently understood so that work can begin to construct it.
 Delphi
 Group decision-
making techniques
 Prioritization
schemes
 Requirements
management tool
 Story mapping
ITTOs
Tools and Delphi is a consensus-building technique. It refers to a systematic
Techniques forecasting method used to gather opinions of the panel of
experts anonymously, through questionnaires
 Collaborative games First Second Final
 Definition of ready Questionnaires Questionnaires Questionnaires
 Delphi
 Facilitated workshops Round Round Round
 Group decision-
making techniques
 Prioritization
schemes
 Requirements
management tool
 Story mapping
ITTOs
Techniques
 Backlog management and a carefully selected group of stakeholders to
 Collaborative games collaborate and work toward a stated objective.
 Delphi
 Facilitated workshops High-quality requirements.
 Force field analysis Facilitated
 Group decision- In a short amount of time.
making techniques
Workshops
 Prioritization
schemes
 Requirements
management tool
 Story mapping
ITTOs
Tools and
Techniques Force field analysis is a decision-making technique that can be
used to help product teams analyze whether there is sufficient
 Backlog management support to pursue a change
 Delphi
 Group decision-
making techniques
 Prioritization
schemes
 Requirements
management tool
 Story mapping
ITTOs
Tools and
Techniques Group decision-making techniques are techniques that can be
used in a group setting to bring participants to a final decision on
 Backlog management an issue or topic under discussion.
 Delphi
 Group decision- Autocratic: One individual makes the decision
making techniques
 Prioritization Majority: support from more than 50% of the participants
schemes
 Requirements Plurality: the most common answer received
management tool
 Story mapping Unanimity: everyone agreeing on a single course of action
ITTOs
Tools and
Techniques In adaptive approaches, iteration planning or sprint planning is
the activity used to identify the subset of product backlog items
that the product development team will work on for the current
 Backlog management iteration or sprint.
 Delphi
 Group decision-
making techniques
 Prioritization
schemes
 Requirements
management tool
 Story mapping
ITTOs
Tools and
 Definition of ready Delphi
 Delphi
 Facilitated workshops Minimum viable product (MVP)
 Group decision- Buy a feature
making techniques
 Iteration planning MoSCoW
 Prioritization
schemes
 Requirements Multivoting
management tool
 Story mapping
ITTOs
repository.
 Delphi
 Group decision-
making techniques
 Prioritization
schemes
 Requirements
management tool
 Story mapping
ITTOs
 Delphi
 Group decision-
making techniques
 Prioritization
schemes
 Requirements
management tool
 Story mapping
ITTOs
Tools and
Inputs Outputs
Techniques
 Business goals and  Backlog management  Approved
objectives  Definition of ready requirements
 Feasibility study  Delphi
results  Facilitated workshops
 Product roadmap  Force field analysis
 Group decision-
 Recommended making techniques
solution option  Iteration planning
 Required capabilities  Prioritization
schemes
and features  Requirements
 Situation statement management tool
 Story mapping
ITTOs
Outputs Requirements that are Verified, Validated and agreed by those
with the authority to approve requirements
 Approved
requirements
Manage Changes to
Requirements and Other
Product Information
Manage Changes to Requirements and Other
Product Information is the process of examining
changes or defects that arise during a project by
understanding the value and impact of the
changes As changes are agreed upon,
information about those changes is reflected
wherever necessary to support prioritization
and eventual product development.
Manage Changes to
Requirements and Other
Manage Changes to Requirements and
Other Product Information ITTOs
Tools and
Inputs Outputs
Techniques
 Approved  Backlog  Recommended
requirements management changes to
 Business goals and  Change control tools requirements and
other product
objectives  Group decision- information
 Change requests making techniques
 Product scope  Impact analysis
 Relationships and  Requirements
dependencies management tool
 Traceability and  Traceability matrix
monitoring
approach
Inputs Requirements that are Verified, Validated and agreed by those
 Approved
requirements
objectives
 Change requests
 Product scope
dependencies
monitoring
approach
 Approved
requirements
objectives
 Change requests
 Product scope
dependencies
monitoring
approach
Inputs Change requests are appeals to make a change to a
requirement or other suggestions for changes to product
information raised by the business stakeholders or project team
after a set of requirements is baselined.
 Approved
requirements
objectives
 Change requests
 Product scope
dependencies
monitoring
approach
Inputs
 Approved to the actual tangible product.
requirements
objectives
 Change requests
 Product scope
dependencies
monitoring
approach
information
 Approved
requirements
objectives
 Change requests
 Product scope
dependencies
monitoring
approach
Inputs
Traceability
 Approved
requirements
objectives
 Change requests Change Management
 Product scope
dependencies
monitoring
approach
Tools and
Inputs Outputs
Techniques
other product
monitoring
approach
Tools and
 Backlog
management
 Change control tools
 Group decision-
making techniques
 Impact analysis
 Requirements
management tool
Tools and
It’s a manual or automated tool used to manage change
Techniques requests and the resulting decisions.
 Backlog Configuration management system (CMS)
management
 Group decision- Version control system (VCS).
making techniques
 Impact analysis
 Requirements
management tool
Tools and
Techniques Group decision-making techniques are techniques that can be
used in a group setting to bring participants to a final decision on
 Backlog an issue or topic under discussion.
management
 Group decision-
making techniques
 Impact analysis Autocratic: One individual makes the decision
 Requirements Majority: support from more than 50% of the participants
management tool
 Traceability matrix Plurality: the most common answer received
Unanimity: everyone agreeing on a single course of action
Tools and
Impact analysis is a technique used to evaluate a change in
Techniques relation to how it will affect related elements
 Backlog
management
 Group decision-
making techniques
 Impact analysis
 Requirements
management tool
repository.
 Backlog
management
 Group decision-
making techniques
 Impact analysis
 Requirements
management tool
Tools and
 Backlog
management
 Group decision-
making techniques
 Impact analysis
 Requirements
management tool
Tools and
Inputs Outputs
Techniques
other product
monitoring
approach
Outputs Describe the course of action that is proposed after analyzing
all the impacts associated with making a proposed change
 Recommended Approved
changes to
requirements and Deferred
other product
information
Rejected
More information required
Practical Requirements
Change Management
Poor change management
Delays
Exceed budget
Practical
Requirements Conflicts
Change
Management
1. Client understanding of change impact
• Provide detailed estimations.
• Hold educational sessions for a client.
2. Late change request at final stage of

