Steven Blais

Business Analysis (eBook, PDF)

Best Practices for Success

• Format: PDF

Produktbeschreibung

The definitive guide on the roles and responsibilities of the business analyst Business Analysis offers a complete description of the process of business analysis in solving business problems. Filled with tips, tricks, techniques, and guerilla tactics to help execute the process in the face of sometimes overwhelming political or social obstacles, this guide is also filled with real world stories from the author's more than thirty years of experience working as a business analyst. * Provides techniques and tips to execute the at-times tricky job of business analyst * Written by an industry expert with over thirty years of experience Straightforward and insightful, Business Analysis is a valuable contribution to your ability to be successful in this role in today's business environment.

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Produktdetails

• Verlag: John Wiley & Sons
• Seitenzahl: 432
• Erscheinungstermin: 18. Oktober 2011
• Englisch
• ISBN-13: 9781118161609
• Artikelnr.: 37360634

Autorenporträt

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

Inhaltsangabe

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