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Do We Need A Skills Matrix?

Written by Christina Lovelock on . Posted in Articles.

The answer to this question is almost always no. Here’s why…

Drivers

The stated objectives for creating a person-level skills matrix are usually something like:

  1. “We want to match staff to appropriate work by understanding their skills.”
  2. “We need to identify skills gaps and shortages across the team/organisation and prioritise areas for individual and general improvement.”

These seem sensible enough. They sound efficient, future focussed and suggest it will help individual team members to engage in appropriate work and increase their skills as needed.

Reality

The skills matrix appears on the surface to help with these aims. Unfortunately, they rarely meet the intended outcomes.

Here is a typical process:

  1. Drivers 1 and/or 2 exist, and eventually someone says “skills matrix”.
  2. Key skills to include are discussed and agreed. (This takes much longer than planned; technical skills are over-represented, core skills [1] are under-represented and undervalued by this process).
  3. Realisation that we want knowledge areas not just skills. A very long list is produced…
  4. After much questioning and resistance (most) staff rate themselves against the skills and knowledge areas.
  5. This is on the whole unsuccessful due to the Dunning-Kruger effect [2] on the one hand and Impostor Syndrome [3] on the other. (Plus, the fact that most of us think we are self-aware and only 10-15% of people actually are [4]).
  6. Many difficult conversations are then required explain why Person A is not actually an expert in everything and Person B is better than they think.
  7. The people who would be “best” for a piece of work based on the output of the matrix are not available.
  8. Managers and team members are all quite bruised by the process.
  9. Matrix is not updated. It goes slowly out of date.
  10. Abandoned.

 

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Alternative Reality

The skills an individual has is one of many factors which need to be considered when assigning appropriate work. The factors include:

  • What motivates them?
  • Who do they work well with?
  • Who can build relationships quickly?
  • What kind of support/environment allows them to do their best work?
  • Where do their interests lie?
  • Who has these skills/who needs to develop these skills?
  • Is there an appropriate senior person/role model?
  • Who has earned an exciting opportunity?
  • Who needs to stick to the basics?
  • Who can juggle multiple assignments?
  • Who prefers to concentrate on one area?

It is not possible to model all these factors in a spreadsheet. This level of understanding comes from managers having good relationships with team members, being able to honestly discuss personal style, preferences and professional development needs. Managers also need good visibility of upcoming work and assignments to be able to plan appropriately and engage with team members about future work.

Training Needs And Skills Gaps

Good managers know this information without a skills matrix. Given a list of skills needed by an organisation, managers should be able to identify and quantify capacity and competency gaps. A skills matrix is a lazy substitute for good quality management and a distraction that creates the illusion of control.

Individual personal development plans which align to organisational objectives are a more motivating and effective way of establishing and then aggregating team-member level data.

How Can BAs Help?

Business Analysts may be asked to create or contribute to the development of a skills matrix or record our own skills. We can use our analytical skills to establish the drivers and intended business outcomes and suggest alternative methods of achieving those.

Is A Skills Matrix Ever Relevant?

If the answer to the question “Do we need a skills matrix?” is almost always no, then there must be exceptions. Very large, typically global organisations which operate across a number of sectors (such as retail, aviation, construction etc.) that need to quickly mobilise specialist teams need a way of “searching and filtering” on staff. This is more effective as searchable information, with some structured data (e.g., job title, location, knowledge domains) and bio information maintained by the individual (experience, preferences, etc.) to allow the right people to be identified. Implementing this type of system requires appropriate investment in technology and business change. The business case for the ‘spreadsheet matrix’ never stacks up.

Conclusion

The skills matrix is typically a misguided attempt to automate something which needs to be a human discussion. How they are implemented often demotivates staff, serves as a distraction from real work and genuine issues and fails to meet the intended outcomes.  Organisations that want the capability to understand the skills and experience of their staff need to encourage the right behaviours from managers, make appropriate investment in robust decision support tools and engage with staff to capture information which is accurate, proportional and timely.

