Business Analysis Performance Assessment: provides results of previous assessments that should be reviewed and incorporated into all planning approaches.
Business Policies: define the limits within which decisions must be made. They may be described by regulations, contracts, agreements, deals, warranties, certifications, or other legal obligations. These policies can influence the business analysis approach.
Expert Judgment: used to determine the optimal business analysis approach. Expertise may be provided from a wide range of sources including stakeholders on the initiative, organizational Centers of Excellence, consultants, or associations and industry groups. Prior experiences of the business analyst and other stakeholders should be considered when selecting or modifying an approach.
Methodologies and Frameworks: shape the approach that will be used by providing methods, techniques, procedures, working concepts, and rules. They may need to be tailored to better meet the needs of the specific business challenge.
Stakeholder Engagement Approach: understanding the stakeholders and their concerns and interests may influence decisions made when determining the business analysis approach.
3.1.6 Techniques
Brainstorming: used to identify possible business analysis activities, techniques, risks and other relevant items to help build the business analysis approach.
Business Cases: used to understand whether elements of the problem or opportunity are especially time-sensitive, high-value, or whether there is any particular uncertainty around elements of the possible need or solution.
Document Analysis: used to review existing organizational assets that might assist in planning the approach.
Estimation: used to determine how long it may take to perform business analysis activities.
Financial Analysis: used to assess how different approaches (and the supported delivery options) affect the value delivered.
Functional Decomposition: used to break down complex business analysis processes or approaches into more feasible components.
Interviews: used to help build the plan with an individual or small group.
Item Tracking: used to track any issues raised during planning activities with stakeholders. Can also track risk related items raised during discussions when building the approach.
Lessons Learned: used to identify an enterprise’s previous experience (both successes and challenges) with planning business analysis approach.
Process Modelling: used to define and document the business analysis approach.
Reviews: used to validate the selected business analysis approach with stakeholders.
Risk Analysis and Management: used to assess risks in order to select the proper business analysis approach.
Scope Modelling: used to determine the boundaries of the solution as an input to planning and to estimating.
Survey or Questionnaire: used to identify possible business analysis activities, techniques, risks and other relevant items to help build the business analysis approach.
Workshops: used to help build the plan in a team setting.
3.1.7 Stakeholders
Domain Subject Matter Expert: can be a source of risk when their involvement is required and availability is lacking. The approach taken may depend on availability and level of their involvement with the initiative.
Project Manager: determines that the approach is realistic for the overall schedule and timelines. The business analysis approach must be compatible with other activities.
Regulator: may be needed to provide approval for aspects of the business analysis approach or decisions made in tailoring the process, especially in organizations where the business analysis process is audited.
Sponsor: can provide needs and objectives for the approach and ensures that organizational policies are followed. The selected approach may depend on availability and involvement with the initiative.
3.1.8 Outputs
Business Analysis Approach: identifies the business analysis approach and activities that will be performed across an initiative including who will perform the activities, the timing and sequencing of the work, the deliverables that will be produced and the business analysis techniques that may be utilized. The remaining outputs of the Business Analysis Planning and Monitoring knowledge area may be integrated into an overall approach or be independent based upon methodology, organization, and perspective.
