Introduction

1. Introduction to Business Analysis Planning and Monitoring

The Business Analysis, Planning, and Monitoring knowledge area task organises the efforts of business analysts and stakeholders and generates outputs that serve as guidelines for all other knowledge area tasks. In this session, you will get an overview of various business analysis tasks and about the business analysis core concept model within the context of the business analysis, planning, and Monitoring Knowledge Area.By the end of this session,you would have understood the purpose of business analysis, planning, and monitoring. This is the input/output diagram for business analysis, planning, and monitoring knowledge areas. Inputs are inputs are information consumed or transformed to produce an output and are necessary for a task to begin. Inputs are generated by other business analysis tasks or are generated outside the scope of business analysis. The inputs labelled with the task number are the outputs of those specific tasks, while inputs that are generated outside the scope of business analysis are marked as externaloutputs. These are the results produced by performing the task and are labelled with the task number. These outputs may act as inputs to other business analyst tasks. Please pause and study the input/output diagram. We can plan business analystwork from the selection of a methodology to the planning of individual activities, tasks, and deliverables using the Plan Business AnalystApproach tasks. Using the Plan Stakeholder Engagement Task, we can understand which stakeholders are relevant to the change and the best way to collaborate and communicate with them. Using planned business as governance tasks, we can define a process for requesting, analyzing, and approving change requests and describe how approvals and prioritisation decisions will be made for requirements and designs. Using Plan Business Analysis Information Management Tasks,we can define how business information such as requirements and designs is captured, stored, and traced for long-term use. Using Identify Business Analyst Performance Improvement Tasks,we can monitor and improve business performance to ensure that commitments are met and improvement opportunities are realized. Now let's try to understand business core concept models within the context of business analysis and monitoring knowledge areas. The Business Analyst core conceptmodel is a conceptual framework for business analysis. The Business Analyst Core Concept Model can be used to describe and communicate business analysis using common terminology. It is composed of six terms, and each of these terms is considered to be a core concept. The six core concepts are change,need, solution, stakeholder value, and context. Each core concept is defined by the other five core concepts and cannot be fully understood until all concepts are understood. The first concept is change, and it signifies the act of transformation in response to a business need. As the business environment evolves, changes occur within a context and can lead to enhancement or degradation of solutions. Hence, during business analysis, planning, and monitoring, we need to determine how changes to business analysis results will be requested and authorized. The second concept is need, and it signifies a problem or opportunity to be addressed. Needs are due to changes in the agiven context and can also cause changes. Hence, during business analysis and monitoring, we need to choose an appropriate business analyst approach to adequately analyse the change. The third concept is solution, and it signifies a specific way of satisfying one or more needs in a given context. The solution also solves problems faced by stakeholders. Hence, during business analyst planning and monitoring, we need to evaluate the contribution of business analysis to the successful implementation of a solution. The fourth concept is stakeholder, and it represents a stakeholder group or individual stakeholder affected by the change and needs the solution. Hence, during business analysis, planning, and monitoring,we need to perform a stakeholder analysis to understand stakeholder needs and characteristics to plan business life activities. The fifth concept is value, and it signifies the importance or usefulness of something to a stakeholder. Within a context, value can be potential gains or returns. Hence, during business planning and monitoring,we need to ensure business activities produce sufficient value for stakeholders. The 6th concept is context, and it signifies the circumstances that influence the change. Hence, during business analysis, planning, and monitoring,we need to understand context in order to develop an efficient business analysis approach. Please pause and go through the usage and application of each of the core concepts within the context of business and planning and monitoring. To recap, business planning and monitoring, knowledge area Taskorganizes the efforts of business analysis and other stakeholders and produces outputs that are used as guidelines for all other knowledge areas. In this session, we have just got an overview of various business tasks and of the Business Analyst core concept model. The Knowledge Area is used in the context of business analysis and monitoring.

