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Tasks of Business Analysis Planning and Monitoring

1. Plan Stakeholder Engagement

Business Analyst Planning and Monitoring Knowledge Area Task organisation organises the efforts of business analysts and other stakeholders and produces outputs that serve as guidelines for tasks in all other areas of knowledge. In this session, you will learn about tasks to plan stakeholder engagement. Using this task, we can understand which stakeholders are relevant to the change and the best way to collaborate and communicate with them. The purpose of planned stakeholder engagement is to plan an approach for establishing and maintaining effective working relationships with the stakeholders. In this, we conduct a thorough stakeholder analysis to identify all of the involved stakeholders and define the best collaboration and communication approaches for the initiative. There are two inputs to this task. The first input is an understanding of the business needs, which aids in identifying appropriate stakeholders. The second input is the business analysis approach. To perform this task, we must first perform stakeholder analysis.

This involves identifying stakeholders who are impacted by the change. We need to understand the impact of proposed changes on them as well as their influence on the change. If appropriate stakeholders are not identified, we may not be able to uncover their needs, which would result in rework. We need to identify stakeholder roles and their likely contributions to the initiative. We need to assess their attitudes and their perceptions toward the initiative, the sponsor, and the proposed solutions, and plan their collaboration and engagement. We also need to assess the authority levels of the stakeholders' or business owner's activities, deliverables, and changes so that we can collaborate with the right stakeholders whenever decisions or approvals are required. We also need to understand the powers and influence of the stakeholders to obtain their cooperation and collaboration. We can also define a plan for stakeholder collaboration to maintain or ensure stakeholder interest and involvement throughout the change initiative. In this, we need to consider the timing and frequency of collaboration, stakeholder preferences, locations, and delivery methods such as in-person or virtual. These considerations may be documented as part of a stakeholder collaboration plan. This plan needs to be revisited, and adjustments must be made to ensure ongoing engagement with the right stakeholders. We also need to plan stakeholder communication.

In this case, we must assess what needs to be communicated to whom, when, the frequency with which such communication is required, the level of detail and formality required, and whether the delivery is verbal or written. These considerations may be documented as part of a stakeholder communication plan. A stakeholder communication plan must be reviewed with stakeholders to ensure their communication requirements and expectations are met. Guidelines and tools list resources that are required to transform the input into an output. Results of previous business owners' performance assessments may be considered while planning the stakeholder engagement approach. The change strategy provides information on stakeholder impact, while the current state description provides context and, hence, can be used to determine a more effective stakeholder engagement approach.

This task produces only one output: the stakeholder engagement approach, which includes a list of stakeholder roles and responsibilities. Stakeholder collaboration and communication plan to recap business analysis, planning, and monitoring. Knowledge Area Tasks organise the efforts of business analysts and other stakeholders and produce outputs that are used as guidelines for tasks in all other knowledge areas. In this session, we have learned about tasks to plan stakeholder engagement. Using this task, we can understand which stakeholders are relevant to the change and the best way to collaborate and communicate with them. In the next session, we'll learn tasks for planning business and governance.

2. Plan Business Analysis Governance

Business planning and monitoring Knowledge Area Tasks organise the efforts of business knowledge and other stakeholders and produce outputs that are used as guidelines for tasks in all other knowledge areas. This session will teach you about the tasks required to plan business-oriented governance. Using this task, we can define a process for requesting, analyzing, and approving change requests and describe how approvals and prioritisation decisions will be made for requirements and designs. The purpose of planning business and governance is to define how decisions will be made about prioritization, change control, and approvals of requirements and designs.

A governance process identifies the process for requesting changes, identifies the stakeholders responsible for requesting, analyzing, and approving change requests, and describes how approval and prioritisation decisions are made for requirements and designs. There are two inputs to this task. First is the business analysis approach, and second is the stakeholder engagement approach. To perform this task, we may start by defining a decision-making process that can be followed whenever teams are not able to reach consensus. We must identify decision-making stakeholders such as participants, subject matter experts, reviewers, and those who approve the decision. To define the decisionmaking process, we need to identify escalation paths and key stakeholders with final decisionmaking authority. If the selected business approach is predictive, we also need to define a change control process. A change control process will describe steps for requesting changes. It will also identify the stakeholders responsible for requesting, analyzing, and approving change requests.

A change control process will also describe the elements of a change request, which are essentially templates that include the cost and benefits of proposed changes, effort and time estimates, risk, priority, and so on. It will also describe how changes will be prioritized, documented, communicated, and who will perform the impact analysis. We also need to plan the prioritisation process. We need to determine the level of formality needed in prioritisation and also determine prioritisation criteria such as cost, benefits, and prioritisation techniques such as budgeting, time boxing, ranking, etc.

