The role of Business Analyst in designing UI/UX prototypes

''What is the role of business analyst in designing UI (User Interface) /UX (user experience) prototypes?' This was an interesting question asked of me to answer by a student. After responding, I thought of writing a detailed blog on this topic to cover many aspects of UI/UX design, as it is one of the most interesting but least visited topics. 

Most of the time, UI and UX are used interchangeably, however, they represent different areas. Let’s take a few minutes to understand and differentiate between them. 

User Interface (UI): User interface design focuses on better interaction with solutions and the design may focus on the placement of menu, look, and feel of the page. 

The goal of user interface design is to make the user's interaction as simple and efficient as possible, in terms of accomplishing user goals (user-centered design). Good user interface design facilitates finishing the task at hand without drawing unnecessary attention to itself. 

User Experience (UX): UX focuses on optimization of a software solution in terms of users' experiences and their feelings associated while interacting with the solution or product. It is human-computer interaction in a useful and meaningful way. For example, effortless identifying of the menus, flexible font size, usage of white space to declutter the website (and readers' minds), or using a familiar color (logo color) to enhance the product ownership. 

UI/UX Design Life Cycle.

User Need: This is an initial activity when need is identified. Business Analyst will understand the user problem or an opportunity. For that, business analyst will refer current state and other relevant documents to understand the current design and related issues and the focus area for proposed solutions.

Elicitation: There are no specific standards available for preparing the UI / UX designs. However, the business analyst can use standards that are specific to the project, their comfort level, and consideration of the internal and external usability standards that may be applicable. The requirements are split into requirements (descriptive text) and model/design (descriptive pictures/models). These are mentioned in IIBA's BABOK Guide version 3 You can use the same standards or customize as needed. 

Business analysts can elicit these requirements through design or models in collaboration with stakeholders and users. The business analyst can provide the details in the form of: 

Requirements: Functionality, features, and data needed in designing UI/UX Design. In addition, the user inputs these and validations needed for the same are also elicited. 

Organization policies and standards (internal and external): Internal policies will include the organization’s standards or policies for creating the UI and usability standards; for example, using colors, fonts, placement of items such as logos and menus, and so on. It will also include menu style, pagination, and navigation across sub-pages. While the external standards will include the standards specified by web browser (Safari 9.1.3 or Internet Explorer 10.0 etc...) operating system (Windows, Mac etc...), external agencies to whom you are sending or receiving feeds, and other requirements... These details need to be part of the requirement and provided to the designer for preparing the prototypes/wireframes. The design style will include menu style, pagination, and navigation across sub-pages. You can use a template/excel sheet to describe the details (for example: first name, input box, size, position) and provide them the basic design in MS Visio.

UI/UX Approach

Design/Prototype Approvals: Once the designs are prepared, the business analyst can use these designs/prototypes and the supporting materials (such as the excel sheet that was provided to technical person to create the prototypes) as a requirement to complete a mock-up and communicate them to the stakeholders. The stakeholders will review both the design and the supporting documents, and provide their feedback to improve, if needed. Once the changes are made and the designs are presented, they are required to verify and validate before starting the approval process. These designs and supporting documents become your verified and validated requirements for UI/UX.

At the end, the stakeholder preference will overrule all other standards in defining the UI/UX design. For example, do stakeholders prefer to follow industry standards such number of clicks for a functionality or detailed functionality, standard placement of menu over customized menu, and more.

User Acceptance (Validation): Ensure that all the windows are prepared and connected; i.e., the flow of the requirement screen by screen using all the flows mentioned in the FRD (basic flow, alternate flow, and exceptions). Some business analysts are creating this type of wireframe. But it is an option, as they can get these completed by the technical person.

Deliver: These approved designs are delivered along with supporting requirements to the technical team to develop. Once the development is completed, they are tested and deployed.

Enrich and Enhance: Once the solution settles in user community (production environment, website, or product delivery/acceptance) with no new bugs or issues reported, the enrichment and enhancement will begin as needed. UI/UX is most dynamic interface in comparison  to other part in solution architecture.  

Principles of UI/UX Design:

UI/UX design principle

Consumer apps can be trendy and catchy to appeal to the customers and business analyst can expect fewer formalities or standards used in these types of apps.

Summary: The UI/UX designs depend on the types of app or solution and stakeholders or user preference.

The designs are presented, reviewed, and confirmed before they enter into the development phase.

The scope of Business Analyst Role

The scope of the business analysis is infinite as it deals with a broad term ‘improving business with or without technology’. Any work within that spectrum is business analysis, for example, it could apply in improving a small process within a department or implementing a relugaltory framework across the industry or building a product (Apple had an app for music but couldn’t use it independently. On other hand, Hitachi developed a mini storage that could hold 1 GB data and they didn’t know what to do with it. Steve Jobs integrated both invention to create iPod that was one of the most successful products during its time).