References:
[1] Core Skills: C Lovelock, BA Times, 2019 https://www.batimes.com/articles/stop-saying-soft-skills/
[2] Dunning-Kruger Effect : J Kruger, D Dunning, 1999  https://pubmed.ncbi.nlm.nih.gov/10626367/
[3] Impostor Syndrome: C Lovelock, BA Times, 2020 https://www.batimes.com/articles/impostor-syndrome-business-analysis-is-not-just-common-sense/
[4] Self-Awareness: T Eurich, Harvard Business Review, 2018 https://hbr.org/2018/01/what-self-awareness-really-is-and-how-to-cultivate-it

Business Analysis Report: Writing Guide From Preparation to Submission

Written by Amanda Dudley on . Posted in Articles.

Did a major stakeholder in your company contact you to send an analytical report or are you a rookie trying to impress your boss with an excellent business analysis report? If so, you are in the right place. This article will teach you how to write a formal business report, including the preparation and proper structuring hacks. So, sit back and get your pen and notepad ready because you will be learning a lot.

How to Write a Business Analysis Report

1.    Preparation

If you want to have a good business report analysis, don’t just start with writing. It would be best to draw a plan of how to present the data from your analysis. So, here is what an ideal business report plan should look like:

  • From the beginning, have the end in mind

An excellent business analyst typically thinks about their recommendations from the initial stages of a project. For example, if you are writing a report on why the company should start using digital signage, you should already have the best solutions handy. This process may seem complex, especially if you don’t know how to make recommendations when you haven’t started the main report. But if you conduct adequate research, deducing to a coherent chain of events leading up to a specific conclusion won’t be difficult.

  • Who are you writing the business analysis report for?

First off, you need to know your stakeholders before you start writing business reports. A stakeholder analysis will help you get that knowledge. Namely, you’ll discover who are the influential people you need to convince. Secondly, you’ll find people who are project-oriented so that you can convince them of the value of your report.

  • How do you plan on presenting the business analysis report?

You should determine the method you want to utilize to deliver your analysis report before writing. Take Screenvision as a case study of using unique storytelling to win people over when analyzing a new product. Unfortunately, there have been other scenarios of people losing their audience because they didn’t present their analyses properly. For your business report, you can choose between print, PowerPoint presentation in front of an audience, or a combination of both methods to capture your audience’s attention.

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2.    Structure

The structure of your report is vital because it may be the reason why your recommendations will convince the right people. A properly structured analysis will give your audience a desirable impression about you and your business. So, when writing your report structure, focus on:

  • The introduction

There are different types of business reports, but they all have an introduction which follows the same pattern. In the introduction, there should be a hook — something that will catch your audience’s interest. Then, explain the background of the project. However, contrary to popular expectations from business analyzes reports, keep your introduction short and understandable if you expect to carry your audience along.

  •  The process of investigation

Another important aspect of your business report is discussing how you came to your recommendations. Your audience needs to know that you put your due diligence to get the data you are presenting to them as facts. You don’t have to give all the in-depth details of your research because it can get boring quickly. All you need to do is provide a simple summary of how you arrived at the factors that influenced your decision.

  • The outcome of each investigation stage

Explaining the outcome of each technique you utilized will help your audience understand why you are advancing these recommendations. Don’t go through your process map in superficial details. Pick out the essential aspects and discuss them extensively. Also, don’t make the mistake of saying “who” told you to make your recommendations. Instead, talk about “why” your recommendations are the best fit.

  • Summary

The summary is the final aspect of your business analysis report template. This part of your report entails rounding up your findings and recommendations. All you have to do is discuss everything you told your audience in simple and short sentences, ensuring you are as precise and clear about your points as possible.

Conclusion

An analysis report is an essential aspect of any business. The most important things to remember when writing reports are the following:

  • Preparation is essential.
  • The introduction can make or mar the analysis and determine if stakeholders will go through the report.
  • Stakeholders want to know the context, not just the problem itself.

So, as a part of the business world, you should always be equipped with the proper knowledge of your field because you never know when you will need to prepare a business report.