development
Practical
Requirements • Keep the decision makers aware of the project
development status.
Change • Show the dependency
Management
Solution Evaluation Goal
Plan for measuring the performance of a
solution
Obtain the acceptance to release a solution
Goal
Assess a solution against business value
delivered
Solution Evaluation
Validate a full solution
or a segment of a
solution
Solution Evaluation
Solution Evaluation
Defining and aligning whether the solution delivering

# 9.1 Evaluate Solution Performance
the business value as intended.
# 9.2 Determine Solution Evaluation which aspects of the solution
Planning
Approach will be evaluated.
# 9.3 Evaluate Acceptance Results what to do with the results.
Executing
and Address Defects
# 9.4 Obtain Solution Acceptance whether to release a partial or
Releasing
for Release full solution into production.
Evaluate Solution
Performance
Evaluate Solution Performance is the process of
evaluating a solution to determine whether the
implemented solution or solution component is
delivering the business value as intended.
Evaluate Solution
Performance
Evaluate Solution
Performance ITTOs
Evaluate Solution Performance ITTOs
Tools and
Inputs Outputs
Techniques
 Business case  Cost-benefit analysis  Assessment of
 Business goals and  Elicitation business value
objectives techniques
 Evaluated  Product portfolio
acceptance results matrix
 Performance data  Prioritization
 Solution evaluation schemes
approach  Root cause and

 Business case
objectives
 Evaluated
acceptance results
 Performance data
approach