The scope of business analysis work can broadly categorized into three areas:

1. Strategy Analysis
2. Business Analysis
3. IT System Analysis

(Reference: Debra Paul, Donald Yeats and James Cadle in Business Analysis, Second edition, published by BCS)

Following is the partial list of scope within the lifecycle that covers all the areas mentioned above.

• Business Strategy Analysis - Part I: These Business Analyst come from business/domain background who define the business need, high level solution scope and present the business case to the sponsors. 
• Business Technology optimization and management
• Process management
• Define the business need (problem or an opportunity)
• Define solution scope that would to cater to the business need
• Define and present business case (cost vs benefits analysis)
• Secure funding
• Business Analysis: These Business Analyst come from either business or technical background who start the core business analysis once the business need is defined or project is funded. These Business Analysts, primarily involved in eliciting the requirements and defining the solution. In addition, they are also involved in identifying the IT team (internal or external) and managing them during the solution development and implementation.
• Elicit Requirements, document them, confirm them, scope them, present them and get them approved / signed them off.
• Define solution or BRD or Product roadmap
• Further requirement analysis (FRD, Requirement models and so on…)
• Identify or recommend IT team (internal or external)
• Finalize solution and its scope
• Strategy Analysis - Part II
• Verify and validate the solution against the enterprise need, current ability and new business case analysis (cost vs benefit) to accept the solution
• IT Business system or System Analysis: These Business Analyst come from technical background having software developing (coding) or testing testing skills who primarily collaborate with technical team members to communicate the requirements. They ensure that software solution meets the business requirements solution. They also act as a bridge in translating and transferring  business requirements into solution requirements (functional, non-functional and technical constraints) to help the technical team understand the business requirements. In addition, IT business analysts also collaborate with implementation SME (subject matter experts) to elicit the transition requirements that are needed for transitioning the software solution into user community. 
• Support technical team in requirement and change management
• Oversee the development and testing activities
• Ensure high quality solution is implemented
• Close out documentations
• End user training
• Enrich and enhance the solution during its lifecycle
• Orderly terminate the solution when it reaches to end of its lifecycle
• Strategy Analysis - Part III
• ROI to review the business case (cost vs benefits)
• Lesson learned
• Data Business Analyst - The business Analyst working in decision support systems are working closely with business stakeholders to understand their role and their needs in terms of reports needed for making effective decision. They also work with market research team in projecting market trends - past, present and future. In addition to business analysis skills, they are required to be well versed with SQL, dataware-hosuing or other tools, and advance excel and access to analysis the data. 
  These are BAs who deal with big data and statistics. They tend to crunch numbers using algorithms and data models. Similar to a data scientist, in a sense. They tend to determine market trends and present to business stakeholders on what direction they should take.
  Apart from above, there may be specialized designation assigned to a Business Analyst, such as Business Process Analyst (who focused on process engineering) or Product Business Analyst (who is involved in software product development) depending on the role.

Disadvantage of being business analyst

As we have seen, there are many benefits to being a professional business analyst. However, no one ever talks about dark side. Here are few points that you need to watch out for if you wish to build a successful career in business analysis.

Getting it done without Authority: Being positioned in a central role, the business analyst has to be a Jack of all trades and juggle numerous duties and responsibilities. These duties can range from managing stakeholders (from the CEO to the end user who is generating a report in some corner) and maintaining an IT department along with balancing a unique set of requirements specific to the task.

It sounds difficult, but that’s the fun. Not everyone is a people person.

Value Creator: Sometimes you need to elicit requirements, confirmation and enter into communication with stakeholders when they each have their own BAU and other priorities. Beware that at times, stakeholders do not always see value in business analysis efforts and respond accordingly.

Know it all: While joining a new role, the hiring person/line manager mentioned that they knew I was new to the domain and they were fine with it. However, after 3 months, the same person suggested I obtain more knowledge than the SMEs and senior director who had been working there for over 10 years.

It is an unrealistic expectation to require business analysts to have a deeper and wider knowledge of the domain than the stakeholder. To elicit the requirements in the correct way, boil down the question to its simplest and purist form, and manage the scope at the right place.

If the BA changes the domain, then it is like starting all over again.

Super Dynamic: The business analysis is very dynamic profession as they are the first to react to new changes in business/industry such as new regulations, laws, codes of practice, business processes and methods.

The business analyst often has to walk on a challenging path through both the academic and practitioners' world, acquiring new knowledge and skills and implementing them effectively in real life situations.

If you are not quick to adapt to new circumstances and conditions, it will invariably lead to frustration.

Superman(woman)’s Confidence: A good BA must have the confidence to stand up for their points to present, negotiate, and manage conflict (if it arises) using logic and every weapon in their arsenal. Remember, the audience could be anyone in the organization.

Unsung Hero: Think of the person who provides ideas to integrate business with technology to create a million (or billion) dollar enterprise. For example, the iPod that changed the music industry or airbnb who revolutionized the hotel industry. The identity of these individuals remains largely unknown, unless he/she happens to be ‘Steve Jobs!’