Tasks of Business Analysis Planning and Monitoring

1. Plan Business Analysis Approach

Business Analyst Planning and Monitoring Knowledge Area Taskorganizes the efforts of business analysis and other stakeholders and produces outputs that are used as guidelines for tasks in all other knowledge areas. In this session, you will learn about the task of planning a business analysis approach. Using this task, we can plan business analysis work from the selection of a methodology to planning the individual activities, tasks, and deliverables. The purpose provides a short description of the reasons to perform the task and the benefits of performing the task. The purpose of the Plant Business Analysis approach is to define an appropriate method to conduct business analysis activities. Business analysis approaches also describe how and when tasks will be performed, the deliverables that will be produced, and an indicative set of techniques that will be used. The business analysis approach may be defined by a methodology or using organisational standards. If organisational standards do not exist, we can work with the appropriate stakeholders to determine how business work will be completed. The business approach should be aligned with the overall business goals, other activities, and deliverables of the change initiative. There is only one input to this task, and it is the needs in the form of problems or opportunities faced by the organization. Elements describe the key concepts that are needed to understand how to perform the task. Please note that all elements are not mandatory as part of performing a task and their usage might depend upon the business analysis approach. So to carry out business analyst work, we must first plan the business analyst approach, which can be predicative or adaptive or somewhere in between. Predictive approaches focus on minimising uncertainty and defining solutions before implementation. Predictive approaches maximise control and minimise risk and are preferred in situations where requirements can be defined ahead of implementation. Predictive approaches are also preferred when the risk of incorrect implementation is unacceptably high or when engaging stakeholders presents significant challenges. Adaptive approaches focus on the rapid delivery of business value in short iterations while accepting a higher degree of uncertainty regarding the delivery of the solution. Adaptive approaches are preferred when taking an exploratoryapproach to find the best solution or for incremental improvement of an existing solution. We need to determine the level of formality and details needed in business as deliverables. In predictive approaches, we plan for formal and detailed documentation using standardised templates, while in adaptive approaches, we define requirements and design through team interaction and gathering feedback on a working solution. Requirements are often derived from ofprioritized requirement lists and models. We also need to plan our business activities. In predictive approaches, we identify activities required to produce deliverables and break them into tasks, while in adaptive approaches, we divide the work into iterations, then identify the deliverables for each iteration, and finally identify the associated activities and tasks. We need to plan when the business tasks need to be performed, that is, determine whether the business's tasks from other knowledge areas, such as strategy analysis, requirements analysis, and design and solution evaluation, will be performed in specific phases for predictive approaches or iteratively over the course of the initiative. For the adaptive approaches, we also needto adjust business approach by considering complexity,size and overall risks for the change. We also need to consider the number of stakeholders and be a resource. And finally, the business analyst approach must be reviewed and agreed upon by key stakeholders. Guidelines and tools list resources that are required to transform the input into an output. A guideline provides instructions or descriptions of why or how to undertake a task. A tool is something used to undertake a task. Guidelines and tools can include output of other tasks, results of previous business analyst performance, assessmentorganizations, current business policies, and expert judgement of stakeholders and consultants may be considered while planning the business approach. Methodologies and frameworks provide techniques and methods and hence can be tailored to plan business as an approach. A stakeholder engagement approach describes the stakeholders interest.Attitudes and influence, and hence must be considered while selecting the business and the approach. There is only one output from this task, and it is the Business Analyst approach. It describes the deliverables that will be produced. timing and sequence of activities to produce them. And techniques that will be used in performing the Business Analyst to recap business analyst planning and monitoring knowledge Area Tasks organise the efforts of business analysts and other stakeholders and produce outputs that are used as guidelines for tasks of all other knowledge areas. In this session, we have learned about how to plan a business analyst approach. Using this task, we can plan business operations work from the selection of a methodology to planning the individual activities, tasks, and deliverables. In the next session, we will learn about tasks to plan for stakeholders. Folder Engagement.

