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Use Case Preconditions: A Best-Kept Secret?

Introduction

WillOct15th1Alistair Cockburn opened my eyes to the essence, elegance and effectiveness of use case preconditions.  In [1], he discusses preconditions in just a dozen paragraphs, but these contain two statements that revolutionized my understanding of preconditions and their counterpart, postconditions.

This article starts with those statements, illustrates what I believe they imply, outlines key fundamentals, discusses how preconditions and postconditions reflect sequential use case dependencies and promote loose coupling between use cases, and ends with a reflection on enforcing preconditions.

Based on personal experience, as well as a cursory check of the Internet, use case preconditions still seem to be a best-kept secret.  This article is intended to help change that.

Bless you, Alistair

Odd as it seems in retrospect, until I read Alistair Cockburn’s inspiring book [1], use case preconditions were in my blind spot.  That changed with two statements at the start of the book’s chapter 6:

  • “[A use case’s preconditions indicate] what the system will ensure is true before letting the use case start.”*
  • “Generally, a precondition indicates that some other use case has already run to set it up.”

After reading these two statements, the clouds parted, an angelic chorus hummed a mystical chord, and a bright eco-friendly light bulb appeared above my head; I had discovered a nugget in Alistair’s gold mine of a book.

* A use case’s postconditions indicate what will be true after the use case finishes.

A picture tells the story

The next diagram illustrates the use of preconditions, using a simplified example.

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This diagram reflects the preceding two statements in that:

  • A user can only initiate a use case when the system has concluded that the use case’s preconditions are true.
  • A use case’s preconditions result from executing one or more other use cases.

If we imagine a corresponding user interface, the function button that corresponds to a particular use case is enabled (a user can click on it) when the use case’s preconditions are all true, and disabled (grayed out) when at least one of the preconditions is false.

Another way to view this is as part of a “no false hope” strategy. A user is not given the impression that he can complete a certain function use case he can’t (i.e., if the conditions had been enforced as part of the use case instead of as preconditions, and at least one turned out to be false).

Some fundamentals

This section is based on [1] and on personal experience.

A use case’s preconditions can only exist within the system

Since a use case’s preconditions are enforced by “the system,” they can only exist within that system, which wouldn’t be able to detect them otherwise. A use case precondition cannot refer to a condition in the physical world that isn’t represented within the system.

The reflection at the end of this article shows that when it comes to enforcing preconditions, “the system” in its broadest sense refers to “the systems environment.”

A use case’s preconditions are the same for all its scenarios

Since a use case’s preconditions are true before the use case starts, it follows that they apply to whatever scenario* unfolds during an execution of the use case. This is one reason for not bundling multiple user functions into one use case (e.g., bundling Create, Read, Update and Delete functions into a Maintain use case), for they typically have different preconditions (and postconditions).**

* A scenario is a possible path through a use case.

** Moreover, it’s impossible to show in a use case diagram differences in user authorization; if one role (actor) is authorized to initiate one set of the bundled functions and another role (actor) is authorized to initiate a different set.

A use case doesn’t check its preconditions

Since a use case’s preconditions are “enforced by the system and known to be true” by the time the system allows the use case to start, they are “not checked again during the use case’s execution.”  This is why:

  • Preconditions are also called assumptions (a use case assumes they’re true).
  • There is no need to write use case steps that check preconditions (doing so would miss the point of using preconditions).

Being mindful of these fundamentals yields clear preconditions and use case flows.

Of use case dependencies

Sequential dependencies

A use case precondition reflects a sequential dependency between use cases.

  • Use case B with precondition C can only start after use case A has produced C as a postcondition.
  • Use case B is executed after use case A; their connection is asynchronous.

Functional dependencies

In contrast, an include relationship (and a directed association as well) reflects a functional dependency between use cases.

  • When use case A has an include relationship (or a directed association) to use case B, it means that the functionality of use case B is part of the overall functionality of use case A.
  • Use case B is executed as part of use case A; their connection is synchronous.

Impact on use case models

This difference means it’s incorrect to use a functional relationship to represent a sequential dependency between two use cases—instead, use postconditions and preconditions.  This is summarized in the diagram below for include relationships, using a simplified example.

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Conditions enable loosely coupled use cases

What is loose coupling again?

Two use cases are loosely coupled when:

  1. The execution of the first enables the execution of the second.
  2. Neither has any knowledge of the other.

Kinds of loose coupling

One kind of loose coupling—between publisher and subscriber use cases connected via event objects and an event manager — is outlined in [2]

A different kind of loose coupling—between upstream and downstream use cases connected via conditions and user actions — is addressed in this section.