Most modern inventions that applied technology and innovation to industry are a direct result of business analysis that created billions of dollars of revenue, but many are yet to get their dues.

However, the situation is changing. Being a professional BA is now considered a proper career and many organizations, both profit and non-profit, are working towards making it even better.

Apart from these pitfalls, being a BA is fun!

What is the difference between incident and problem?

Based on ITIL standards,

Incident - An incident is an unplanned disruption or degradation of service.

Problem - A problem is a cause of one or more incidents.

Incident Management
It’s considered as incident only it extends and impact on regular business process. They are flagged as emergency if they impact on critical services.
It needs to be resolved immediately.
It can be resolved using either permeant or temporary fix
Incidents can turn into a problem when it reoccurs or likely to reoccur.

Problem Management
Unresolved and repeated incidents become a problem that needs long terms fix.
A problem need policies and/process to resolve it to prevent it from reoccurring it.
Problem may be known or unknown
It can be remained unsolved or used an alternate option if the cost of resolving the solution is higher than the benefits it would bring in. (cost vs benefit analysis)

Incident vs problem.

Incident: If your 3 years phone breaks down, you need to fix it as you haven’t taken a backup. The technician fix it for you for USD 40.

Problem: There is battery and other hardware component issue, so the technician ask you to replace battery and the other component that combined would cost you USD 180. While the current value of your phone is USD 150 that you originally bought it for USD 500 as a newly launched model at that time)

You may take a backup immediately and make a decision if you want to fix your phone or buy the same model that now would cost you USD 350 (because, currently there is a new model in market).

If you read the example carefully, you understand that the incident needs immediate fix and problem can be prolonged till next incident occurs or you are ready to resolve it using other options (buying new battery and component or new phone, either the same model or new model). However, you will keep a close watch (i.e. taking backup regular or preparing yourself the new phone ) since you are aware of the problem due to the past incident.

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Certified Business Analyst: The best option to launch your Business Analysis career

I had a long association with ANISAN so recommending them for their quality, dedication, and delivery.

ANISAN Technologies, one of the pioneers in providing the Business Analysis Training offers and created several success stories since 2006 in USA, Hong Kong, China, Australia, UK and India with proud alumni base in leading companies across the globe.

ANISAN offer comprehensive 6 days (48 hours) training in Business Analysis.

Who should attend?: Suitable for aspiring Business Analyst with or without IT knowledge and fresher or experienced professional.

Brief Syllabus:

Part I : Introduction to Business Analysis, Introduction to SDLC approaches

Part II : Business Analysis Knowledge areas (as per international standards, BABOK Guide and BCS standards)

Part III : Practical - Part I Strategic Business Analysis (Business Need, Gap Analysis, Solution Scope & Business Case)

Part IV : Practical - Part II Business Analysis Deliverables (Elicitation, Requirement Management, BRD, FRD, UML (Use Cases, Activity Diagrams and Sequence Diagram), UAT, other documentations

Part V : BA Techniques & BA Essentials


Part VI : Tools Training - UML with MS Visio

ANISAN USP:

1. ANISAN is one of pioneer in the field of Business Analysis and providing BA related training and placement since Mar 2006.

2. Our entire training program is based on International Standards (IIBA, BCS & IREB)

3. Successful Completion of ANISAN's Certified Business Analysis certification our participants join renowned corporates like ORACLE, TCS, L&T InfoTech, Accenture, NSE, HDFC, Morgan Stanley, Well Point, Credit Suisse', Novartis, Cox and Kings....

4. Courses offer comprehensive syllabus that have practical and real world approach. All content is reinforced through group exercises, discussions, and sharing of real-world experiences by our subject matter experts.

5. Well experienced faculty with average 15 years Industry experience.

6. Faster Career growth for professionals who would like to work efficiently in IT and non-IT field by improving their productivity and expertise.

7.Produced large and successfully alumni base across the globe.

8. Placement Assistance.

ANISAN Technologies already a well-known name in Business Analysis courses is official partner with IREB, Germany and IIBA, Canada in delivering the BA training.

Exam Preparation Training for IREBs both CPRE(R) Foundation and Advanced Level exams

Exam Preparation Training for IIBA's both CCBA (R) and CBAP (R) certification

Fees: Please write to us.

Please create a login online at www.anisans.com and use PayPal payment option for enrollment and other fees for making payment. You can use any option to complete the payment)

Fees covers: Training + Certification + Study Material book + case Studies + 40 PDU towards CCBA/CBAP exam at IIBA, Canada

Business Analysis Training and Certification - Course Book

* ANISAN is most cost effective training in the industry.

** ANISAN is official training partner with IIBA, Canada and IREB, Germany

*Part Payment option is also available for course fees.

Location: Both classroom (in selective cities, pls refer our schedule) and online (Online training using training tool to share desktop, create notes and share application for practicals.)

Please contact me if you have any queries.

