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Moreover, it will lead you to a promising job and a good reputation within the Business Analysis field. Good luck! Please check your mailbox for a message from support prepaway. Needs experience to break down planned approach to manage Tells what items need to be items for accurate estimate. In worked on and what items can Lack of details can result in lost managed backlogs, items at top wait. Backlog items can be user stories, use cases, defects, CRs, risks etc. Business Business policies dictate actions An enterprise-wide rules engine When combined, rules can be 1.

Use business terminology rules analysis of an enterprise and people in it can assist in quick lengthy, inconsistent or produce for validation. Document independently influencing, or regulating them. Poorly defined vocabulary can from enforcement. Business rules serves as a Centralized rules repository result in inaccurate or 3. Stated in declarative criterion for guiding behavior and enables reuse. Maintained in a manner testable manner.

Can become blame game. Lack of willingness to discuss deliverables, Final solution, improvement recommendations Reinforces positive experiences. Can Reduces risks for future projects. Facilitation required to ensure Automation introduced or include any format or venue that Recognizes strengths or discussions remain focused on eliminated, Impact to is acceptable to key stakeholders.

Performance expectations or informal. Ranking requirements. Importance may be value. Lack of defined metrics may make it subjective. Remove defects formally or informally. Informal reviews are more Check conformity to Communicate review objectives in Identifies defects early. Desk checks and pass around removal of significant defects. Check completeness reviews are convenient. Difficult to validate whether prior Quality measurement independent review in desk Reach consensus on check and pass around reviews.

Education of reviewers Sharing and discussing review comments over e-mail can elongate approval process. Items can Allows to rank importance of Consumes productive time.

Stakeholders may perceive this Learning and growth financial measures aligned to Balanced planning and thinking. Encourages forward thinking and planning than one tool among Business process dimension competitiveness.

Customer dimension Misinterpreted as a replacement Financial dimension for strategic planning, execution and measurement.

Business Capability maps provide a Create focused and aligned Requires a broad, cross— capability graphical view of capabilities. Capabilities describe outcome of organization. Business Formally or informally, justify Integrated view of facts, issues, Subject to biases of authors. Steps: cases investments based on estimated and analysis. Often not updated after funding. Define needs. Spend Financial analysis of costs and Assumptions wrt costs and 2. Determine desired time and resources on business benefits.

Assess constraints, importance of its potential value. Business cases do not provide 4. Recommend solutions. Widely used and effective impacts. As a diagnostic tool, use elements framework to understand and Does not provide a holistic Key activities of the canvas as a lens into optimize business models. Key resources current state of business, Maps of programs, projects, and Does not include strategic especially wrt relative amounts of other initiatives to the strategy purpose of enterprise.

Value proposition energy, time, and resources of the enterprise. Customer relationships currently invested in various Channels areas. Customer segments Cost structure Revenue streams Decision Supports decision-making in Determines expected value of Requires knowledge of Values, goals and objectives analysis complex, difficult, or uncertain alternative scenarios.

Examines and models Assesses importance placed on Information may not be available Nature of decision to be possible consequences of different alternatives. Decisions may have to made. Assesses options based on be taken immediately at times. Areas of uncertainty that objective criteria rather than Tendency to treat results of affect decision. Unnecessary for simple decisions modeling decisions are made using data Facilitate shared understanding. Support impact analysis.

Practices may differ from model. Multiple perspectives can be Difficult to obtain agreement on shared and combined, especially cross-functional rules. Needs clearly defined business Decision tables help in terminology to avoid data quality managing large numbers of issues for process automation parameters.

Helps with reuse. Helps in rules-based automation, data mining, predictive analytics and BI projects. Financial Explore financial aspects benefits Objective quantitative Costs and benefits are difficult to Cost of change analysis and costs of an investment. Total cost of ownership Assumptions and estimates are Numbers give false sense of TCO clearly stated. Opportunity cost Reduces uncertainty by Sunk cost identifying and analyzing Net benefit influencing factors. Possible to manage only a Avoid and manage way of dealing with Successful risk responses on one subset of potential risks.

Transfer risks. Accept Ongoing risk management helps Increase to re-evaluate risks and suitability of planned responses. A environment prior to identifying Clear context needed to stay Opportunities and Threats framework for strategic planning, potential solution options. Concept Organizes business vocabulary, Makes precise communication.

Requires abstract thinking skill. Organizing, managing and modelling usually starting with glossary. Independent of data design Need tool support for strict communicating core biases. Need to capture large numbers of business rules, Stakeholders find it hard to understand data models, Regulatory or compliance challenges. Needs maintenance to ensure elements combine into composite Ensures consistent usage of data quick and easy retrieval.

Used to manage elements. Data Data model describe entities, Helps in consistent vocabulary. Requires background in modelling classes or data objects relevant to Ensures logical design of software.

Consistent approach to analyze and document data and its relationships. Can be at different levels of detail. Can expose missing requirements. Different DFD notations exist. Data used in DFDs To discover processes and data. Highest level diagram or data models. Level 0 is context diagram Excellent way to define scope represents the entire system.

Helps in effort estimation. Easy to understand. Helps to identify duplicate or missing data elements. Describes context of modelling sequential flow of activities. A process models. Can become extremely complex 2. Describes current as is , sequential flow of control among Can show large number of and unwieldy. Single individual will not be able 3. Provides a visual to computer system.