Point 1: Function use cases enable function use cases

In the above diagrams, postconditions produced by the execution of one or more upstream use cases enable the execution of one or more downstream use cases.

  • As soon as a downstream use case’s preconditions are all true (i.e., they reflect postconditions produced by the execution of one or more upstream use cases), a user can initiate the downstream use case.

Point 2: Function use cases don’t know each other

In the above diagrams, upstream and downstream use cases don’t know each other.

  • An upstream use case doesn’t know which downstream use cases a user can initiate next.  It doesn’t pass control to any of them.  It only produces certain postconditions.
  • A downstream use case doesn’t know which upstream use cases a user initiated previously.  It doesn’t accept control from any of them.  If initiated by the user, it trusts that its preconditions are true, no matter which use cases produced them.

Actions outside function use cases

As noted earlier, in a use case model the system is understood to take actions outside use cases, for example by ensuring that a use case’s preconditions are true before allowing the use case to start.  Similarly, a user can take actions outside function use cases, for example by selecting an object from a list before initiating another use case.

As setup for an example of the latter, assume that:

  • The personal banking website from the first diagram also has function use cases View Accounts Summary, View Account Transactions, View Account Details and Change Account Details.
  • The postcondition of the customer-centric View Accounts Summary use case is “The user is presented with a summary of the customer’s accounts.”
  • A precondition of the three account-centric use cases is “The account has been identified.”

An implied user action is the selection of an account from the list of accounts presented by the View Accounts Summary use case.  This selection, not the use case, creates the precondition for the three account-centric use cases. 

This user action is implied because it is not part of any of the use cases.

  • Adding it as the final step of the View Accounts Summary use case would make the use case overshoot the user’s goal, which is to view the accounts summary.
  • Adding it as the first step of the account-centric use cases would make using the above precondition impossible and thus undermine the loose coupling between these use cases and the customer-centric one.

The implied system and user actions must be accommodated in the user interface derived from the use case model.

Tip: Don’t state who (an actor) or what (a use case) produced a precondition.

  • Stating an actor introduces irrelevant, distracting and potentially misleading assumptions (what if the use case model is enhanced with a new actor who can also produce the precondition?)
  • Stating a use case violates the principle that loosely coupled use cases don’t know about each other (and what if the use case model is enhanced with a new use case that can also produce the precondition?).

The condition is what matters, not how it came to be.

Benefits

Loose coupling between use cases in general:

  • Inherently leads to use case models that are easy to create, understand and evolve.

Loose coupling between function use cases in particular:

  • Enables analysts to produce use case models without built-in assumptions about the corresponding user interface (e.g., the sequence in which functions get presented).
  • Gives user interface designers the greatest freedom in designing that user interface (e.g., a given function may be launched from multiple screens that each in its own way ensures that the preconditions of the corresponding function use case are met).
  • Allows user interface designers to restructure an existing user interface without the need to change the corresponding use case model (e.g., moving function buttons around but adding no new functions).

Using conditions and user actions to model loosely coupled function use cases results in a highly modularized use case model whose function use cases are:

  • Context-aware (aware of their preconditions, but not of other use cases).
  • Single-purpose (because defining one set of preconditions for multiple purposes usually doesn’t work).
  • Lean (because they are single-purpose and their preconditions are assumed).

When a system is modeled like this, it truly reflects the notion that the use cases represent the system’s operations, as mentioned in [3], because each use case represents a distinct capability the system provides to its users.

Preconditions for other use case types

The preceding deals with function use cases, but preconditions and postconditions can be used for the following use case types as well.

  • Batch process (<>) use case.  As for a function use case, the preconditions reflect the use case’s sequential dependency on one or more other use cases. 
  • Subscriber service (<>) use case.  As outlined in [2], use cases of this type are inherently modeled to be initiated by the event manager, and so they assume the event manager as their context.  This means they have a standard set of preconditions (see [2]).

What enforces use case preconditions?

It’s one thing to state that the system ensures a use case’s preconditions are true before allowing the use case to start, but in a logical use case model it is typically implied that the controller is part of the system.

For a comprehensive understanding of controllers, we have to consider the physical implementation realm as well.  The following table summarizes typical controllers and, relating the physical to the logical, the types of use case they control.

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This summary shows that the enforcer of a use case’s preconditions isn’t necessarily part of the system to which the use case applies, so in the broadest sense “the system” means the systems environment when it comes to enforcing preconditions.