Contact us at:

email - info@anisans.com or priti.verma@anisans.com

Or
what's up message at - +1 (201) 448 4386

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How Business Analyst defines a "business need"?

Here is the short blog on how to how to define the Business Need (either a problem or an Opportunity)

These high level guidelines or parameters will help business analysts defining their Business Needs.

Understand the business:

1.1 Business definition:

Business definition consist of analysis of following information:

1.1.1 What is the 'Entity Type'?
you need to define if the is proprietary or Corporate or Public Limited or Cooperative or Government…
You need to understand what are their governance standards  (such as tax, regulatory process) and requirements. and do they impact on your business need in anyway?

1.1.2 What is the Business Domain?
Is it agriculture or Service, or Hospitality or Defense or  Health Care or Banking or retail or manufacturing, or logistics and so on...

1.2. Products and Services:

1.2.1. Organization Structure (organization units and sub-units and how they are connected to main entity/Head office. People and their association with these entities and their role and position in the organization hierarchy)

1.2.2. Management and its culture (Democratic, lean management, hierarchal, traditional, modern….) Quality policy and standards, quality management process, values and beliefs

1.2.3. Clients, customers and the market: To understand their background and the special needs

1.2.4. Operations and legal and compliance requirement: How the products and services are reached to the end customers?

1.2.5. Organization goals: Long term and short term goals

1.2.6. Core competence: Products and services and other issues. Why these are better selling products compare to their competitors.

1.2.7. Competitive stance: who are competitor and comparison with competitors

1.3. Industry Standards 

  1.3.1 Current Industry Benchmark

  1.3.2 Current and potential future trends in the industry

1.4 New regulations

All these information and data is very useful to analyze the business in comprehensive manner. Without this analysis, the Business Analyst cannot provide the correct business solution that is appropriate the organization.

1.5 Background of Business Need (problem/opportunity):

When we identify the problem or the opportunity we have following area to work on:

1. The Record the problem or opportunity area.

2. Source of the problem or the opportunity:

3. Background of the problem: How it has arisen? Or how the opportunity has been generated.

Impact analysis or identify business value or Business Impact Analysis (BIA):

4.1. Area (department, functions): which part of the organization or which functions are getting affected with business need. For example, the problem is in retrieving sales data for retail chain store, check if the problem is in one region or it is across the region. Or it could be one ‘field’ or some more fields.

4.2. Stakeholders: Who (role – user or customer, signing off authority) are getting affected directly or indirectly? Are there more number of stakeholders is getting impacted with the problem or opportunity. The nature of impact needed to consider before the business need is fully defined. Pls refer stakeholder analysis in planning phase for more details.

4.3. Business Operations: where the impact is? One process or entire business processes are affecting? Is it industry wide impact (example. Change in service tax may affect the pricing and accounting process of the organization. Whereas, implementation of Basel II and Basel III would affect entire banking industry irrespective of size or location).

The best way to approach the problem is to complete the “Gap Analysis” where current business processes are compared against new (required) business processes and the organization’s current and future capability required implementing the same.

5. Financial and non-Financial impact of proposed solution

5.1 Will it increase revenue?

5.2 Will it decrease expenses?

5.3 Will it bring in new customers?

5.4 Will it bring in more money from existing customers?

5.5 Will it improve employee moral?

5.5.1 Not all the problem solving will result into business value such as financial and brand value. Sometime, resolving problem may result into improving the process that result into making things easier for employee in performing their daily work. Repeated work, instant access of data to make decision, decision support system.

5.5.2 Redundant process or lengthy or cumbersome process can be improved to make employees easy to do their daily work without unnecessary hurdles for additional approval or so on. This may result into improved employee moral with additional challenging project/work in their professional life.

6 Brand and image impact: problem within existing products or services or problems related to customers or problems related to operations ie delivery of products / services to the end customers.

6.1 Will it increase shareholder/taxpayer value? Increased customer satisfaction or improved products of services may result into increased revenue. Reduced operations cost could result into increased revenue. Both the cases, there will be direct or indirect impact on shareholder value.

7 Policy, Legal and compliance

7.1 Any new compliance or policy change may result into change in exiting operations or need for new business operations. Either way it may result into need of new business systems.

Once you analyze the business need on above parameters, you will have an understanding of business need and it's impact on the business. This analysis will support the stakeholders to make a decision - go/no-go.

More details in next blog - how to create a business need documents using these parameters and support the solution scope.

Reference:

http://www.uie.com/articles/business_value/

Business Analysis Communication and Collaboration

The Business Analyst's role is pivotal and he is required to maintain a high level of coordination with the business and technical teams on a continuous basis during the solution life cycle.

Communicate and Collaborate:
Yes, the key aspect of the communication goal must be to forge collaborative relationships as the active participation of stakeholders is a must in order to create a successful solution. Based on this primary goal, the Business Analyst can set-up the agenda for communication. Here are a few guidelines to achieve the same:

Code of Conduct: 

Establish a code of conduct at the very outset. This will provide guidelines and create a set of expectations for everyone. This also helps avoid unnecessary confusion.