We also need to identify stakeholders who will be involved in prioritization. And finally, we also need to define an approval process that will be followed to gain approvals regarding content and presentations of requirements and design. We need to determine the type of requirements and design that will be approved, the timing for such approvals, the process that will be followed to gain approval, and who will approve the requirements and design.

We need to determine how rigorous the approval process will be by considering both organisational culture and industry regulations of the industry. Guidelines and tools list resources that are required to transform the input into an output. The outcomes of previous business performance assessments may be taken into account when developing the business analyst governance strategy. Current state descriptions provide the context, while business policies and legal or regulatory information describe the rule that must be followed and hence can be used to determine the business's governance approach.

There is only one output from this task, and that is the governance approach, which defines the process for requesting changes and describes how approvals and prioritisation decisions will be made for requirements and designs to recapitulate business analysis, planning, and monitoring. Knowledge Area Tasks organise the efforts of business analysts and other stakeholders and produce outputs that are used as guidelines for tasks in all other knowledge areas. We learned about tasks to plan business life governance in this session. Using this task, we can define a process for requesting, analyzing, and approving change requests and describe how approvals and prioritisation decisions will be made for requirements and designs. In the next session, we will learn tasks for planning business information management.

3. Plan Business Analysis Information Management

business analyst planning and monitoring knowledge area Tasks organise the efforts of business analysis and other stakeholders and produce outputs that are used as guidelines for tasks in all other knowledge areas. In this session, you will learn about tasks to plan business information management. Using this task, we can define how business information such as requirements and designs is captured, stored, and traced for long-term use.

The goal of planning business analysis information management is to create a strategy for storing and accessing business information. Using this, we can plan to organise business analysis information in a functional and useful manner and make it easily accessible to appropriate stakeholders. Business analysis information would include scope statements, stakeholder concerns, elicitation, results, requirements, designs, models, solution options, etc. There are three inputs to this task.

The first is the business analyst approach. The second is the stakeholder engagement approach. The third approach is the governance of business analysis. We can begin by planning how to organise business life information in order to complete this task. In this, we should determine how best to structure and organise the business and information at the start of an initiative. Depending on the size and complexity of the change initiative, we need to consider the type and amount of information that will be collected. We also need to consider the access and usage needs of stakeholders. We also need to determine the level of abstraction or details at which business analysis information each stakeholder may require. That is, from a summary or conceptual level to very detailed, the business information should be presented, including the basic needs of the stakeholders, their roles, and the importance of the topic.

We also need to plan the traceability approach. Requirements traceability identifies relationships between requirements, for example, from business to stakeholder requirements and from stakeholder requirements to solution requirements. The level of traceability should not result in excessive overheads and should be based on the complexity of the domain requirements, related risks, organisational standards, applicable regulatory requirements, and the costs and benefits involved in tracing. We may also need to plan for requirement reuse beyond the current initiative by identifying how best to structure, store, and access requirements. requirements that must be met on an ongoing basis, such as regulatory requirements, quality standards, business rules, business processes, etc. must be clearly named, defined, and stored in a repository for future work. We may need to determine ways to store and access information.

This will be primarily determined by who will access it and how often it needs to be accessed, as well as by organisation standards and the availability of tools. The Business Analyst Approach defines how various tools will be used, and selected tools could further influence the selection of business analyst techniques and the way that information is organized. We must also determine the attributes that must be captured in addition to the requirements. Requirements attributes provide information about requirements and aid in the ongoing management of those requirements. Requirement attributes help us make trade-offs between requirements. Requirement attributes also help us identify stakeholders affected by changes in requirements and understand the effect of a proposed change. Commonly used requirement attributes include absolute reference or a unique identifier, author complexity, priority, risk, status, urgency, etc. Guidelines and tools list resources that are required to transform the input into an output.

The results of previous business performance assessments may be considered while planning the information management approach. Business policies and legal or regulatory information describe guidelines that must be followed and hence can be used to determine the information management approach. Information management tools such as whiteboards, global wikis, or requirement management tools can be used to store, retrieve, and share business analysis information. There is only one output from this task, and it is the information management approach, which defines the approach for traceability, storing and accessing requirements, and designs to recap business planning and monitoring. Knowledge Area Tasks organise the efforts of business analysts and other stakeholders and produce outputs that are used as guidelines for tasks in all other knowledge areas. In this session, we have learned about tasks to plan business information management. Using this task, we can define how business information such as requirements and designs is captured, stored, and traced for long-term use. In the next session, we will learn tasksto identify business analysis, performance improvements, movements.

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