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(Module 2) Session 3 - Chapter 4-Elicitation-And-Collaboration
(Module 2) Session 3 - Chapter 4-Elicitation-And-Collaboration
(Module 2) Session 3 - Chapter 4-Elicitation-And-Collaboration
AGENDA
• Review of Chapter 3
• Introduction of Chapter 4
• Purpose
• To understand the scope of the elicitation activity, select appropriate
techniques, and plan for (or procure) appropriate supporting materials
and resources.
GAP analysis: thu hp khong cách gia cái mình hiu và cái kh yêu cu
• Overall corporate culture and environment tùy thuc theo vn hóa và môi trng
Elements • Expected outputs the elicitation activities will feed output mong mun c a ra là cái
gì
skill ca BA, tùy theo th mnh skill ca mi BA
• Skills of the business analysis practitioner mà áp dng các cách khác nhau ly c
review ca khách hàng
• Strategy or solution approach da trên chin lc phát trin ca solution ó: kh nhiu tin, ít tin thì s
có nhng cách tip cn khác nhau
• Scope of future solution tng lai: ngn hn, dài hn ca gii pháp ó
• Possible sources of the business analysis information that might
feed into the specific elicitation activity.
nhng ngun thông tin nào giúp mình tin hành elicitation
• Set Up Logistics
• Logistics are planned prior to an elicitation activity.
The logistics for each elicitation activity include
identifying:
• Activity's goals
• Participants and their roles
• Scheduled resources, including people, rooms, and tools ghi âm li nu note k
2. • Locations
c c hoc trong trng
hp an toàn nht
• Organizational polices
• Regulations
• Contracts
BOSCH | Elicitation & 17
Collaboration
4.1 PREPARE FOR ELICITATION
• List of stakeholders
3. • Timing of the work cn planning thi gian
Guidelines • Expected format and level of detail of elicitation results cn format, càng chi tit
and Tools
càng tt
• Identified challenges and uncertainties
xác nh th thách và không chc chn, không sn sàng => lit kê ra g nhng cái thách thc ó vi kh
3.
Guidelines
and Tools
• Interviews hi khách hàng bng nhiu cách xem mình elicit có úng hng hay không
• Sponsor là ngi có quyn có th giúp mình trong vic iu khin nh s giúp t các stakeholder khác
• Purpose
• To draw out, explore, and identify information relevant to the change.
• Description
• There are three common types of elicitation:
• Collaborative: involves direct interaction with stakeholders, and relies on
their experiences, expertise, and judgment. phi hp, gp mt trc tip, gián tip vs khách hàng
• Research: involves systematically discovering and studying information from nghiên cu: BA làm vic c lp,
materials or sources that are not directly known by stakeholders involvedk làmin vic trc tip vi khách
hàng, research xong phi
the change. Stakeholders might still participate in the research. Research canli vs khách hàng
confirm
include data analysis of historical data to identify trends or past results xem
không
thông tin ó có úng hay
• Description
• One or more elicitation techniques may be used to produce the desired
outcome within the scope of elicitation.
• Stakeholders may collaborate in elicitation by:
• Participating and interacting during the elicitation activity
• Researching, studying, and providing feedback on documents, systems,
models, and interfaces.
MVP: Minimum Viable Product: product ã có tính nng c bn nht cho khách hàng s dng và ch có tính nng quan trng, user có quyn s dng hoc t
chi s dng hoc dùng xong feedback xu ly ý kin v sp, th tính nng ca product, product ã có sn, add thêm tính nng thm dò khách hàng có thích
tính nng không
MMP: Minimum Market Product: ngta a cho bn 1 sp bn dùng th xem concept ca product xem có kh nng phát trin trong tng lai hay không, th
th trng, product cha có, là sp mi trên th trng, tung ra xem khách hàng có thích concept ca sn phm này không
2.
Elements
3.
Guidelines
and Tools
• Brainstorming
• Generates many ideas in a short period of time.
3.
• Allows for organization and prioritization of those ideas.
Guidelines
and Tools • Business Rules Analysis
• Identifies rules used to govern decisions.
• Rules define, constrain, enable operations.
• Concept Modeling khái nim mô hình: tìm hiu mô hình kinh doanh, sn phm, i tng khách hàng
• Focus Groups 1 nhóm bàn vs nhau, mình a b câu hi cho h, h t tho lun r a ra 1 câu tr li, thng nht
câu tr li, mi i din nhng ngi quan trng i hp thôi
• Identify and understand ideas and attitudes.
