- Cover Page
- Title Page
- Copyright Page
- Notice
- Table of Contents
- List of Tables and Figures
- Preface
- Part 1. The PMI Guide to Business Analysis
- 1. Introduction
- 1.1 Overview and Purpose of this Guide
- 1.2 Foundational Elements
- 1.3 Components of this Guide
- 2. The Environment in Which Business Analysis is Conducted
- 3. The Role of the Business Analyst
- 4. Needs Assessment
- 4.1 Identify Problem or Opportunity
- 4.2 Assess Current State
- 4.3 Determine Future State
- 4.4 Determine Viable Options and Provide Recommendation
- 4.4.1 Determine Viable Options and Provide Recommendation: Inputs
- 4.4.2 Determine Viable Options and Provide Recommendation: Tools and Techniques
- 4.4.3 Determine Viable Options and Provide Recommendation: Outputs
- 4.4.4 Determine Viable Options and Provide Recommendation: Tailoring Considerations
- 4.4.5 Determine Viable Options and Provide Recommendation: Collaboration Point
- 4.5 Facilitate Product Roadmap Development
- 4.6 Assemble Business Case
- 4.7 Support Charter Development
- 5. Stakeholder Engagement
- 5.1 Identify Stakeholders
- 5.2 Conduct Stakeholder Analysis
- 5.3 Determine Stakeholder Engagement and Communication Approach
- 5.3.1 Determine Stakeholder Engagement and Communication Approach: Inputs
- 5.3.2 Determine Stakeholder Engagement and Communication Approach: Tools and Techniques
- 5.3.3 Determine Stakeholder Engagement and Communication Approach: Outputs
- 5.3.4 Determine Stakeholder Engagement and Communication Approach: Tailoring Considerations
- 5.3.5 Determine Stakeholder Engagement and Communication Approach: Collaboration Point
- 5.4 Conduct Business Analysis Planning
- 5.5 Prepare for Transition to Future State
- 5.5.1 Prepare for Transition to Future State: Inputs
- 5.5.2 Prepare for Transition to Future State: Tools and Techniques
- 5.5.3 Prepare for Transition to Future State: Outputs
- 5.5.4 Prepare for Transition to Future State: Tailoring Considerations
- 5.5.5 Prepare for Transition to Future State: Collaboration Point
- 5.6 Manage Stakeholder Engagement and Communication
- 5.6.1 Manage Stakeholder Engagement and Communication: Inputs
- 5.6.2 Manage Stakeholder Engagement and Communication: Tools and Techniques
- 5.6.3 Manage Stakeholder Engagement and Communication: Outputs
- 5.6.4 Manage Stakeholder Engagement and Communication: Tailoring Considerations
- 5.6.5 Manage Stakeholder Engagement and Communication: Collaboration Point
- 5.7 Assess Business Analysis Performance
- 5.7.1 Assess Business Analysis Performance: Inputs
- 5.7.2 Assess Business Analysis Performance: Tools and Techniques
- 5.7.3 Assess Business Analysis Performance: Outputs
- 5.7.4 Assess Business Analysis Performance: Tailoring Considerations
- 5.7.5 Assess Business Analysis Performance: Collaboration Point
- 6. Elicitation
- 6.1 Determine Elicitation Approach
- 6.2 Prepare for Elicitation
- 6.3 Conduct Elicitation
- 6.4 Confirm Elicitation Results
- 7. Analysis
- 7.1 Determine Analysis Approach
- 7.2 Create and Analyze Models
- 7.2.1 Create and Analyze Models: Inputs
- 7.2.2 Create and Analyze Models: Tools and Techniques
- 7.2.2.1 Context Diagram
- 7.2.2.2 Data Dictionary
- 7.2.2.3 Data Flow Diagram
- 7.2.2.4 Decision Tree and Decision Table
- 7.2.2.5 Ecosystem Map
- 7.2.2.6 Entity Relationship Diagram
- 7.2.2.7 Event List
- 7.2.2.8 Feature Model
- 7.2.2.9 Goal Model and Business Objectives Model
- 7.2.2.10 Modeling Elaboration
- 7.2.2.11 Organizational Chart
- 7.2.2.12 Process Flows
- 7.2.2.13 Prototypes, Wireframes, and Display-Action-Response Models
- 7.2.2.14 Report Table
- 7.2.2.15 State Table and State Diagram
- 7.2.2.16 Story Mapping
- 7.2.2.17 System Interface Table
- 7.2.2.18 Use Case Diagram
- 7.2.2.19 User Interface Flow
- 7.2.3 Create and Analyze Models: Outputs
- 7.2.4 Create and Analyze Models: Tailoring Considerations
- 7.2.5 Create and Analyze Models—Collaboration Point
- 7.3 Define and Elaborate Requirements
- 7.4 Define Acceptance Criteria
