Chapter 2 - Business Analysis



Chapter 2 focuses on key concepts for Business Analysis. I will share with you five concepts I found to be important for Business Analysts.

The first concept I will explain is Requirements Analysis and Design Definition. At Ubisoft, Business Analysts are tasked with acquiring the key requirements of the stakeholders involved in the project or affected by its outcomes. These key requirements are understood to be the “need” or new gaming software. The Business Analyst must clearly identify this need and the inputs required to initiate the project and determine project deliverables. The need creates an initial scope for the project whereas the design would be classified as the end result or outcome. The design, over time, may change as a result of additional information derived from stakeholders in better understanding and addressing the need or expectation of the stakeholders.

Requirements are broken down into greater detail within the chapter to define business requirements, stakeholder requirements, solution requirements and transition requirements. These are classified as part of the Requirements Classification Schema (details the classification of requirements involved in a project) and are all key concepts in meeting project deliverables.

Equally important to the business development process is the appreciation of the Business Analysis Core Concept Model (BACCM) and the six core concepts of Change, Need, Solution, Stakeholder, Value and Context. The Business Analysis Core Concept Model is a formal structure that details scope for the business analysis profession. Considering these six concepts and ensuring they are reviewed continuously will positively impact the quality and completeness of the project.

Risk (uncertainty or unpredictability) is another critical concept to consider in project development and implementation. The Business Analyst must explore all avenues of minimizing, mitigating or eliminating the impact of risks through continuous stakeholder collaboration and feedback.
In controlling/ managing risk, Business Analysts must involve Subject Matter Experts (SMEs) in their efforts. SMEs are those stakeholders who are consultation experts, who have gained experience with the problem/ need to be addressed and who have, through studies or first-hand experience, identified possible solutions worthy of review.

Understanding these concepts will assist the Ubisoft Business Analyst in being successful in his/her efforts, focusing on total quality management and efficient project delivery.

Comments

  1. Kirandeep Kaur16 January 2020 at 15:31

    The Business Analysis Core Concept Model (BACCM) is composed of six terms which helps the business analysts to discuss the business analysis and its relationships with the common terminology. The six core concepts are equally important for business analysis. These core concepts provide an idea fundamental to business analysis. If one core concept is not clear then all other concepts are not fully understood because each concept is defined by other five concepts. These concepts are used for understanding and analyzing the type of the information in business analysis tasks.

    ReplyDelete
  2. Karandeep singh16 January 2020 at 18:58

    In this chapter, a list of stakeholders participate in the tasks of the business. A business analyst is interacting directly or indirectly with the stakeholders. There are multiple stakeholders roles within each category. A single person can perform more the one responsibility in different roles. Business Analysts, customer, end user, regulator, sponsor, supplier, tester and so on, are included in the list of stakeholders.

    ReplyDelete
  3. Sukhpreet Singh16 January 2020 at 19:24

    Risks are the uncertain future events which might have positive or negative effects on the company. The risk management is the responsibility of business analyst to give the proper guidance to the company. There are some steps to manage risk. Risk identification is the first step to manage risk in which risk must be identified with the help of experts, stakeholders, past experiences and situations and this is done to minimize the uncertain future negative result. After that risk analysis involves the level of the risk and look at the ways to control or deal with the results, either positive or negative. At last results are to be faced. If it is positive, then there is opportunity to get the rewards and if it would be negative then the issues must be mitigated, and loss must be accepted as a lesson for future processes.

    ReplyDelete

Post a Comment

Popular posts from this blog

Chapter 7 – Business Requirements Gathering

Chapter 7 –  Understanding the Real Problem This chapter focuses on the Business Analyst “thinking above the line” and focusing on the true essence of the business. This requires reviewing the Brown Cow Model – that is looking at the area above the line – the “ What Now ”. This section examines the undiluted and core reason for the business’ existence. The next step would be to look at the future of the business, called the “Future What”. Examining these two areas helps the Business Analyst get to the heart of the business problem, rather than focus on possible solutions. With the right focus the Business Analyst is not distracted by what others may think the solution could be, but the BA delves and trawls through as much information as possible to accurately understand the business and how it functions, minus technology or automation. This determination to channel all efforts towards the core purpose of the business allows the BA to be more open to all possible solutions...
Read more

Chapter 3 - Business Requirements Gathering

Chapter 3 - Scoping the Business Problem This chapter focuses on Project Blastoff Deliverables such as Project Purpose, Scope of work, Stakeholders, Constraints, Names, Estimated Cost and Risks. The chapter refers to Scope, Stakeholders and Purpose as the Trinity confirming that these are core elements of any successful project blastoff. ·          For Project Scope, we must understand the extent of the work to be done and how this task (business improvement) will impact the current operational environment and its existing products and services. We must ensure that we accurately document the depth and breadth of the project. ·          For Project Purpose, we must accurately capture the quantifiable/ measurable business benefit to be gained from the completion of the project. ·          For Stakeholders, we must document all possible persons with a vest...
Read more

Chapter 4 - BUSINESS USE CASES

Business use cases  -Business events are useful to partition the work, but it is the work’s response to the  event that now captures the interest of the requirements analyst. For every business event, there is a preplanned response to it, known as a business use case (BUC). Rabbit Projects - it is important to have a rock-solid grasp of the business problem to be solved. Rabbits make use of business use cases to explore their problem domain before starting to formulate a solution. This approach does not add to the documentation load, and it lessens the time spent delivering inappropriate solutions. Horse Projects - Horse projects are more strategic than rabbits. they need more time to complete. There is also the possibility of using Business use case scenarios as the documentation to pass along to the developers. Elephant Projects - elephant projects have a large number of stakeholders, clear communication is both important and difficult. Business ...
Read more