4. • Interface Analysis phng vn trc tip, mình a b câu hi hi trc tip ngi ó luôn, truyn t ý trc tip nht,
Techniques pv tng ngi, phân tích giao din ca h thng (nu yc khác hàng a ra mà mình
• Aids in understanding the interaction, and the
k có sn), phân tích giao din da trên 3 yu t: h thng, role ca ng dùng ntn,
cu trúc cty
characteristics of that interaction between two entities.
• Systems
• Roles
• Organization
• Process Modeling ging cái trên, nhng thiên v model, miêu t các n v liên quan ti quy trình ó
• Used to elicit processes from participants during
activities.
4.
Techniques • Prototyping gn nh là 1 sp hoàn thin,cái này khác mockup ch prototyping là sp ã c to ra ri, ging
99% sp theo yêu cu, mockup ch thy c trên hình v, wiframe: bn nháp s sài
• Elicit and validate needs through an iterative process.
• Creates a model or requirements or designs.
a cho khách hàng prototyp r khách hàng nhn xét, tri nghim, góp ý, mình s ly góp ý và bit cn ci thin thêm im nào
• Domain Subject Matter Expert a ra hng gii quyt nhng k bit cách i c thbbbbb, là
chuyên gia ca lnh vc ó, không phi là chuyên gia
ca h thng ó
• Has expertise in some aspect of the situation and
can provide the required business analysis
5. information.
Stakeholders • Often guides and assists the business analyst in
identifying appropriate research sources, and may
help to arrange research, experiments, and
facilitated elicitation.
• End User
• User of existing and future solutions, who should
participate in elicitation.
end user là ngi s dng dch v hoc h thng, là ngi tng tác vs h thng, nu k tng tác thì chc chn k phi end user
BOSCH | Elicitation & 46
Collaboration
4.2 CONDUCT ELICITATION
thit k gii pháp, hiu rõ làm cách nào thc thi c gii pháp ó
• Any Stakeholders
• Could have relevant knowledge or experience to
participate in elicitation activities.
6.
Outputs
• Description
• Elicited information is confirmed to identify any problems and resolve
them before resources are committed to using the information.
• Elicitation results can be compared against their source and other
elicitation results to ensure consistency.
• Collaboration with stakeholders might be necessary to ensure their
inputs are correctly captured and that they agree with the results of
non-facilitated elicitation.
• Description
• This review may discover errors, omissions, conflicts, and ambiguity.
• If information is not correct or inconsistent, the business analyst
determines what is correct, which can require more elicitation to
determine the correct information or resolve the discrepancies,
respectively.
• Committing resources to business analysis activities based on
unconfirmed elicitation results may mean stakeholder expectations are
not met.
• Confirming the elicitation results is a much less rigorous and formal
review than what occurs during analysis (for more information, see 7.1
Specify and Model Requirements).
1.
Inputs
• Interviews
• Used to confirm the business analysis information
and to confirm that the integration of that information
4. is correct.
Techniques
• Reviews
• Used to confirm a set of elicitation results. Such
reviews could be informal or formal depending on the
risks of not having correct, useful, and relevant
information.
• Any stakeholder
• All types of stakeholders may need to participate in
confirming elicitation results.
6.
Outputs
• Description
• Business analysts must communicate appropriate information to
stakeholders at the right time and in formats that meet their needs.
• Consideration is given to expressing the information in language, tone,
and style that is appropriate to the audience.
• Reviews
• Used to provide stakeholders with an opportunity to
express feedback, request required adjustments,
4. understand required responses and actions, and
Techniques agree or provide approvals. Reviews can be used
during group or individual collaboration.
4.
Techniques
• Customer
• Needs to be communicated with frequently so they
are aware of relevant business analysis information.
5.
Stakeholders • Domain Subject Matter Expert
• Needs to understand the business analysis
information as part of confirming and validating it
throughout the change initiative.
• Tester
• Needs to be aware of and understand the business
5. analysis information, particularly requirements and designs
Stakeholders for testing purposes.
• Any stakeholder
• All types of stakeholders will likely need to be
communicated with at some point during the change
initiative.
6.
Outputs
• Description
• Business analysis work lends itself to many collaboration opportunities
between groups of stakeholders on the business analysis work
products. Stakeholders hold various degrees of influence and authority
over the approval of work products, and are also an important source
of needs, constraints, and assumptions.
• In this task, the business analyst does the following with stakeholders:
• Identifies stakeholders
• Confirms their roles
• Communicates with them to ensure that the right stakeholders participate at
the right times and in the appropriate roles
• Business Objectives
• Describe the desired direction needed to achieve the
3. future state. They can be used to focus diverse
stakeholders on a common vision of the desired
Guidelines business outcomes.
and Tools
• Future State Description
• Defines the desired future state and the expected
value it delivers which can be used to focus diverse
stakeholders on the common goal.
and Tools
5.
Stakeholders
6.
Outputs