The code of conduct must be communicated to key stakeholders and, if required, their agreement must be obtained after incorporating any feedback.

Create an Environment of Trust and Respect: 

An environment of trust is created through consistent, clear and focused communication that is timely and updated at regular intervals.

Creating an environment of trust and respect is the key to the success of a project. For that, the Business Analyst must take the lead in communicating information correctly and consistently about the plan, outcome of proposed goals and their foreseeable benefits to stakeholders and organization.

Setting the correct tone, fulfilling promises, obtaining feedback and incorporating them while building the solution, providing regular feedback on stakeholder contribution and creating an atmosphere of transparency, all go a long way in ensuring success of the proposed solution.

Reduced email communication and encouraging more interaction over the phone or interpersonal meetings not only help improve understanding but also aid in avoiding unnecessary work.

Time Zones: 

Be sensitive to the time zones while setting-up meetings or even sending out emails to recipients.

Understand Stakeholders: 

Organize meetings for the entire team to understand everyone's needs, concerns and skills. This data will also help to build the base to design the best possible solution.

Understanding the stakeholder background such as his educational and professional experience, and cultural background, help minimizes confusion and conflict. If a stakeholder is new to the organization’s culture, either explain the same to him in detail or provide him with the communication policy to bring him on the same page.

Addressing concerns helps in bringing out the stakeholder’s attitude towards the proposed solution and in what way he can contribute to the proposed solution. This information will support the Business Analyst in planning his strategy throughout the business analysis life cycle.

Focus on Goals and Managing Expectations: 

Communication should always be focused on the goal while discussing issues, risks, plans or anything else during meetings. These goals must be part of the opening discussion of the meeting/workshop to remind everyone about their respective areas of focus.

Face Conflict: 

Conflict may arise due to various factors and the Business Analyst must plan his strategy to both confront and defuse the situation. Regular discussions and feedback from individual and team meetings effectively help to deal with conflicts.

Manage Technology: 

Technological interventions are required to manage in-person or virtual meetings. They may include audio-visual set-ups, telephones, projectors, and other connectivity. These need to be planned well in advance.

More about Business Analysis, The way you can understand all... over 200 questions and elaborated answers.

In India Order link https://www.amazon.in/dp/B074PRQQ5V or Global Order link https://www.amazon.com/dp/B074PRQQ5V

Business Analysis: The Question And Answer Book

References:


http://www.forbes.com/sites/mikemyatt/2012/04/04/10-communication-secrets-of-great-leaders/


http://www.forbes.com/sites/theyec/2013/06/07/five-ways-to-build-an-effective-team/


Communication Strategies for Virtual Teams by Debbie DuFrene & Carol M Lehman, (pp.31-35) Business Expert Press LLC, 2011, ISBN: 13-978-160649-260-4


http://www.forbes.com/sites/iese/2013/06/20/managing-virtual-teams-ten-tips/


Effective Communication in the Organization by Michael Fielding, Juta & Co. (Pty Ltd), 2005, ISBN 0 7021 6650 2


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Business Analysis - Competencies, Techniques and Tools

Business analyst will have to use many techniques and tool to perform his role in business analysis domain. These techniques and tool support or enhance his performance. However, merely using techniques and tools will not make one a successful business analyst as one needs clear concept about business need and possible solution. The usage of these techniques and tool to either elicit or present the information(or requirement) will only help everyone involved understand the issue better...

Business Analysis Techniques:

• Behavioral and personality related 
• Analytical and Cortical thinking skills 
• Communication 
• Relationship building 
• Influencing / Leadership 
• Team player / management 
• Political awareness / understanding of Organizational dynamics. 
• An eye for details 
• Self-confidence to able to convince using data and facts 

IT knowledge

• Project management 
• Requirement engineering 
• System Analysis 
• Data Mapping 
• Data Dictionary 
• Test cases / Test Scenario 
• Data Modeling 