In conclusion

If you’re new to use case preconditions, I hope this article has whetted your appetite for them.  If you’ve used preconditions before, I trust this article reconfirmed their usefulness and maybe even added a new angle.  Preconditions certainly aren’t the only gold nugget in [1], and perhaps there’ll be opportunity to reflect on others.

Don’t forget to leave your comments below.


 References

[1] Alistair Cockburn, Writing Effective Use Cases, 12th Printing, November 2004.

[2] Willem Van Galen, Modeling Loosely Coupled Use Cases, 30 April 2012, http://www.batimes.com/articles/modeling-loosely-coupled-use-cases.html.

[3] Willem Van Galen, The System: Don’t Model A Use Case Without It!, 11 September 2012, http://www.batimes.com/articles/the-system-dont-model-a-use-case-without-it.html.

Five Lessons Learned from Harry Potter in the Room of Requirement

FEATUREOct9thOn a recent plane trip, when I saw Harry Potter and the Deathly Hallows 2 for a second time, I was struck by the scene in which Harry Potter enters the Room of Requirement. This magical room is one that “a person can only enter when they have real need of it [and…] is always equipped for the seeker’s needs.” It has a way of transforming itself as the need changes, so sometimes it is nearly empty and sometimes jam-packed with different objects from chamber pots to jeweled crowns. I sometimes imagine that our requirements workshops are held in similar rooms of requirements. Each time we elicit requirements from our subject matter experts (SMEs), the room is different. Each person entering the room, virtually or physically, has specific needs and each idea its own use. Sometimes there are an abundance of ideas generated and sometimes very few. And each requirements workshop can be filled with overwhelming challenges. In this final film, the ability of good to triumph over evil depends on finding a lost diadem, or crown, in the Room of Requirement. The intrepid business analyst (BA) faces similar challenges in their requirements rooms. Here are some that Harry and BAs both face:

  1. Getting the high-level” what” is much easier than getting the necessary detail. Harry knows what he needs to find in the room of requirement– a diadem. So how hard can it be to find it once he’s in the room? Very hard, because although he has the high-level “what,” he has no idea what it looks like. He has no detail describing it, and he is frustrated as he looks around the very large room filled with objects from floor to very tall ceiling. He seems to have forgotten that to use the Room to maximum effect, those who enter are advised to be very specific about what they are looking for.” [1]After some minutes searching fruitlessly, however, Harry uses an effective technique to find the diadem. He listens.

    As BAs, we are often given high-level requirements. The level is too high, however, to describe the need in enough detail to build the end product. For example, user stories describe high-level requirements, but need to be fleshed out. Use case models provide high-level processes, but without the narrative flow of events, the requirements remain incomplete. A business process with the primary path but no alternate paths is also a good start, but only a start. And one of the best ways to get that detail is active listening.

  2. When we are under a great deal of pressure to find what we seek, we usually rush superficially through the business analysis work. Harry and his friends have almost no time to find the diadem. With no plan to guide them, they search frantically and chaotically. It isn’t until Harry takes the time to get additional information from an important stakeholder (the Ravenclaw ghost) that he can really focus on his goal.

    As BAs we are often under pressure to complete our business analysis work quickly. When we give in to such pressure, we often misdirect our efforts and the result is rework, dissatisfied customers, and an effort that costs more in time and budget, to say nothing of team morale. Like Harry, we need a plan, we need to be focused, and we need to take the time to talk to stakeholders who can guide us to the correct and complete requirements.

  3. Some people have a vested interest in throwing up roadblocks. Harry soon learns that he is not alone in the Room of Requirement and that others desperately want to prevent him from succeeding. In the battle of Good (represented by Harry and his cohorts) vs. Evil (represented by Draco Malfoy and his cohorts), Evil has a vested interest in preventing Harry from first entering the Room of Requirement and then finding the diadem.

    Unfortunately, we sometimes encounter stakeholders who do not want to see the projects succeed. Those who resist change (sometimes for good reasons), who have to learn to use a new systems or follow a new process, who have to sell and support new products, who will no longer be domain experts, and/or those who might lose their jobs in cost-cutting effort, may use a variety of tactics to stall or stop the business analysis activities. We need to do what we can to build trust with them, to understand the root cause of their fears, to explain how the change benefits them, and to get their input—even when they are reluctant to give it.

  4. It takes courage to enter the Room of Requirement. One of the few things we know as Harry enters the Room of Requirement is that success is critical and must be achieved, regardless of the certainty of danger and possibility of death. And indeed, among other things, Harry and his friends face the Fiendfire, a monster of fire that consumes everything in its path as it envelops the Room of Requirement.