But sometimes even with proper knowledge, you will need help from an essay writing service to help you to finish or edit a high-quality report. Nevertheless, this article should help you with writing. Good luck!

Golden Rules of Stakeholder Engagement in Business Analysis

Written by Thomson Mathew & Anjana Manocha on . Posted in Articles.

What makes business analysis on a project effective?1 Is it just about allocating a business analyst (BA) to the project to produce business analysis deliverables on time, or is it about effectively communicating and engaging with stakeholders? While both are tactical prerequisites, we believe that engaging with stakeholders is key to any effective project implementation.

Research proves that, in the long term, effective stakeholder engagement is good for any business.2 Organizations with a greater awareness of stakeholder interests and higher stakeholder engagement patterns are more likely to avoid crisis, simply because they’re in a better position to leverage opportunities and anticipate risks.3 Several compelling studies across industries on the impact of good stakeholder relations demonstrate that, over time, organizations focusing on building stakeholder trust are more resilient across indicators of value such as financial resilience, sales, cost reduction, time to market and control of operating costs.3, 4

So, who are the stakeholders? Stakeholders are individuals, or groups of individuals, who either care about, are actively involved in or have a vested interest or a stake in the project’s success. They can also affect the project BA’s ability to achieve his or her own goals.5 Stakeholders can be internal or external.

Internal stakeholders may include top management, project team members, a BA manager, peers, a resource manager, end-users, and internal customers/delivery partners. External stakeholders may include external customers, governments, contractors and subcontractors, regulators, and suppliers/vendors.

Stakeholder engagement is the practice of interacting with and influencing project stakeholders to drive the overall success of an initiative. Stakeholder expectations and perceptions, as well as their personal requirements, concerns, and agendas, influence projects, determine what success looks like, and impact the achievement of an initiative’s overall outcome. Successful stakeholder engagement is vital to effectively delivering value on a project.

Whether internal or external, the first thing to identify is whether BAs effectively engage with project stakeholders. This paper explores different levels of stakeholder engagement and the approaches that will enable a productive association and result in project success. Typically, stakeholder engagement falls into three broad models: high, moderate, and low engagement.

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High engagement model

Stakeholder engagement is at its peak, in this model, meaning that BA and stakeholder thought processes align on project objectives, definitions, and benchmarks of success. They work in tandem to drive the project to its intended conclusion in an efficient and timely manner. This model is highly interactive. Ideas and suggestions from both sides are exchanged to evaluate the pros and cons and resolve any differences of opinions objectively through a process of mutual consensus. There is mutual respect, trust, and a sense of ownership over the decisions being made and risks being taken.

In short, this is the ideal scenario. In this engagement model, the stakeholder clearly communicates expectations, actively participates in project requirements, promptly responds to questions and communications, and engages with the BA and shows genuine interest in the analyst’s work.

 Best practices to help a BA sustain high stakeholder engagement

  • Work to become a BA on whom stakeholders can depend. Build relationships based on trust.
  • Demonstrate awareness of project timelines, efficiency and cost-related issues while prioritizing the needs of the project.
  • Maintain regular communication. Keep stakeholders informed of project progress and BA deliverables.
  • Address constraints and challenges on time. If there are time constraints or other challenges, meet stakeholders formally or informally (in-person or virtually) to discuss the issues and get their buy-in for feasible solutions.
  • Listen to and address stakeholder concerns in a timely manner.
  • Keep stakeholders engaged by involving them throughout the project. Always ask for stakeholder input and work toward implementing what’s possible.
  • Recognize stakeholders’ achievements and appreciate their support.

 Moderate engagement model

Stakeholder engagement is average in this model, meaning that the BA and the stakeholder agree on the vision and objectives of the project but don’t understand the impact their respective actions might have on its timelines and success. They work on the same team but don’t always collaborate, attend meetings but don’t actively participate, provide input and feedback but not in a timely manner. In this model the stakeholders aren’t clear on the BA’s expectations and deliverables. In other words, to achieve a higher level of engagement it requires active collaboration and participation between the BA and the stakeholder.