 Business case
objectives
 Evaluated
acceptance results
approach
Evaluated acceptance results provide a summarized
Inputs comparison between the acceptance criteria and the actual
acceptance results, along with the root cause for variances or
defects
 Business case
objectives
 Evaluated
acceptance results
approach
Inputs Performance data are a quantified output of a product.
 Business case Productivity

 Business goals and Revenue
objectives
 Evaluated Sales
acceptance results
 Performance data Customer satisfaction
approach
The solution evaluation approach describes when and how a
Inputs solution will be evaluated, the types of metrics that will support
evaluation, the feasibility of collecting and communicating the
actual performance data for these metrics, and who is responsible
for conducting the evaluation and communicating results.
 Business case
objectives
 Evaluated
acceptance results
approach
Tools and
Inputs Outputs
Techniques
Tools and
Techniques Cost-benefit analysis is a financial analysis tool used
to compare the benefits provided by a portfolio
 Cost-benefit analysis component, program, or project against its costs
 Elicitation
techniques
 Product portfolio
matrix
 Prioritization
schemes
 Root cause and Benefits Cost
Returned Invested
Techniques
 Elicitation Facilitated
techniques workshops Interviews
matrix
 Prioritization
schemes
 Root cause and
Observation Focus groups

Tools and A product portfolio matrix, also known as a growth-share matrix, is
Techniques a 2 by 2 market analysis with quadrant diagram used by some
organizations to analyze and prioritize their products or initiatives.
 Elicitation
techniques
matrix
 Prioritization
schemes
 Root cause and
Tools and
 Elicitation Delphi
techniques
 Product portfolio Minimum viable product (MVP)
matrix
 Prioritization Buy a feature
schemes MoSCoW
 Root cause and
opportunity analysis Multivoting
Tools and
 Cost-benefit analysis reason for a variance, defect, or risk.
 Elicitation
techniques
matrix
 Prioritization Opportunity
schemes Analysis. A study
 Root cause and of the major
facets of a potential
opportunity
Tools and
Inputs Outputs
Techniques
The assessment of business value is the result from comparing
Outputs expected business value from a solution against the actual
value that has been realized.
 Assessment of
business value
The difference
The root cause of this difference
Product Portfolio Matrix
A product portfolio matrix, also known as a
growth-share matrix, BCG-matrix, Boston matrix
is a market analysis quadrant diagram used by
some organizations to qualitatively analyze their
products or initiatives.
Relative Market Share
High Low
Market Growth Rate

Stars Question marks
Product Portfolio Cash

Cows
Dogs
Matrix Low
Determine Solution
Evaluation Approach
Determine Solution Evaluation Approach is the
process of determining which aspects of the
organization and/or solution will be evaluated,
how performance will be measured, when
performance will be measured, and by whom.
Process of
Identifying how and when to evaluate a product
Types of Metrics
Acceptance of the Solution
Determine Solution Delivery of the Business value

Evaluation
Approach
Determine Solution
Evaluation Approach
Determine Solution Evaluation
Approach ITTOs
Tools and
Inputs Outputs
Techniques
 Metrics and KPIs  Elicitation  Solution evaluation
 Product scope techniques approach
 Situation statement  Group decision-
making techniques
 Prioritization
schemes
lessons learned
Approach ITTOs
Inputs
A metric is a set of quantifiable
measures used to evaluate a
 Metrics and KPIs solution or business
 Product scope
KPIs are a measurable values that

demonstrate how effectively a
company is achieving key
business objectives
Approach ITTOs
Inputs
 Metrics and KPIs to the actual tangible product.
 Product scope
Approach ITTOs
Inputs
 Metrics and KPIs