    As BAs we sometimes face our own Fiendfires. Uncooperative, unavailable, or unengaged SMEs, sponsors who don’t understand why it takes so long to elicit requirements, pet projects that do not align with business goals and objectives , and technical experts who are needed but are working on other projects, are just a few of the many “fiendfires” we face. Our tendency is to yield to time pressures and try to do everything ourselves, but that’s not usually the right thing for the organization. And it takes courage to take the time to understand the real business need, to recommend the right thing, and to refrain from moving forward ourselves without engaging the stakeholders. It takes courage to explain why requirements activities take time and why key stakeholders are needed. And it takes courage to point out the risks when they are not.

  5. We cannot succeed by ourselves. Harry Potter needs the help of his close friends Ron and Hermione. They work as a team, each with different talents. Each is an important part of the team and if any were missing, they would not be successful. From time to time one of them goes missing, but success is only attained when the three of them work together.

BAs can be successful only when we work together with the other stakeholders. Collaboration is one of the key success factors to navigating through the Room of Requirement.

Don’t forget to leave your comments below.


[1] Wikia, Harry Potter Wiki, http://harrypotter.wikia.com/wiki/Room_of_Requirement, viewed on January 5, 2012.

 

Change Management 101 for Business Analysts

FEATURESept25thChange is hard for most people. There are a variety of reasons why change is hard, from our inherent need for a sense of security to having to deal with too much change at once to not following a process to increase the change’s likelihood of success. I know I am personally not looking forward to having to adapt my hyper-productive processes when Windows 8 is released and I may have to re-learn or find new ways to do things efficiently.
As Business Analysts, we are often involved in projects or initiatives that cause a great deal of change within an organization. In some cases we are put on the front lines of the change, whether it is gathering requirements from skeptical stakeholders to supporting the review of a solution that was put in place too quickly and is now meeting strong resistance. In order to get our jobs done effectively in such situations, we need to understand how change is perceived by individuals and know how to help guide people through change within the context of our role.

All Change is Personal

In order to help people work through changes, we need to first understand that change occurs at the individual level. The overall organizational change that occurs is a result of the changes made by each individual. Every person will react to the same change in a different way based on their culture, worldview, understanding of the change, relevance of the change to their work, what is currently going on in their lives and other factors. On large change projects you might not be able to get a full picture of why each person reacts negatively to a change, but it is important to realize that often it is not about the nature of the change itself but it could be for many other reasons. Performing a root cause analysis with certain individuals can be helpful to ensure they get on board with the change.

Prosci, a leading change management research firm, has developed a model called ADKAR. ADKAR stands for Awareness, Desire, Knowledge, Ability and Reinforcement. It describes the sequential steps each person needs to go through in order to be able to accept and support a change. If a person does not have sufficient awareness about why the change is needed, it’s hard for them to support efforts taken to implement the change, even if they would otherwise have a desire to help out. Similarly, if someone has the ability to implement a change but doesn’t have enough knowledge about the particular actions they must take to make the change occur, may exhibit hesitation or fear towards the change. Business Analysts can leverage the ADKAR model to quickly assess stakeholders when they are encountering resistance and identify the step in the model’s process where the individual might be having difficulty.

The Implementation Team Does Not Lead the Change

On almost every project I’ve worked on the group that appears to lead the change is the project team themselves. The Project Manager is at the forefront engaging stakeholders along with the Business Analysts; working to define the need, establish the requirements and support the solution through implementation. The project’s sponsor and steering committee are in the background, reading reports and dealing with escalated issues but aside from their initial announcement about the project they rarely directly interact with the people who are impacted by the change.

Some literature has taken the term ‘change agent’ to mean ‘the person or group leading or driving the change’. This is not consistent with the term ‘agent’, which is defined as ‘a person who acts on behalf of another’. With this definition, the project team is the change agent, but that does not mean that they are the people who should be leading the change. The person or group who needs to drive the change are the true leaders of the change.

Prosci’s studies have found that active and visible leadership from the executive sponsor is the leading contributor to a successful change. People within an organization naturally look to their leadership for guidance on the importance of activities and to understand the need to perform actions. If the leaders behind the change are not seen to be continually engaged and supportive of the process, the change faces a higher likelihood of failure, as people will naturally believe that the change cannot be as important as it is made out to be if the executives are not regularly promoting its value or stepping up to personally address concerns.