2. Plan Stakeholder Engagement

Business Analyst Plans and Monitoring The Knowledge Area taskorganizes the efforts of business analysts and other stakeholders and produces outputs that are used as guidelines for the tasks of all other knowledge areas. In this session, you will learn about tasks to plan stakeholder engagement. Using this task, we can understand which stakeholders are relevant to the change and the best way to collaborate and communicate with them. The purpose of planned stakeholder engagement is to plan an approach for establishing and maintaining effective working relationships with the stakeholders. In this, we conduct thorough stakeholder analysis to identify all of the involved stakeholders and define the best collaboration and communication approaches for the initiative. There are two inputs to this task. First, input is the understanding of business needs and it helps in the identification of appropriate stakeholders. The second input is the business analysis approach. To perform this task, we must first perform stakeholder analysis. This involves identifying stakeholders who are impacted by the change. We need to understand the impact of proposed changes on them as well as their influence on the changes. If appropriate stakeholders are not identified, we may not be able to uncover their needs, which would result in rework. We need to identify stakeholder roles and their likely contributions to the initiative. We need to assess their attitudes and perceptions towards the initiative, towards the sponsor, towards the proposed solutions and plan their collaboration and engagement. We also need to assess the authority levels of the stakeholders or business owners' activities, deliverables, and changes so that we can collaborate with the right stakeholders whenever decisions or approvals are required. We also need to understand the power and influence of the stakeholders to obtain their binds and collaboration. We can also define a plan for stakeholdercollaboration to maintain or to ensure stakeholder involvement throughout the change initiative. In this, we need to consider the timing and frequency of collaboration, stakeholder preferences, locations and deliverymethods such as in-person or virtual. These considerations may be documented as part of a stakeholder collaboration plan. This plan needs to be revisited and adjustments must be made to ensure ongoing engagement with the right stakeholders. We also need to plan stakeholder communication. In this case, we must assess what needs to be communicated to whom, when, the frequency of such communication, the level of detail and formality required, and the mode of delivery, which is either verbal or written communication. These considerations may be documented as part of a stakeholder communication plan. Stakeholder communication plans must be reviewed with stakeholders to ensure their communication requirements and expectations are met. Guidelines and tools list resources that are required to transform the input into an output. Results of previous business owners' performance assessment may be considered while planning the Stakeholder Engagement approach. Change strategy provides information on stakeholder impact, while the current state description provides the context, and hence can be used to determine the most effective stakeholder engagement approach. There is only one output from this task, and it is the Stakeholder Engagement approach, which contains stakeholder list roles and responsibilities. Plan for stakeholder collaboration and communication to summarise knowledge of business analysis, planning, and monitoring Area Tasks organise the efforts of business analysts and other stakeholders and produce outputs that are used as guidelines for tasks of all other knowledge areas. In this session, we have learned about tasks to plan stakeholder engagement. Using this task, we can understand the stakeholders' eleventh hour change and the best way to collaborate and communicate with them. In the next session, we'll learn to plan business governance.

3. Plan Business Analysis Governance

Business Analyst: Planning and Monetary Knowledge Area Tasks organise the effort of business knowledge and stakeholders and produce outputs that are used as guidelines for tasks in all other knowledge areas. In this session, you will learn about the tasks asked to plan businessized governance. Using this task, we can define a process for requesting, analyzing, and approving change requests and describe how approvals and prioritisation decisions will be made for requirements and designs. The purpose of plant business and governance is to define how decisions will be made about prioritization, changecontrol, and approvals of requirements and designs. A governance process identifies processes for requesting changes, stakeholders responsible for requesting, analyzing, and approving change requests, and describes how approval and prioritisation decisions are made for requirements and designs. There are two inputs to this task. The first is the business analysis approach, and the second is the stakeholder engagement approach. To perform this task, we may start by defining a decisionmaking process that can be followed whenever teams are not able to reach consensus. We need to identify stakeholders for the decisionmaking process, such as participants, subject matter experts, reviewers, and approval of decisions. To define the decisionmaking process, we need to identify escalation paths and key stakeholders with final decisionmaking authority. If the selected business approach is predictive, we also need to define a change control process. A change control process will describe steps for requesting changes. It will also identify stakeholders responsible for requesting, analyzing, and approving change requests. A change control process will also describe the elements of a change request, basically a template that will include the cost and benefits of proposed changes, effort and time estimates, risk, priority, etc. It will also describe how changes will be prioritized, documented, communicated, and who will perform the impact analysis. We also need to plan the prioritisation process. We need to determine the level of formality needed in prioritisation and also determine prioritisation criteria such as cost, benefits, and prioritisation techniques such as budgeting, time boxing, ranking, etc. We also need to identify stakeholders who will be involved in prioritisation. Finally, We also need to define an approval process that will be followed to gain approvals regarding content and presentations of requirements and design. We need to determine the type of requirements and design that will be approved. the timing for such approvals. The process that will be followed to gain approval And who will approve the requirements and design? We need to determine how rigorous the approval process will be by considering both organisational culture and the regulations of the industry. Guidelines and tools list resources that are required to transform the input into an output. Previous business and performance evaluation results may be considered when planning the business and as a governance approach. The context is provided by the current state description, while business policies, legal or regulatory information describe the rules that must be followed and can thus be used to determine the business governance approach. There is only one output from this task and that is the governance approach. It defines the process for requesting changes and describes how approvals and prioritizationdecisions will be made for requirements and designs to recap business analysis, planning, and monitoring. The Knowledge Area Task organises the efforts of business analysts and other stakeholders and produces outputs that are used as guidelines for all other knowledge areas. In this session, we have learned about tasks to plan business governance. Using this task, we can define a process for requesting, analyzing, and approving change requests and describe how approvals and prioritisation decisions will be made for requirements and designs. In the next session, we will learn to plan business information management.

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