 Product scope
Approach ITTOs
Tools and
Inputs Outputs
Techniques
making techniques
 Prioritization
schemes
lessons learned
Approach ITTOs
Techniques
 Elicitation
techniques Document
 Group decision- Analysis
making techniques
 Prioritization
schemes
lessons learned
Facilitated
Workshops
Interviews
Approach ITTOs
Tools and
 Elicitation participants to a final decision on an issue or topic
techniques under discussion.
 Group decision-
making techniques
 Prioritization
schemes
Agree
lessons learned
Approach ITTOs
Tools and
 Elicitation
techniques Delphi
 Group decision-
making techniques Minimum viable product (MVP)
 Prioritization Buy a feature
schemes
 Retrospectives and MoSCoW
lessons learned
Multivoting
Approach ITTOs
Tools and
Techniques
 Elicitation
techniques
 Group decision-
making techniques
 Prioritization
schemes
lessons learned
Approach ITTOs
Tools and
Inputs Outputs
Techniques
making techniques
 Prioritization
schemes
lessons learned
Approach ITTOs
• When and how a solution will be evaluated
Outputs
• Types of metrics that will support evaluation
approach • The feasibility of collecting and
communicating the actual
performance data
• Who is responsible for
conducting the
evaluation and
communicating results
Evaluate Acceptance Results
and Address Defects
Evaluate Acceptance Results and Address
Defects is the process of deciding what to do
with the results from a comparison of the
defined acceptance criteria against the solution.
Evaluate Solution Performance
Defining and Aligning Process Group
Evaluate Acceptance Results and Address Defects

Executing process Group
Evaluate
Acceptance Results
and Address Actual Acceptance
Results Criteria
Defects
Evaluate Acceptance Results
and Address Defects
Evaluate Acceptance Results and
Address Defects ITTOs
Tools and
Inputs Outputs
Techniques
 Acceptance criteria  Prioritization  Evaluated
 Actual acceptance schemes acceptance results
results  Root cause analysis
Inputs conditions about an item that need to be met for the
 Actual acceptance
results
Inputs
contain the pass/fail results from comparing test results against
the acceptance criteria.
 Actual acceptance
results
Actual Acceptance
Results Criteria
Tools and
Inputs Outputs
Techniques
 Acceptance criteria  Prioritization  Evaluated
 Actual acceptance schemes acceptance results
results  Root cause analysis
Tools and
 Prioritization
schemes Delphi
 Root cause analysis
 Traceability matrix Minimum viable product (MVP)
 Variance analysis Buy a feature
MoSCoW
Multivoting
Tools and
 Prioritization reason for a variance, defect, or risk.
schemes
Tools and
 Prioritization
schemes
Tools and Variance is a quantifiable deviation, departure, or divergence from a
known baseline or expected value.
Techniques
Variance analysis is a technique for determining the cause and
degree of difference between the baseline and actual performance.
 Prioritization
schemes
Tools and
Inputs Outputs
Techniques
 Metrics and KPIs  Prioritization  Evaluated
 Product scope schemes acceptance results
 Situation statement  Root cause analysis
Outputs
• Summarized comparison
 Evaluated
acceptance results • Root cause for variances
Obtain Solution Acceptance
for Release
Obtain Solution Acceptance for Release is the
process of facilitating a decision on whether to
release a partial or full solution into production
and eventually to an operational team, as well
as transitioning knowledge and existing
information about the product.
Obtain Solution
Acceptance for
Release
Obtain Solution Acceptance
for Release
Obtain Solution Acceptance for Release
ITTOs
Tools and
Inputs Outputs
Techniques
 Approved  Facilitated  Release decision
requirements workshops
 Evaluated  Group decision-
acceptance results
 Product risk analysis making techniques
 Readiness
assessment
 Stakeholder
engagement and
communication
approach
 Transition plan
ITTOs
Inputs Requirements that are Verified, Validated and agreed by those
 Approved
requirements
 Evaluated
acceptance results
 Readiness
assessment
 Stakeholder
engagement and
communication
approach
 Transition plan
ITTOs
Inputs
• Summarized comparison
 Approved
requirements • Root cause for variances
 Evaluated
acceptance results
 Readiness
assessment
 Stakeholder
engagement and
communication
approach
 Transition plan
ITTOs
 Approved
requirements
 Evaluated
acceptance results
 Readiness
assessment
 Stakeholder
engagement and
communication
approach
 Transition plan
ITTOs
Inputs
The transition readiness assessment
determines the ability of the
organization to transition to the
 Approved future state.
requirements
 Evaluated
acceptance results
 Product risk analysis Readiness
Report
 Readiness
assessment
 Stakeholder
engagement and
communication Compare against a
approach maturity model
 Transition plan
ITTOs
stakeholder
 Approved
requirements
 Evaluated
acceptance results
 Readiness
assessment
 Stakeholder
engagement and
communication
approach
 Transition plan
ITTOs
Inputs From a business analysis perspective, a transition plan
encompasses actionable and testable transition requirements
based on the transition strategy.
 Approved
requirements Massive Transition
 Evaluated
acceptance results Segmented transition
 Readiness Time-boxed coexistence
assessment
 Stakeholder Permanent coexistence
engagement and
communication
approach
 Transition plan
ITTOs
Tools and
Inputs Outputs
Techniques
acceptance results
 Readiness
assessment
 Stakeholder
engagement and
communication
approach
 Transition plan
ITTOs
Techniques
 Facilitated and a carefully selected group of stakeholders to
workshops collaborate and work toward a stated objective.
 Group decision-
making techniques
Facilitated
Workshops
ITTOs
Tools and
 Facilitated participants to a final decision on an issue or topic
workshops under discussion.
 Group decision-
making techniques
Agree
ITTOs
Tools and
Inputs Outputs
Techniques
acceptance results
 Readiness
assessment
 Stakeholder
engagement and
communication
approach
 Transition plan
ITTOs
Outputs • A release decision may permit the release or partial
release of the solution, delay it, or disapprove and
prevent it.
 Release decision

