The definitive guide on the roles and responsibilities of the business analyst
Business Analysis offers a complete description of the process of business analysis in solving business problems. Filled with tips, tricks, techniques, and guerilla tactics to help execute the process in the face of sometimes overwhelming political or social obstacles, this guide is also filled with real world stories from the author's more than thirty years of experience working as a business analyst.
* Provides techniques and tips to execute the at-times tricky job of business analyst
* Written by an industry expert with over thirty years of experience
Straightforward and insightful, Business Analysis is a valuable contribution to your ability to be successful in this role in today's business environment.
Produkt-Info
Auflage
Sprache
Verlagsort
Produkt-Hinweis
Fadenheftung
Gewebe-Einband
Maße
Höhe: 240 mm
Breite: 164 mm
Dicke: 43 mm
Gewicht
ISBN-13
978-1-118-07600-2 (9781118076002)
Schweitzer Klassifikation
Steven P. Blais is a solution architect and a consultant, coach, trainer, and course author in business analysis, software development, and project management. He contributes articles on a regular basis to allPM.com, a project management webzine published by the International Institute for Learning (IIL). He is a frequent content provider to numerous BA blogging sites, including EssenceoftheBA.com, and chairs a committee for the Business Analysis Body of Knowledge R3 with the International Institute of Business Analysis (IIBA), the predominant organization for the growing discipline of business analysis, with currently over 15,000 members in ninety chapters worldwide.
Preface
Acknowledgments
Part One: The Problem Solver
Chapter 1: What Is a Business Analyst?
The Business Analyst in Context
What Is It All About?
The Role of the Business Analyst
The Business Analyst in the Center
Business Analyst Focus
The Ideal Business Analyst
Last-Liners
Notes
Chapter 2: The Evolution of the Business Analyst
The Business Analyst Hall of Fame
Where It Began
Information Systems
The Rise of the Business Analyst
The Business Analyst Position
The Business Analyst Profession
The Question of Certification
The Challenge of Business Analyst Certification
The Value of Certification
Notes
Chapter 3: A Sense of Where You Are
Business Analysts Coming from IT
Business Analysts Coming from the Business Community
Living with the Business
The Lone Ranger
Working Both Sides of the Street
Central Business Analyst Organization
Chapter 4: What Makes a Good Business Analyst?
The Skillful Business Analyst
Is a Business Analyst Born or Made?
So What Does It Take to Be a Business Analyst?
Chapter 5: Roles of the Business Analyst
Intermediary
Filter
Mediator
Diplomat
Politician
Investigator
Analyst
Change Agent
Quality Control Specialist
Facilitator
Process Improver
Increase Value of Organizational Business Processes
Build It and They Will Come
Reducing Complexity
Playing Multiple Roles
Notes
Part Two: The Players
Chapter 6: The Business Analyst and the Solution Team
Business Analyst and Project Manager
Business Analyst and Systems Analyst
Trying to Do All Jobs
Business Analyst and the Rest of the Solution Team
Bottom Line
Notes
Chapter 7: The Business Analyst and the Business Community
Constituents and Constituencies
Business Analysts and Upper-Level Management
Product Stakeholders
Subject Matter Experts
Process Workers
Managing Expectations
Notes
Part Three: The Problem
The Business Internist
Chapter 8: Define the Problem
First Things First
Challenge 1: Finding the Problem
Challenge 2: The Unstated Problem
Challenge 3: The Misunderstood Problem
Define the Real Problem
The Problem Determination Game
Documenting the Problem
Product Vision
Define the Vision
Checkpoint Alpha
Focus on the Problem and Vision
Note
Chapter 9: Define the Product Scope
Project and Product Scopes
Product Scope
Product Scope Formula
Strategic Justification
Business and Product Constraints
Business and Product Risks
Functional Goals
Political Success Factors
Product Scope Formula
Measuring
Take the Technical Pulse
Applying the Product Scope
Notes
Chapter 10: Confirm Alignment and Financial Justification
The Business Case
The Value of IT
Considering Alignment
Organization Mission
Organization Goals
Organization Strategies
Department-level Mission, Goals, and Strategies
At the Tactical Level
Determining the Value of the IT Project
Provide Financial Justification for Solving the Problem
Proof of Solution: Feasibility Study
The Metrics Game
In the End.
Notes
Part Four: The Process
Chapter 11: Gather the Information
Why We Cannot Define Good Requirements
Stop Gathering Requirements
Users Do Not Have Requirements
Gather Information Not Requirements
Gathering the Information
Information Gathering Plan
Information Gathering Session
Solving Common Information Gathering Issues
Iterative Information Gathering
Interviewing
Information Gathering Meetings
Other Elicitation Methods
Are We Done Yet?
Notes
Chapter 12: Define the Problem Domain
Problem Domain Analysis
Defining the Domain
Changes in the Problem Domain
Neighboring Constituencies
Ancillary Benefits
Change in the Problem
The Essence
Note
Chapter 13: Determine the Solution
The Accordion Effect
Tools and Techniques
Determining the One Best Solution
Constraining the Solution
Stop Analyzing, Already
Confirmation
Checkpoint Beta
Notes
Chapter 14: Write the Solution Document
The Value of Documentation
The Anatomy of Requirements
Forms of Solution Documentation
Write the Right Thing
Write the Thing Right
Produce the Solution Document
Requirements Ownership
Complete the Process
Note
Part Five: Producing the Product
Product Champion
Eyes on the Prize
Chapter 15: Monitor the Product
Entering the Solution Domain
Development Processes
Implementing the Solution
Keep the Light on
Things Change
Checkpoint Charley
The Watchdog
The Essence
Notes
Chapter 16: Confirm the Business Problem has been Solved
Correct Behavior
Acceptable Level of Confidence
Circumstances of Interest
The Testing Game
User Acceptance Testing?
Handling Defects
Testing Does Not Stop at Delivery
Note
Chapter 17: Transition and Change Management
Steps to Ensuring Successful Change in the Organization
Orchestrate the Transition
Observe the Transition
Timing the Change
Major and Minor Changes
Do not Change a Thing
Wrapping Up
Notes
Post Script: Where to Go from Here
Future of Business Analysis
Why We Need Business Analysts
True Value of the Business Analyst
Increasing the Value of the Organization
Power to the Business Analyst
Notes
Appendix A: Business Analyst Process
Appendix B: The Principles
Appendix C: Why We Do Not Get Good Requirements
Appendix D: Comparison of Roles of Business Analyst, Systems Analyst, and Project Manager
Appendix E: Context-Free Problem Definition Questions
Appendix F: List of Non-functional Requirements Categories
Bibliography
About the Author
Index