Strategy Analysis

• Impact Analysis 
• Business Technology Optimization 
• Catwoe 
• Consensus Modeling 
• Force Field Analysis 
• Six Thinking Hat 
• Business Change 
• Business Capability Analysis 
• Current State & capability (As-IS) 
• Future State and ability (To-Be) 
• Gap Analysis (To-Be – As-Is) 
• Benchmarking and Market Analysis 
• Financial Analysis /Business Case 
• Define solution and its Scope 
• Scope Modelling 
• Stakeholder List, Map, or Roles and Responsibilities 
• Interview 
• Workshop 
• Business Process Modeling 
• Concept Modelling 
• Brainstorming 
• Business Rules Analysis 
• Organisation structure and modelling 
• Document Analysis 
• Risk Analysis and Management 
• Focus Groups 
• Decision Analysis 
• Traceability Matrix/Item tracker 
• Balanced Scorecard 
• Reviews 
• Data Dictionary 
• Functional Decomposition 
• Mind Mapping 
• Acceptance and Evaluation Criteria 
• Backlog Management 
• Estimation 
• Prototyping 
• Prioritisation Techniques 
• Glossary 
• Role Change 
• Collaborative Games 
• UML(Use Cases, Activity Diagram, State Diagram, Class Diagram & Sequence Diagram) 
• User Stories 
• Observation 
• Lessons Learned 
• Business Model Canvas 
• Process Management 
• Data Modeling (ER Diagram / Class Diagram / Data Flow Diagram) 
• Non-Functional Requirements Analysis 
• Metrics and Key Performance Indicators (KPIs) 
• Roles and Permissions 
• Interface Analysis 
• Prototype 
• Survey or Questionnaire 
• Decision Modelling 
• Functional Decomposition 
• Vendor Assessment 
• Communication policy and standards 
• SWOT Analysis 
• Root Cause Analysis 
• Solution Assessment 
• Vendor Assessment 
• Change Management 
• Requirement Management 
• Templates 
• Competency Assessment 

Business Analyst Tools

• Basic Tool - MS Office, MS Visio and MS Project 
• Note Taking - MS OneNote and Evernote 
• General Modelling - Lucidchart and Creately (in absence of MS-visio) 
• EPC Modelling - ARIS 
• BPMN Modelling - System Archit 
• Data Modelling – ErWin, MS-Visio, Click chart and other free tools 
• Wireframing - Balsamiq 
• Invision - combined with Balsamiq (or designs) to make playable demos 
• Prototyping - Flinto, proto . io and iRise 
• Confluence and JIRA 
• Data Extract - Microstrategy ETL, Talend Open Studio, SQL, MongoDB Shells 
• Reporting - Jaspersoft, Tableau 
• Analytics - Google, KISSmetrics etc 
• Dashboarding - Microstrategty, Dashthis 
• (IBM) Rational Toolset (it is expensive and not used widely) - ReqPro , Clearcase, Architect, Rose, XDE 

These are some of the Business Analysis Techniques available for Business Analyst. The Business Analyst must select the technique based on his and other team members' (involved in particular activity) comfort, convenience and organisation culture.

There are many more free as well as licensed tool are available depending on your need and comfort.

Business Analysis - The Question And Answer Book. it is way you can understand all... over 200 questions and elaborated answers.

India Order link https://www.amazon.in/dp/B074PRQQ5V or Global Order link https://www.amazon.com/dp/B074PRQQ5V

Business Analysis: The Question And Answer Book

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BAT (Business Acceptance Test) Vs UAT (User Acceptance Test):

BAT (Business Acceptance Testing) and UAT (User Acceptance Testing) are both much misunderstood terms that often end up getting used interchangeably. However, the two have completely varying meanings.

BAT (Business Acceptance Testing) is primarily focused on assessing the business requirement of an organization and deals with strategy. It is based on approach, dynamics, culture, information technology, statutory requirements, operational framework and customers. It seeks to meet business requirements in a specified business scenario against the Business Case.

One can use Solution Assessment and Validation tasks to validate a solution. If the solution/s consists of more life cycles, the V-model can be used to map the business acceptance criteria and relevant life cycle/iteration.

BAT is derived from business strategy or business requirements. It is directly related to an organization’s mission, goal and objectives. Such requirements are also called Business Requirements (BR) at a higher level. The BAT may include solution covering automated requirements, usability and manual processes. This could also involve ease of doing business or process reducing or altogether eliminating redundant, irrelevant steps/tasks in the process. This is also known as FFBT (Fit for Business Testing) and is conducted by Business Analysts working in that domain or department. It consists of main business requirements along with usability, including auto as well as manual processes.

Business Analysts can use SWOT (Strength, Weakness, Opportunity, Threats) or McKinesey’s 7 S Model or Balanced Score card for analyzing and implementing such requirements.

Business Acceptance Vs User Acceptance

User Acceptance Testing (UAT) is primarily focused on stakeholder or user or user group/s requirements in dealing with a solution. It could be in the form of additional functionality or special needs that may or may not have an impact in other areas.

This is derived from stakeholder requirements and enumerated in detail.

One can use UAT to verify if users or super users are satisfied about their requirements before moving the solution into user community (production environment). Carried out by end-users or testers, this concentrates on meeting customer requirements and is mapped on to the Requirement Document.

The UAT will have functional as well as non-functional requirements (stress, performance, reliability, etc.) to be tested.

UAT is more of an IT oriented test to check if the developed solution satisfies user requirements such as delivery of a new functionality to fulfill users’ need and expectations such as a new workflow or a new field with predefined values.

There are also additional requirements like user clicks in the field and prompt values to be selected to help users save time. For example, when a user adds a zip code, the city and state name should appear automatically in the next fields.

The client and customer ensure that solution satisfies the contractual acceptance criteria before signing off the project upon successful conduct of UAT.

UAT is also used to validate requirements before designing a solution.