So, there is hope with this model. But if the BA doesn’t work to improve the relationship, things are likely to quickly reach a point from which it will become harder to recover.

Best practices to help a BA improve the stakeholder engagement level

  • Drive conversations and meetings that are interactive, constructive, and engaging for both parties.
  • Communicate effectively to engage stakeholders. Leverage collaboration tools and continuous brainstorming workshops that enable stakeholder participation.
  • Set realistic expectations with stakeholders from the onset of the project.
  • Be mindful of and flexible to accommodate stakeholders’ schedules and preferences. This includes engaging with stakeholders formally or informally, as well as during work or off hours.
  • Listen to, heed, and execute stakeholders’ feedback and demonstrate its impact on the project.

BAs can leverage several tools and strategies to enhance stakeholder engagement (see Table 1). Once they understand the project, they will become more receptive to what a BA has to offer. And then they will want to know how the initiative will be implemented, whether and how their concerns will be addressed, and how they can contribute to the solution.13 At this stage, it’s important for BAs to manage the relationship to set the right expectations and agree on roles without losing the already established level of engagement.

IIBA BABOK® Guide Technique Purpose
Functional decomposition Explains key components of business analysis to create transparency within an initiative, specifically in how a BA works and the role stakeholders can play.
Mind mapping Enables BAs to gather and summarize participants’ thoughts and ideas, as well as any ancillary information, and then determine interrelationships.
Process modelling Defines the solution and describes how the business analysis will be executed. This technique can include actors and information flows to illustrate what’s expected of each stakeholder during various stages of the process.
Roles and performance matrix Maps each stakeholder’s role and permissions across business analysis activities. For example, which stakeholder will shape what part of the solution, approve the solution design and implement the solution.
Stakeholder list, map, or personas Documents stakeholder responsibilities, defining how each will shape the solution and all will collaborate.
Brainstorming Fosters creative thinking around project challenges and possible solutions. The goal of brainstorming is to produce new ideas and derive themes for further analysis.

Table 1 – IIBA Reference 5,6

Low engagement model

Stakeholder engagement is below average in this model, meaning that BA and stakeholders thought processes don’t align regarding project objectives, definitions, and benchmarks of success. The BA and stakeholders don’t work in tandem to drive the project to its intended conclusion in an efficient and timely manner. In this model, there’s no constructive exchange of ideas and suggestions with the objective of evaluating the pros and cons. Differences of opinions aren’t resolved objectively and lack mutual consensus. Respect is a lacking and there’s no sense of ownership of decisions being made and risks taken.

This results in conflicting requirements and deliverables, delayed project timelines, dissatisfaction on the project progress and eventual failure to meet expectations. In this engagement model, the stakeholder:

  • Asserts authority
  • Doesn’t actively participate in meetings
  • Provides minimal to no feedback
  • Quickly critiques deliverables
  • Resists change

At the beginning of the project, especially a change initiative, there may be resistance for various reasons.6 Chief among these is fear. Because the business case behind a change initiative is often restructuring, reducing headcount, or introducing automation — all of which may lead to the loss of some jobs — people will naturally be concerned. That may lead some people doubt their ability to develop new skills, learn new things or maintain an acceptable level of performance in the new system. Projects that lack clarity at the start are also concerning. While it’s always difficult to anticipate the direction of a change initiative, in the early phase, most stakeholders aren’t sure of their role or how or where they’ll fit in the overall process. And without established norms or processes in place, an initiative is almost always likely to change the environment. At times it’s this discomfort, or a lack of justification for this change, which causes resistance.

 Remember: Be prepared. Be flexible. Be ready to escalate.

To overcome these and other challenges, we recommend the following steps:

Step 1: Be Prepared

Send the agenda and any relevant documents prior to the meeting so that everyone has an opportunity to prepare for the discussion. Arrive in the meeting room (physical or virtual) a few minutes early, especially when the BA is the host. Follow the best practices for virtual audio/video calls, especially in a remote work setting.7 Invite a person of authority to the meeting for support. This could include the BA’s manager, the project manager, or a business process consultant. Be active rather than reactive in any situation. For a BA, it’s always important to take a few minutes before responding to an email or conversation. BAs should never take feedback personally and always be willing to reach out to their peers, core team or leader for help.