When Business Analysts encounter resistance to change and identify that people are reluctant to believe that the change is really needed, this should be discussed with the Project Manager and escalated as soon as possible to the executive sponsor. While the sponsor may be busy, they need to understand the importance of being visibly engaged throughout the project in order for the project to be successful. Such visibility needs to translate not only into words but actions that help the project meet its goals.

While staff look to executives to understand the need for change and to get inspired to implement the change, the person they rely on the most to understand how the change will affect them and how to work with the change is their immediate supervisor. As a result the supervisors need to first be brought on board with the change, which means they in turn need to have supportive supervisors to explain the change to them. Projects often use broadcast methods of communication and training across all levels at the organization at the same time. As a result supervisors often don’t have any more information than those who work for them, which can result in the supervisor being less likely to support a change or be able to help their staff work through the change.

When Business Analysts are involved in implementation and transition activities, they need to evaluate the approach being taken with respect to supporting the people side of the change and made suggestions on how to ensure all relevant stakeholders are able to successfully effect the change. This may entail a staged hierarchal approach to education, training and support, but it will ultimately reduce the resistance to change and the costs that are incurred when individuals are ill-prepared for a change.

Change Management Goes Beyond Communication and Training

When most people think about helping people adapt to change the two most frequently used techniques are communication and training. Both are valuable tools that are needed to help people work through the change process, and help address the awareness and knowledge/ability areas of the ADKAR model. However, they are not sufficient in most cases to fully support the implementation of a change.

As I mentioned above, managers throughout the organization of the areas that are impacted by a change need to be sufficiently supported so they themselves can get on board with the change before they are asked to help out their staff. These individuals don’t just need training on the solution but need to know what to do to help their staff overcome any issues they face. As a result a coaching plan is needed to make these managers effective change agents with their staff.

Business Analysts often perform stakeholder analysis to track all the groups involved in a project. We often assess things like attitude, influence and engagement. These attributes can be used as part of a larger context to assess how individuals are dealing with change, and what to do if some of them are resistant to change.

A resistance management plan leverages the stakeholder information gathered and maintained to help plan how to successfully manage the people side of the change. An executive sponsor roadmap will focus the sponsor on engaging key stakeholders regularly to ensure they remain on board with the change. If such artifacts are not being produced on your project, the Business Analyst should discuss the need for such tools with the Project Manager based on the scale and scope of the change involved.

Business Analysts as Change Managers

Change management is a different discipline than business analysis, but the two are very complementary. While some organizations now have dedicated change management resources, Business Analysts will often be involved in the preparation and implementation of change management plans given their front-line involvement with stakeholders throughout the project. When there are not dedicated change management resources or defined change management duties, the Business Analyst has an opportunity to help the project successfully meet its objectives by understanding the basics of change management and applying them in their activities.

Don’t forget to leave your comments below.

5 Strategies for Better PM-BA Relationships

The relationship between the Project Manager and the Business Analyst is so important to the strength of a project and its overall outcome that it should not be left up to chance. In an ideal world, a project’s PM and BA:

  • Have worked together with mutual respect and trust
  • Share a common understanding of project methodology , the requirements process and critical success factors
  • Consider each other as peers
  • Have a deep understanding and appreciation of the other’s role and tasks
  • Are comfortable communicating and negotiating with each other

Some of these conditions cannot be created. They are determined by the individual PMs and BAs involved. But the bottom line is that in order for a project to succeed, and future projects to be do well, the PM and BA need to have a healthy relationship that can handle turbulence and disagreement in an open but respectful manner.

Produce a Good Pair

Given the importance of the rapport between the PM and the BA on project team performance, how can an organization nurture this key ingredient of project success?  Here are five basic strategies you can employ:

  1. Train and cross training PMs and BAs on methodology and roles. Each should understand the responsibilities of the other and agree on how to attain outcomes.
  2. Build two-person teams of PMs and BAs who can work together more than once so they can get to know each other’s strengths and weaknesses.
  3. Reward collaboration and cultivate PMs and BAs who exhibit the best characteristics of their respective roles.
  4. Chose PMs and BAs who naturally understand the value of compromise and work actively together to manage risk.
  5. Develop a mindset where professionals over-communicate to ensure that nothing gets missed.

Amid the training and collaborative exercises, be sure to pay close attention to the interdependencies of the two professionals. One of the major strategic areas of overlap between the PM and BA roles, for example, is the area of scope definition and management. These professionals should be deeply involved in discussions such as this which are deceptively straightforward, but end up playing havoc on schedules and budgets.