References: Business Analysis Book from BCS and www.iee.org

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5 myth about Business Analysis

Having interacted with several Business Analysts during my years in the Investment Banking industry, I find that only a very few really understand the intricacies of Business Analysis.

I am therefore proceeding to share a few myths and facts around it.

1. Domain knowledge is secondary

Domain knowledge is the most important factor. However, Business Analysts belonging to a technical background often feel that domain or business knowledge isn't that important in effective discharge of their role. Well, that’s completely untrue. IT solutions are only meant to facilitate in improving the overall business. Therefore, Business Analysts must first thoroughly attempt to understand the business before offering any solutions.

If a Business Analyst barely grasps intricacies of his domain, how will he either make suggestions to improve the business processes or launch new products?

2. Tools are more important

Tools are important as they help in creation of artefacts in a comprehensible format. Diagrams or pictorial representations help us to better understand complex requirements or processes. We are all aware that client or business side professionals usually avail of commonly available tools such as MSOffice, Share Point, MS Project, Visio and at times Business Object for fulfilling their requirements as information technology not being their core business only serves to act as a facilitator. However, vendors such an IT company, usually have most advanced tools and technology at their disposal in order to manage projects in their realm.

Analysts must, therefore, either focus on tools that are easily available to their stakeholders or convert any artefact into an easily and widely shared file.

For instance, the 19th century Russian writer, Leo Tolstoy writing on paper cannot be superior to a novelist writing on an iPad. At the end of the day, it is the story and its presentation that matter. Of course, technology does play a role in movie making business when sophisticated CGI (computer generated imagery) is used to bring even the hitherto unthinkable images alive on the silver screen.

3. Stakeholders hate new ideas

Business Analyst must understand a stakeholders’ point of view. Any drastic overhaul might only serve to jeopardise well entrenched processes.

4. Technical knowledge is must

Technical know-how is essential. We need to understand what a programmer is doing or how he is she or he working to incorporate your requirement. However, we need not step on to their role and do it ourselves as that will only culminate in your rubbing everyone else around you in a wrong way.

5. Requirement specifications for generating reports must commence development work starts.

No, that usually starts with a business needs documents. It gradually enriches and evolves through discussion held in the initial phases (requirement elicitation and management phases) of the of project life. Although it is completed before a solution is validated before development, it is an ongoing process where requirement is identified through discussions.

It is a fact that what we visualise initially will change to create a clear demarcation between estimation and actual.

I have many more examples up my sleeve. But for a start, these are good enough to start exploring new dimensions in order to broaden your thought process.

Good Luck!

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Writing a Business Case

A Business Case is the key document for obtaining approval for funding before starting on a new venture. Work on the document begins once business needs, including problem and opportunities, are clearly identified and elaborated upon.

Who prepares it?

Stakeholder: At times she or he actively contributes to reviewing and validating solutions based on the business case and requirement documents.

Business Analyst: Actively writes the Business Case or facilitates a person working on it.

Project Manager: Facilitates writing of the document by providing data to calculate development and maintenance costs of the end-solution.

Finance Department: Actively participates in creating the Business Case when funding is from an external source/s. It is also involved in reviewing and validating the same to examine feasibility of any new initiative before approving funds.

Business Owners: Proactively work on new initiative when funding is through external sources such as bank or investors.

Executive: A person seeking approval for internal or external funding for a new initiative.

Time for a quick look at what matters and what doesn’t while preparing a Business Case:

Purpose: Most importantly, understand the rationale behind your Business Case in order to remain focused while hard selling it. When you do that, it helps you in presenting and convincing management on investment on new projects or initiatives.

What should you focus on?

 - Identifying genuine stakeholders in order to obtain accurate data from to prepare the Business Case;

- Never lose sight of your initiative;

- Check feasibility;

- Calculate and validate Cost vs. Benefit analysis, and

- Be prepared with supporting documents related to your previous projects in order to consolidate you case.

Stakeholder Analysis:

- Identify your stakeholder.

- Document stakeholder information such as their roles, responsibilities, skill sets, special attributes, authority level, attitude regarding project and influence within their organisation. Such information will come in handy when you proceed to both define scope and collating data from respective roles in order to validate your Business Case.

Such stakeholders will contribute to reviewing and validating solutions through development and implementation, as well as creative successful collaboration among various teams.

Correct picture of Initiative

More colours can be added to the Business Case as per requirements of business data and stakeholders.

Thereinafter, it’s over to the project manager, who provides total cost of the project and its ownership including:

- Development Cost;

- Maintenance Cost, including technical support required to sustain the project that could either be outsourced or handled by an internal IT team;

- Hardware and software costs;

- Staffing cost, and

- Operational cost, which includes infrastructure for running a project.

Check Feasibility:

- Strategic fit for the organisation in-line with its vision statement or overall organisational culture.

- Technical fit, and if not, how much additional cost it would that entail.

- Financial fit in terms of being economically viable for the present organisational status. And if not, what options does the organisation have within reach?