Step 2: Be Flexible

Accommodate the stakeholders who aren’t available to meet in person and in this case, the BA should try to address stakeholder requests by scheduling a conference call. If meeting during prime business hours is not possible then connect with stakeholders during off-hours or different times of the workday, within stipulated/acceptable business hours. This sort of availability supports a more informal setting, which in turn encourages stakeholders to share their concerns. It also demonstrates that a BA is eager to engage with stakeholders and understands their viewpoint. It will help the BA gain stakeholders’ trust and make them feel their voices are heard and their perspectives factored in.

Step 3: Be ready to escalate

Invite a person of influence — for example, a hardline manager or project manager — to meetings with stakeholders to get better guidance on how to maneuver the project as well as keep the manager informed of progress. Stay calm and objective throughout the process. Under no circumstance should a BA feel the need to pressure stakeholders on any matter since such behavior will only aggravate the situation and result in further damage to the relationship with stakeholders.

 

Our recommendations for a successful engagement model

We recommend the following engagement model that has been tried and tested and has resulted in successful and long-standing engagements with our stakeholders over the years.

Stakeholder analysis/mapping. Analyze stakeholder needs and expectations and think about how the project or the proposed change might impact stakeholders, as well as how they can impact the proposed change. Based on this analysis, select an engagement approach that best suits stakeholders’ needs for effective communication and collaboration.

Plan of engagement. Plan an effective approach to stakeholder engagement. The goal is to select an approach that will ensure the highest level of engagement throughout the initiative. Things to consider when selecting an engagement approach may include:

  • Style of communication during meetings. Keep the meetings interactive. Initiate and foster maximum participation.
  • Frequency and duration of meetings. Schedule short meetings with an agenda. When meetings are too long, participants lose their focus.
  • Format of meetings. Schedule virtual or in-person meetings as appropriate.

Set expectations. Set and communicate expectations with stakeholders. Make sure the desired outcomes are clear and well understood by the stakeholders. For example, if BAs request input on requirements, then they need to make sure that:

  • Documentation is sent to stakeholders on time, preferably well in advance of the request for feedback.
  • Documentation includes anything stakeholders may need, such as reference documents, process flows, data elements or use cases.
  • A timeline is set for when the BA expects feedback.

Engage stakeholders. Keep the focus on maintaining and improving the level of engagement. Keep stakeholders engaged through:

  • Maintain the frequency and level of communication. Keep stakeholders apprised of the progress and possible challenges.
  • Active listening. Listen to stakeholders’ concerns and feedback and address them accordingly.

Review and adjust. Review and adjust the plan based on stakeholders’ engagement and feedback. Revisit the approach and adjust for future interactions to maintain the level of stakeholder participation and involvement.

Conclusion

The general rule for any stakeholder engagement is the understanding that stakeholders care about their responsibilities and want to do their best. Despite that, there may be certain obstacles that prevent successful and beneficial stakeholder engagement. In that case, BAs will find it helpful to analyze the initiative to understand the cause of the roadblock and find a way to resolve it as early as possible. Handling the situation objectively and the demonstrating the initiative’s roadmap — including a clear picture of the initiative, its impact, and everyone’s roles — fosters a collaborative environment that will lead to a successful project.