- 7.5 Verify Requirements
- 7.6 Validate Requirements
- 7.7 Prioritize Requirements and other Product Information
- 7.7.1 Prioritize Requirements and other Product Information: Inputs
- 7.7.2 Prioritize Requirements and other Product Information: Tools and Techniques
- 7.7.3 Prioritize Requirements and other Product Information: Outputs
- 7.7.4 Prioritize Requirements and other Product Information: Tailoring Considerations
- 7.7.5 Prioritize Requirements and other Product Information: Collaboration Point
- 7.8 Identify and Analyze Product Risks
- 7.9 Assess Product Design Options
- 8. Traceability and Monitoring
- 8.1 Determine Traceability and Monitoring Approach
- 8.1.1 Determine Traceability and Monitoring Approach: Inputs
- 8.1.2 Determine Traceability and Monitoring Approach: Tools and Techniques
- 8.1.3 Determine Traceability and Monitoring Approach: Outputs
- 8.1.4 Determine Traceability and Monitoring Approach: Tailoring Considerations
- 8.1.5 Determine Traceability and Monitoring Approach: Collaboration Point
- 8.2 Establish Relationships and Dependencies
- 8.2.1 Establish Relationships and Dependencies: Inputs
- 8.2.2 Establish Relationships and Dependencies: Tools and Techniques
- 8.2.3 Establish Relationships and Dependencies: Outputs
- 8.2.4 Establish Relationships and Dependencies: Tailoring Considerations
- 8.2.5 Establish Relationships and Dependencies: Collaboration Point
- 8.3 Select and Approve Requirements
- 8.3.1 Select and Approve Requirements: Inputs
- 8.3.2 Select and Approve Requirements: Tools and Techniques
- 8.3.2.1 Backlog Management
- 8.3.2.2 Collaborative Games
- 8.3.2.3 Definition of Ready
- 8.3.2.4 Delphi
- 8.3.2.5 Facilitated Workshops
- 8.3.2.6 Force Field Analysis
- 8.3.2.7 Group Decision-Making Techniques
- 8.3.2.8 Iteration Planning
- 8.3.2.9 Prioritization Schemes
- 8.3.2.10 Requirements Management Tool
- 8.3.2.11 Story Mapping
- 8.3.3 Select and Approve Requirements: Outputs
- 8.3.4 Select and Approve Requirements: Tailoring Considerations
- 8.3.5 Select and Approve Requirements: Collaboration Point
- 8.4 Manage Changes to Requirements and other Product Information
- 8.4.1 Manage Changes to Requirements and other Product Information: Inputs
- 8.4.2 Manage Changes to Requirements and other Product Information: Tools and Techniques
- 8.4.3 Manage Changes to Requirements and other Product Information: Outputs
- 8.4.4 Manage Changes to Requirements and other Product Information: Tailoring Considerations
- 8.4.5 Manage Changes to Requirements and other Product Information: Collaboration Point
- 8.1 Determine Traceability and Monitoring Approach
- 9. Solution Evaluation
- 9.1 Evaluate Solution Performance
- 9.2 Determine Solution Evaluation Approach
- 9.2.1 Determine Solution Evaluation Approach: Inputs
- 9.2.2 Determine Solution Evaluation Approach: Tools and Techniques
- 9.2.3 Determine Solution Evaluation Approach: Outputs
- 9.2.4 Determine Solution Evaluation Approach: Tailoring Considerations
- 9.2.5 Determine Solution Evaluation Approach: Collaboration Point
- 9.3 Evaluate Acceptance Results and Address Defects
- 9.3.1 Evaluate Acceptance Results and Address Defects: Inputs
- 9.3.2 Evaluate Acceptance Results and Address Defects: Tools and Techniques
- 9.3.3 Evaluate Acceptance Results and Address Defects: Outputs
- 9.3.4 Evaluate Acceptance Results and Address Defects: Tailoring Considerations
- 9.3.5 Evaluate Acceptance Results and Address Defects: Collaboration Point
- 9.4 Obtain Solution Acceptance for Release
- 9.4.1 Obtain Solution Acceptance for Release: Inputs
- 9.4.2 Obtain Solution Acceptance for Release: Tools and Techniques
- 9.4.3 Obtain Solution Acceptance for Release: Outputs
- 9.4.4 Obtain Solution Acceptance for Release: Tailoring Considerations
- 9.4.5 Obtain Solution Acceptance for Release: Collaboration Point
- References
- 1. Introduction
- Part 2. The Standard for Business Analysis
- 1. Introduction
- 1.1 What is a Standard?
