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 [...], a project management webzine published by the International Institute for Learning (IIL). He is a frequent content provider to numerous BA blogging sites, including [...], 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