 

Sources:

1 “ The Habits of Effective Business Analysts.” https://medium.com/analysts-corner/the-habits-of-effective-business-analysts-c9b7d9786f8b

2 “Long term business health stakeholder theory.” https://backlog.com/blog/long-term-business-health-stakeholder-theory/

3 Enright, Sara; McElrath, Roger; and Taylor, Alison. 2016. “The Future of Stakeholder Engagement.” Research Report, BSR. https://www.bsr.org/reports/BSR_Future_of_Stakeholder_Engagement_Report.pdf

4 Witold J.Henisz, Sinziana Dorobantu and Lite J. Nartey. “Spinning Gold: The Financial Returns to Stakeholder Engagement.” Strategic Management Journal. 2013. https://onlinelibrary.wiley.com/doi/abs/10.1002/smj.2180

5 International Institute of Business Analysis. “A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide).” https://www.iiba.org/standards-and-resources/babok/

6 Rahul Ajani. “Engaging Stakeholders in Elicitation and Collaboration.” International Institute of Business Analysis. https://www.iiba.org/professional-development/knowledge-centre/articles/engaging-stakeholders-in-elicitation-and-collaboration/

7 Ken Fulmer. 2020. “Working Virtually – 10 Tips for Management.” https://www.iiba.org/business-analysis-blogs/working-virtually-10-tips-for-management/

Further reading

Ori Schibi. “The role of the BA in managing stakeholder expectations.” Project Management Institute. October 26, 2014. https://www.pmi.org/learning/library/role-ba-managing-stakeholder-expectations-9367

Kenneth W. Thomas. “Making Conflict Management a Strategic Advantage.” Psychometrics. http://www.psychometrics.com/wp-content/uploads/2015/05/conflictwhitepaper_psychometrics.pdf

Robyn Short. “The Cost of Conflict in the Workplace.” Robyn Short. February 16, 2016. http://robynshort.com/2016/02/16/the-cost-of-conflict-in-the-workplace/

Association for Project Management. “Communicate: the first principle of stakeholder engagement.” https://www.apm.org.uk/body-of-knowledge/delivery/integrative-management/stakeholder-management/

Ian Haynes. ” 4 Strategies for Dealing With Difficult Stakeholders.” wrike. September 25, 2020. https://www.wrike.com/blog/4-strategies-dealing-difficult-stakeholders

A Checklist for Business Analysis Planning

Written by Edmund Metera on . Posted in Articles.

Use the Universal Business Analysis Planning Checklist as You Plan Your Business Analysis Approach.

Every project is a unique, temporary endeavor.

The business process management, regulatory compliance and digital transformation projects that business analysts may play a role in all come with different goals, scopes, teams, timelines, budgets dependencies and risks.  Though many projects follow similar methodologies they are all tailored for project scope constraints and to take advantage of available resources, opportunities and lessons learned from prior work. 

Each business analyst also comes with a unique set of skills and experiences. Almost all business analysts have great communications skills and at least some experience-based business domain knowledge. That’s why they became business analysts in the first place. Every business analyst has uniquely acquired knowledge of business analysis techniques and business domains through personal study, practice and experience. Many have also been trained in elicitation, requirements management, modeling, measurement, analysis and documentation techniques. An ever-growing number have received professional certifications, such as the IIBA Certified Business Analysis Professional (CBAP) or the PMI Professional in Business Analysis (PMI-PBA).

What is Business Analysis Planning?

The most skilled business analysts are not only competent in many business analysis techniques but also consciously tailor their business analysis approach for each project that they engage in.  They have learned to consider key project dynamics along with their own competencies and to tailor their planned business activities and deliverables to suit each project’s unique dynamics. Regardless of your own level of business analysis experience, maturity, and whether you are formally trained, certified or not, you can still consciously assess each project’s dynamics and tailor your forthcoming business analysis work to get the most productivity and value out of your business analysis efforts in each project.

The most significant project dynamics include:

  • The methodology, or sequence of stages or major milestones, and the business analysis products or outcomes that are expected by the end of each stage/milestone (and before starting the next).
  • The budget and schedule, not only to meet them, but to take advantage of contingency or schedule slack opportunities, to increase the value, quality or to learn.
  • The key project stakeholders and relationships that are new and changed and forming, to take a proactive role in fostering and building relationships with and among that team.
  • The types and combinations of elicitation techniques that will be best suited for producing or validating business analysis deliverables. 
  • The business domain knowledge and experiences of the diverse key project stakeholders, including your own unique set of business analysis competencies.