Cost vs. Benefit Analysis

Cost

Tangible Costs

- Developing an existing project or working on new initiatives

- Employee training on a product or new initiative

- New user cost

- Hardware and infrastructure costs

- Software (operating system, security licenses, etc.)

- Relocation cost, as and when required

- Operational cost

Intangible Costs

- Disruption caused to any existing process or business while implementing a new solution.

- Recruitment and induction of new users.

- Any additional cost not covered here.

Benefits

Tangible

- Reduction in staffing cost

- Reduced in rental and operational costs

- Automation helps in improving quality by bringing down possibility of human error and enhancing turnaround time.

- Reduction in inventory

- Reduction in miscellaneous costs

Intangible

- Enhancement in business image with improvement in quality of products and services offered

- Increased customer satisfaction with better products and faster response

- Rise in employee satisfaction with reduction of repetitive work.

- Better management information system

- Improvement in presentation

- Better and faster corporate communication

Risk Analysis

- Identify risk based on previous success rate in similar projects or initiatives.

- Identify risk mitigation strategies

- Explore all viable options before short listing prospective vendors

- Update Cost vs. Benefit  as well as Risk Analysis documents throughout projects to mitigate risk.

Based on the above strategies, a business analyst or business owner can factor in ROI (Return on Investment), PV (Present Value), NPV (Net Present Value), FV (Future Value),  NFV (Net Future Value) and breakeven point to support her or his Business Case.

 In summary, the proposal must be factual, logical, doable and profitable.

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The importance of data repository in impact analysis.

Handling the change in business processes is one of the most difficult tasks faced by the large corporates, as the impact of change is unpredicted even after the change management team follows the standard process diligently to measure the impact of change in business process. Thus, making it more tedious and time consuming leading to the competitive disadvantage over small companies. On other hand, the small companies, including start-up have advantage of being agile in handling their business process changes effectively and creating a sizeable hole in their competitors who are large businesses providing combined and complex business solution. Although not noticeable initially, but it is creating an impact slowly and steadily. For example, mobile app companies or crow-funding companies are making their presence felt against large corporations.

The process would be less challenging, if the current common practice of using a commercial tool that uses fragmented data on change history to measure the impact for a change in business process were done comprehensively. For that, the common practice of maintaining the impact data as part of project files categorized under change management or requirement management and/or configuration management needs to be changed. Because, analyst or concern person who is incorporating the impact data in the analysis is mostly retrieving and processing it in manual or semi-automated way mostly using latest few versions based on analysts’ analytical ability and business expertise’s recommendations. The manual retrieval and large data in impact analysis could lead to an uncertain situation or incorrect result in future.

However, considering the frequency and urgency of change implantation in business-IT process, it would be recommended to use the automated tool to create a repository of change and compute its impact analysis to deal with fast paced dynamic business environment to stay ahead in the competition.

There is a real need for a tool that can provide a repository of complex mathematical calculation, business process and complete history of impact of changes to predict the impact in future change using various mathematical and technical calculations based historical data on change management. In addition, it can also use the human the ‘human workflow’, dealing with roles, task, emergencies, and exception related details for decision-making process and product life cycle (single and collaborative), virtualization mark-up, and collaboration internal and external business data for creative effective engineering for change management process.

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When Ignorance is NOT a Bliss...

Referring to ancient teaching...ignorance is not a bliss...

अग्निशेषमृणशेषं शत्रुशेषं तथैव च |
पुन: पुन: प्रवर्धेत तस्माच्शेषं न कारयेत् ||

A fire, a loan, and an enemy must be finished or doused completely, as it is uncertain when and how they will come back to haunt you.

Like a fire, a small bug in your code, system, or product can create a huge problem in the future due to its uncertain growth. Negligence of a small bug or fault in your products can potentially ruin your or your organisation’s reputation.

If we understand this through a Business Analysis perspective, the efforts to fix the requirement defect is 20 times higher if it is accomplished in the development/coding phase and the same is almost 100 times more if it occurs during the user acceptance test (Boehm, 1981). So, this negligence could cost a bundle and put the project in jeopardy in terms of budget and schedule.

If the error goes undetected in a user or live environment, the loss sometimes can't be imagined; for example, if the bug goes undetected in software used for life-saving equipment, it might cost a life (or lives) in worst cases, or a small bug in the transactional application might potentially cost a few millions.

So, friends, it would be more effective if we train our team to catch every defect, irrespective of the size, at the early stages to avoid additional efforts and costs associated with it in the future. In case the defects require replacing or fixing as part of the solution in the user environment, train your team to address them as soon as possible before they become too big to handle.

This proactive culture must be part of the induction-training program. If the organization provides it, customize this training at the department level and, in absence of this topic, introduce a new session on it that can be provided at the end of the induction-training program when an employee joins the team. It will be more effective if it is introduced at the beginning, as it can become part of the employee work-DNA and, potentially, it could save millions in terms of efforts, cost, and reputation.

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