Don’t forget to leave your comments below.

 

Building a Mature, Innovation-Driven Business Analysis Practice

FEATUREAug7thAs businesses acknowledge the value of business analysis – the result of the absolute necessity to drive business results through projects – they are struggling to figure out three things:

(1) What are the characteristics of their current BA workforce, and how capable does their BA team need to be?

(2) What is needed to build a mature BA Practice?

(3) How are we going to get there? 

This article focuses on #2: What is needed to build a mature BA Practice? See Exhibit 1: BA Practice Maturity Framework.  Key concepts include:

  • Mature BA Practices
  • The Daunting Road Ahead
  • Cultivating Mature BA Practices
  • BA Practice Maturity Assessment

In previous articles we introduced the comprehensive BA Practice Maturity Framework. The journey begins with an acknowledgement that business analysis is a critical business management discipline for the 21stcentury.  Realizing that it takes investment and resources to build a new business management practice, our framework calls for a proven, structured approach coupled with expert change management skills.  Our framework involves a three-pronged approach to build a mature BA Practice, develop a competent BA workforce, and establish a BACOE to plant the seeds and steer the course.  This chapter focuses on building a mature innovation-driven BA Practice.

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Mature BA Practices

To steer the course, we once again make use of a model, the BA Practice Maturity Model (Exhibit 2).  As you can see, the model is in strict alignment with the BA Individual and Workforce Capability Model introduced previously.

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The maturity levels of the BA Practice Maturity Model are described below (Exhibit 3).

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 Exhibit 3: BA Maturity Model Description

The Daunting Road Ahead

As you can see in Exhibit 4, there are many elements that need to be in place to implement a mature BA Practice.  So, it begs the question: how are we every going to get there, and how fast can we get there? 

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Cultivating Mature BA Practices

A BA Practice Maturity Assessment Process and Practice Improvement Program are essential tools used to build a mature BA Practice. Together, they provide validated, accurate information about the current state of BA practices, accompanied by recommendations for improvement and support along the journey.  In addition, the assessment determines the readiness of the organization to accept and support the new BA practices and formation of a BA Center of Excellence to plant the seeds and steer the course.  Specifically, the assessments:

  • Measure the ability of your organization to repeatedly deliver new business solutions that meet the business need and result in the expected benefits
  • Provide a foundation and guidance for advancement of practices through prioritized, sequential improvements
  • Provide an indicator of how effective your organization is in meeting business objectives and executing strategy through successful implementation of new business solutions

BA Practice Maturity Assessment

  • What is it?
    • An independent appraisal of organizational practices
  • Why do it?
    • Provides a foundation for advancement
  • How is it used?
    • Determines where we are today; where we want to be in the future
  • How is it conducted?
    • Uses an appraisal process based on assessment best practices
  • BA practices assessed against what?
    • Current capabilities are compared to a BA Practice Maturity Model based on BA industry best practices

Assessment Components

The scope of the assessment needs to be broad, encompassing the following components:

  • BABOK® Standards: BA Planning & Monitoring, Elicitation, Requirements Management, Enterprise Analysis, etc.
  • BA Metrics
  • BA Tools
  • Knowledge Management
  • BA Practice Support & Governance
  • Change Management
  • BA Competency & Career Management
  • BA Training & Support
  • Project Selection & Prioritization
  • Customer Relationship Management
  • BA Center of Excellence Effectiveness

Assessment Approach

The approach to conducting an organizational maturity assessment can be formal or informal.  In either case, it is multi-dimensional, and includes planning meetings culminating in a kick-off session, administration of an assessment instrument, review of project artifacts and deliverables, accompanied by a series of interviews and focus group sessions.  Information is synthesized, organized, validated and documented in a data summary report and an assessment findings and recommendations report containing a two-year roadmap and action plan for immediate next steps.   

Formal or Informal Assessments

The BA Practice Maturity Model can be used as the basis for several types of assessments as described in the table below (Exhibit 5).  Depending on how far you have come in your journey to cultivate mature BA practices, we recommend the most appropriate evaluation of your BA Practice. 

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Assessment Deliverables

There are two key assessment deliverables:

  • The Data Summary Report
    • Overall Maturity Rating
    • Maturity Rating for each component
    • Strengths
    • Opportunities
  • The Findings and Recommendations Report and Executive Presentation
    • Detailed findings
    • Detailed recommendations
    • Roadmap to close the gaps
    • Action plan to implement recommendations

Sample Assessment Results

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Don’t forget to leave your comments below.