The Universal Business Analysis Planning Checklist

You can be more effective in planning your business analysis approach if you follow a consistent, clear agenda that considers the common project dynamics.

The Universal Business Analysis Approach Planning Checklist covers the most common project dynamics. You can use this as an agenda to elicit and discover a comprehensive view of a project’s key dynamics, its opportunities and use what you discover to adapt/tailor your business analysis approach.

As an exercise, think of a project that you have recently worked on, you are currently working on, or will soon be working on.  Answer questions in the following checklist for yourself.

Project Life Cycle

  • What are the planned stages of this project?
  • What stage are we currently in?
  • What is the business analysis deliverable (or set of deliverables) that I am responsible for producing in this stage?
  • What is the intended use of my business analysis deliverable(s) and who will use it?

Schedule and Effort Budget

  • How much effort can I spend and by what target date am I expected to produce my business analysis deliverable(s)?
  • Is that about what I also estimate it will take?
  • Is either my effort or date estimate higher than the effort budget or target date? If so, how might I adapt my effort, scope, activities or configuration of my deliverable(s)?

Project Stakeholders and Relationships

    • What are the key roles is on the project team and who is in them?
      • Does this project have an executive sponsor, project owner or product owner, project manager, specialists and business subject matter experts?
      • What are the names and titles the persons in these project roles?
    • Are significantly new relationships being are created in this project?
      • Who’s new to each other on this team?
      • Are there local and who’s remote team members?
    • What are peoples’ responsibilities?
      • Who is responsible for producing, accepting or needs to be consulted or informed of each of the project’s key deliverables, particularly the business analysis deliverable(s)?
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Elicitation Techniques

  • Which elicitation techniques are available to me use?
    • Documentation Reviews – What documentation or prior work products are available to review?
    • Interviews and Workshops – Who can I interview or include in a workshop, and what questions would I need to ask?
    • Observations – Where and what kinds of observations may be needed and how could I arrange for them?
    • System reviews – What system(s) are available to review and for what information?
    • Surveys – Who could I engage in a survey and using what types of questions?
  • What are my own business analysis competencies?
    • Considering this project’s stakeholders and relationships, the elicitation techniques available to me, and my own core competencies, which elicitation techniques are best suited gather and validate my business analysis information?

Organizational Assets

  • What specialized tools for elicitation, documentation and modeling are available to me?
    • Collaboration tools, facilities, survey tools?
    • Diagramming or modeling software?
  • What prior business analysis work (e.g., documents, models) that I can draw from?
  • Does my organization offer training in the subject business domain?

Competencies and Knowledge

  • Who on the project team has what expert business domain knowledge?
  • What is my own business domain knowledge?
  • What are my strongest core business analysis competencies?
  • Where can you take advantage the team’s diversity of knowledge and competencies?
  • Who are the best stakeholders in this project to engage in elicitation of content or validation of business analysis deliverables and what is or are the best elicitation techniques to use?

On reflection, are you able to answer these questions for yourself? When you go into your project workplace, who will you include in this conversation?

Conclusion:

Business analysis planning is a recognized business analysis activity. The IIBA Body of Knowledge (BoK) includes the Plan Business Analysis Approach activity within its Business Analysis Planning and Management process. The BoK also lays out the scope of what should be covered by a Business Analysis Approach as “The set of processes, templates, and activities that will be used to perform business analysis in a specific context.”

The time and formality that you apply to business analysis planning is up to you. At the financial institution where I work as a project and program manager, our business analysts typically tailor and document a business analysis plan for each new project to which they are assigned. 

I think of business analysis planning as a form of insurance. Spend a little time upfront to assure that the bulk of the rest of your business analysis efforts will be as well spent and effective as possible. Expect the benefits of tailoring a business analysis plan for every project to be that:

  1. It will help you to align your own core business analysis competencies to each project, and
  2. You and the project will gain the most value from your business analysis efforts.

That’s a value-adding proposition.
You are welcome to contribute comments about project dynamics that impact business analysis plans or about the checklist presented through the Contact Us page at www.ProcessModelingAdvisor.com.