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Makar Vorobyov
Makar Vorobyov

Business Analysis For Practitioners: A Practice...



The practice guide begins by describing the work of business analysis. It identifies the tasks that are performed, in addition to the essential knowledge and skills needed to effectively perform business analysis on programs and projects.




Business Analysis for Practitioners: A Practice...



The PMI recently published its new Business Analysis for Practitioners: A Practice Guide and is making it freely available (at least for a limited time) to anyone who wants to download a copy. If you are planning to write the PMI-PBASM certification exam you may find this useful because it interprets the PMBOK Guide concepts of scope, requirements, acceptance criteria and stakeholders from a business analysis perspective.


The suggestions about what to consider when developing the business analysis plan are pretty extensive, but there is no real help about how to develop the plan. Many business analysts are uncomfortable with such comprehensive planning; the description here could be overwhelming. There is an opportunity to provide some guidance and examples here, I think.


Overall, the discussion of the analysis models seems more appropriate for a systems analyst than for a business analyst. All of the diagrams drift into the solution design, and miss the solution requirements.


The focus on the project perspective of change requests misses out on the business analysis perspective of assessing change requests in terms of the impact to solution value after the project is completed.


I was a little surprised that the PMI chose to have many of the same people who were extensively involved with the development of BABOK Guide to lead, contribute or review content for this PMI Practice Guide. You would think that such a large organization as PMI with such a global reach would have found a different group of expert contributors. Are these really the only business analysis experts in the world, such that both the PMI and the IIBA must rely on them so heavily? The good news, of course, is that those experts have been doing a lot of deep thinking, sometimes together, about business analysis for several years, and so the resulting product is pretty solid.


Chapter 1: AN INTRODUCTION TO BUSINESS ANALYSIS GUIDEIt is intended to serve the needs of organizations and business analysis professionals by providing practical knowledge and good practices needed to contribute to portfolio, program, project, and product success and support the delivery of high-quality solutions.


Chapter 2: THE ENVIRONMENT IN WHICH BUSINESS ANALYSIS IS CONDUCTEDThis chapter examines the influences within the environment and organization where business analysis is performed and discusses how these influences impact the manner in which business analysis is conducted.


Chapter 4: NEEDS ASSESSMENTNeeds Assessment includes the processes used to analyze a current business problem or opportunity, analyze current and future states to determine an optimal solution that will provide value and address the business need, and assemble the results of the analysis to provide decision-makers with relevant information for determining whether an investment in the proposed solution is viable.


Chapter 5: STAKEHOLDER ENGAGEMENTStakeholder Engagement includes the processes to identify and analyze those with an interest in the solution, determining how best to engage, communicate, and collaborate with them; establish a shared understanding of the business analysis activities required to define the solution; and conduct periodic assessment of the business analysis process to ensure its effectiveness. This chapter presents Stakeholder Engagement from a business analysis perspective.


We perform various Business Analysis tasks every day in our project management such as recognising business requirements, addressing business problems, building a business case, defining scope of solutions, and evaluating alternatives. In most cases, however, we do it offhanded without any prior formal training. By definition, Business Analysis practices identify business needs and recommend solutions to various business problems. The fundamental of Business Analysis includes requirement analysis techniques, stakeholder management, and communications. Business Analysis offers management the tools and techniques to explain why, what, and, how to deliver a product/service/change. Business Analysis is fundamental feature of any organisation. Transformation is inevitable, it can happen any time in the target market or the organisation you are working in. For your business to thrive, a proper analysis or the efficiency of your business should be conducted on a regular basis. This involves gathering information from various sources and analysing the information to provide a prediction of future trends. This will help devise ways for improving business strategies and operations.


Business Analysis for Practitioners: A Practice Guide is a complementary document to PMI's foundational standards. This practice guide provides guidance on how to apply effective business analysis practices on programs and projects and to drive successful business outcomes. This practice guide provides those with an interest in and commitment to the business analysis discipline the following:


This practice guide is intended to encourage discussion related to areas of practice where there may not yet be consensus. The discipline of business analysis and its associated roles continue to evolve. Some of the most significant drivers of this evolution are:


With all of these considerations in mind, Business Analysis for Practitioners: A Practice Guide offers these practices as a starting point to identify thought processes and approaches that may improve how organizations and practitioners approach and achieve effective business analysis.


The practice guide describes the work of business analysis and identifies the tasks that are performed in addition to the essential knowledge and skills needed to effectively perform business analysis on programs and projects. This practice guide is applicable to all programs and projects, regardless of whether these are focused on products, services, or process improvement. The concepts and techniques described in this practice guide are implementation-independent and can be used to develop manual or automated solutions, using any type of project life cycle.


For many organizations, effective business analysis is not an integral part of their project work. As a result, projects are not delivering the intended business value. In 2014, PMI reported the following:


This research clearly shows that organizations continue to experience project issues associated with poor performance of requirements-related activities. Requirements management accounts for a significant portion of the work performed within business analysis. Organizations that have mature business analysis practices in place today are dramatically improving the probability of project success, but those that do not are seeing the costly effects.


PMI has made a commitment to address the project problems identified through this research. This practice guide has been developed to help the industry address the project-related issues associated with requirements and business analysis. Through the development of this practice guide and through the release of other PMI products and services in business analysis, PMI is providing the resources needed to help organizations successfully complete more of their critical initiatives. PMI's business analysis initiatives are based on extensive market research. This research provides a better understanding of how to improve business analysis practices on programs and projects, which will lead to more tangible business outcomes and help organizations exceed customer expectations.


This practice guide is intended for anyone who is responsible for performing business analysis work whether they hold the title of business analyst or not. This practice guide was developed to help practitioners obtain improvements in overall competency levels and in the application of business analysis on programs and projects.


This broad definition suggests that business analysis involves effort in a variety of domains: from identifying business needs to solution implementation. Within each of these domains, there are a series of supporting tasks. Each of these tasks are defined and explored within this practice guide. The tasks refine the broad definition and provide specific information about other important aspects of business analysis, such as, facilitating the identification of problems or opportunity analysis for portfolio investment, understanding the business environmental context and constraints, analyzing requirements, verifying requirements, evaluating solutions, etc. Together, the domains and the tasks that are performed within them provide a thorough definition of business analysis.


Business analysis is conducted in support of many business initiatives, including programs and projects, as well as ongoing operational activities, such as monitoring, modeling, and forecasting. While the primary focus of this practice guide is business analysis in support of programs and projects, the practices herein apply wherever business analysis is conducted.


Business analysis may be performed by any individual who is responsible for performing the work regardless of the person's title. In this practice guide, the person(s) who performs business analysis tasks in the context of programs and projects will be referred to as a business analyst. The term is being used in the broad sense and represents all the roles that are responsible for performing the business analysis tasks within their organization and specifically the business analysis tasks on programs and projects.


A number of varied skills and competencies are needed in order to perform the business analysis role effectively. As a business analyst becomes more adept at these skills and acquires more project experience, the competency level of the business analyst increases. Many of the interpersonal skills leveraged by project managers are equally important to the practice of business analysis. The following is a partial list of some important skills and expertise for anyone performing business analysis activities on programs and projects: 041b061a72


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