- 1.2 Framework for this Standard
- 1.3 Business Analysis and Requirements
- 1.4 The Benefits of Business Analysis
- 1.5 How Business Analysis Supports Portfolio, Program, and Project Management
- 1.6 The Role of the Business Analyst
- 1.7 The Difference Between Project Managers and Business Analysts
- 1.8 Product and Project Life Cycles
- 1.9 How Iterative and Adaptive Life Cycles Affect Business Analysis Roles
- 1.10 Tailoring the Business Analysis Plan and Project Documents
- 1.11 Knowledge Areas
- 1.12 Business Analysis Process Groups
- 2. Defining and Aligning Process Group
- 3. Initiating Process Group
- 4. Planning
- 5. Executing
- 5.1 Prepare for Transition to Future State
- 5.2 Prepare for Elicitation
- 5.3 Conduct Elicitation
- 5.4 Confirm Elicitation Results
- 5.5 Create and Analyze Models
- 5.6 Define and Elaborate Requirements
- 5.7 Define Acceptance Criteria
- 5.8 Verify Requirements
- 5.9 Validate Requirements
- 5.10 Prioritize Requirements and other Product Information
- 5.11 Identify and Analyze Product Risks
- 5.12 Assess Product Design Options
- 5.13 Establish Relationships and Dependencies
- 5.14 Select and Approve Requirements
- 5.15 Evaluate Acceptance Results and Address Defects
- 6. Monitoring and Controlling
- 7. Releasing
- References
- 1. Introduction
- Part 3. Appendixes, Glossary, and Index
- Bibliography
- Glossary
3
INITIATING PROCESS GROUP
The Initiating Process Group consists of the one business analysis process performed to define the portfolio, program, or project objectives and apply resources to a portfolio component, program, project, or project phase. Once a portfolio component, program, or project is approved, the business case is translated into a charter. Analysis performed within the Defining and Aligning Process Group is leveraged to support charter development. The Initiating process is performed within a portfolio or at the start of a program, project, or phase to keep the focus on the business need that the initiative addresses.
The key purpose of the Initiating Process Group is to align the expectations of stakeholders with the portfolio, program, or project purpose; to provide visibility of the scope and objectives; and to demonstrate how stakeholder participation in the initiative and business analysis activities is critical to meet their expectations. This process within the Initiating Process Group helps set the objective of the portfolio, program, or project, and defines what needs to be accomplished to address the business need.
Table 3-1 depicts the relationship between the process within the Business Analysis Initiating Process Group and project management.
A For the business analysis processes, the numbers in parentheses refer to the section numbers for the processes that appear in The Standard for Business Analysis; the other numbers refer to the sections in The PMI Guide to Business Analysis.
3.1 SUPPORT CHARTER DEVELOPMENT
Support Charter Development is the process of collaborating on charter development with the sponsoring entity and stakeholder resources using the business analysis knowledge, experience, and product information acquired during needs assessment and business case development efforts. The key benefit of this process is that it enables a smooth transition from the business case to charter development and provides stakeholders with a foundational understanding of the portfolio, program, or project objectives, including product scope and requirements. The inputs and outputs for this process are shown in Figure 3-1.
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