PMI-PBA Workbook by Mohamed Elhout

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

PMI-PBA Workbook by Mohamed Elhout

Uploaded by

Copyright:

Available Formats

Professional in Business Analysis

PMI-PBA Preparation Course

What’s Overview of PMI-PBA certification

How to pass the exam in your first

Recommend relevant solutions

PMI-PBA 5 Domain of the exam

1. Needs Assessment 2 4 Needs Assessment

2. Planning 3 5 Stakeholder Engagement

Check out Q&A section

Exam qualification * This course covers the 35 contact hours of training

Creating the business case

Evaluate Solution Performance

Translate the business case into a charter

Define business analysis deliverables

Monitor engagement with stakeholders

Knowledge Areas  Elicitation

 Traceability and monitoring

Product Coaching and training services

-Project Management -Business Analysis

Life Cycles Project life cycle, the series of phases

Initiation Planning Execution Closure

-The PMI Guide to Business Analysis

Business need Stakeholders

In business analysis, stakeholders also

Product Solution Transition

Related to the business not the system

Defined within the context of a project

Defined within the context of a project

 Manage risk and reduce rework

 Minimize product defects

 Achieve stakeholder satisfaction

 Determine the best solutions to

Social and cultural influences and issues

Stakeholder expectations and risk appetite

External professional standards

Government or industry standards

Physical environmental elements

Stakeholder expectations and risk appetite

Geographic distribution of facilities and resources

Environmental Market research and experimentation

a collection of the business and technology

Interest and level of commitment to reuse the

Guidelines and criteria

Explicit knowledge that can be readily codified using

Tacit knowledge that is personal and difficult to

Explicit knowledge that can be readily codified using

• Historical information and lessons learned knowledge

• Minds of subject matter experts

Goal Determining viable solution options.

Assemble the results

What does it affect and when?

Inputs Expected Actual

 Elicitation results Business

Why we need this change?

An objective statement of a problem or opportunity that

In Elhout Hotel, customers smoking in our rooms affects other

Assess current Current Capabilities

 Situation statement Business Architectures

Outputs A current state assessment may be

One year One year

Reduce overhead costs by

Capability Analysis Business capability analysis is a technique

Equipment And Machinery