Provides a basis for within a software program. Documentation for compliance. Used for training and In a highly dynamic coordination of activities.

Stakeholders often alter Provides transparency and clarity processes to meet their needs to process owners without updating the model. Sequence Sequence diagrams also known Shows interactions between Creating sequence diagram for diagrams as event diagrams model logic of objects in visual and every use case can be a waste of usage scenarios, by showing chronological time order.

Set of possible states modelling called a state transition model information for entity being Obtaining consensus is time- Statuses for an entity, describe and analyze different modelled. Actions that can or must be performed by entity in each state as it moves by its life cycle. User stories User stories are a brief textual Easily understood. Can prove to be a challenge due Parts of user story: description, typically 1 or 2 Prioritizing, estimating and to lack of detailed specifications.

Title sentences, of functionality that planning solutions. Requires context and visibility. Statement of value. User stakeholders. Flexible format of use cases may to accomplish one or more of that Narrative flow of use case result in capturing inappropriate person or systems goals. Additional analysis and design Use case description articulates required to identify include use functional behavior of a system.

Non- Examines requirements for a Provides measurable expressions Difficult to articulate and define NFR categories are: functional solution that define how well of how well functional than functional requirements. Availability, Compatibility requirements functional requirements must requirements must perform.

Usefulness depends on how well Functionality, Maintainability, analysis perform. Also known as quality States constraints applicable to stakeholders can express their Performance efficiency, attributes or quality of service functional requirements.

Portability, Reliability, requirements. Usability, Certification statements or in matrices. Difficult to measure and test. Roles and Ensures coverage of activities by Provides procedural checks and Need to recognize required level Initiative level roles and permissions denoting responsibility, to balances, and data security, by of detail for a specific initiative responsibilities with RACI matrix identified roles, and to discover restricting individuals from or activity.

Too much detail can be time IT system roles and Promotes improved review of consuming, too little detail can responsibilities with CRUD transaction history, in that audit exclude necessary roles.

Create, Read, Update and logs can capture details about Delete matrix. Acceptance Acceptance criteria describe Agile methodologies require Difficult to change for legal or and minimal set of requirements to be requirements to be expressed as political reasons.

Achieving consensus is criteria implementing, also known as Express contractual obligations. Must Have requirements. Evaluation criteria help in Typically used when evaluation assessing diverse needs and only one possible solution and is defining priorities.

Must be testable. Metrics and Measure performance of Allows stakeholders to Can be expensive, bureaucratic, Properties of indicators: key solutions, solution components understand extent to which a and useless.

Clear: Precise and performance and other matters of interest to solution meets an objective. Can distract from key unambiguous. A metric is a Facilitates organizational responsibilities, especially on 2. Relevant: Appropriate to KPIs quantifiable level of an indicator alignment, linking goals to agile projects. A target objectives, supporting solutions, Mostly no feedback is provided 3. Economical: Available at metric is objective to be reached underlying tasks and resources.

Adequate: Provides a actions are affecting quality of sufficient basis on which to project results. Can lead to sub-optimal 5. Quantifiable: Can be performance when metrics are independently validated.

Trustworthy and Credible: Based on evidence and research. Challenging to decide which identifies improvement Minimizes waste. Flexibilities wrt techniques and rigorously to follow them. Not very effective in knowledge or decision-intensive processes. Root cause Identify and evaluate underlying Structured method to identify Need formal training or Steps for RCA are: analysis causes of a problem, looking into root causes.

Problem Statement causes occurring due to people, Helps to come up with effective a team of experts. Definition physical or organizational effects. Prove to be difficult with 2. Data Collection Reactive analysis: For corrective complex problems.

Cause Identification action. Action Identification Proactive analysis: For preventive action. Vendor Assess ability of a potential Ensures vendor is reliable and Time-consuming to gather Aspects to be careful: assessment vendor to meet commitments wrt organization expectations are sufficient information on multiple Choose licensing and pricing delivery and consistent provision met.

Reduces risk of choosing an Risk of failure as partnership Determine product unsuitable vendor. Steps: from large amounts of data, insights. Takes considerable effort. Elicit requirements usually resulting in mathematical Increased accuracy of data and Can result in erroneous Data preparation: Analytical models. Utilized in either decision. May lead to accidental misuse. Analyze data question or unsupervised pure Resistance to use of advanced Modelling techniques pattern discovery investigations.

This reduces complexity of analysis. Define what to decompose, how to decompose, and how deeply to decompose. Decomposition can be applied to diverse subjects like: Level of functional decomposition defines where, why and when to stop decomposing. Decomposition can be represented by a combination of plain texts, hierarchical diagram, programming languages CRUD operations , visual diagrams etc. Work breakdown structure WBS decomposes project scope in phases, work packages and deliverables.

Interface Analysis An interface is a connection between 2 components or solutions. Interface types are: 1. User interfaces - Users interacting with system plus reports.

Data interfaces between systems. Application programming interfaces APIs. Prepare Utilize techniques like document analysis, observation, scope modeling Use case model , interviews etc.

Identify interfaces Identify interfaces which are needed in future for each stakeholder or system that interacts with the system. Describe function of interface, assess usage, evaluate suitable type and elicit details about interface. Define interfaces Include name, exchange method between entities, message format, exchange frequency etc. Organizational Model Org. Helps in standardization of work or processes. Markets: To serve particular customer segments, geographical areas, projects or processes rather than group employees based on common skills or expertise.