Business Analysis Planning and Monitoring (IIBA - ECBA)

11. Plan Stakeholder Engagement: Stakeholders & Outputs

Plan stakeholder engagement, stakeholders, and outputs After completing this topic, you should be able to recognise the role of stakeholders with respect to the stakeholder engagement approach. In my opinion, the end user is the most important stakeholder. He or she is directly impacted by the change. Often, this includes customers. When defining the approach, the business analyst will need to determine if he or she can communicate directly with customers or if they will need to speak with someone who knows the end customer. If the stakeholder is internal, the business analyst could consider observing their use of a system or their interactions with external customers. The domain subject matter expert will help to identify stakeholders. The sponsor may suggest stakeholders and could influence the availability of stakeholders and who should be on the business analysis team. The project manager conducts their own stakeholder analysis and is a good resource for identifying stakeholders and their characteristics.

Customers can be individuals, as is the case with a company like Zappos. For instance, customer service is paramount for this organization, in which case the business analyst would ensure the approach had a strong focus on the customer. A manufacturing company sells to a distribution channel, in which case other companies will be the customers. In either case, customers come first. Internal Stakeholders There are four internal stakeholders: the end user, the domain subject matter expert, the sponsor, and the project manager. The end user is an internal stakeholder. The domain subject matter expert helps identify stakeholders. The sponsor recommends members for the business analysis team, and the project manager helps identify stakeholders. External Stakeholders There are three external stakeholders, or three types: the customer, the supplier, and the regulator. The customer is an external stakeholder. The supplier is an external stakeholder as well. The regulator may require that certain stakeholders be involved. Another external stakeholder is the supplier, who may be impacted by the business rules imposed by the organisation purchasing their products.

Many large retailers have what are called vendor agreements, which stipulate pricing and perhaps even exclusive rights to sell the product in their stores. Suppliers, also known as vendors, also provide services in the form of consulting or participation in projects. The approach for these stakeholders is likely to be along the same lines as working with the implementation team. In today's business, regulation drives many of the processes and changes to software services. A large organisation will have a compliance department that the business analyst can look to for information or rules. However, if compliance expertise is not external, then the business analyst may have to contact the regulator directly. The stakeholder approach will include a list of stakeholder contact information, such as a primary contact name, email and phone number, and locations. In the case of an external stakeholder, like a customer, contact information for the marketing department would be included.

The Output Stakeholder Engagement Approach The approach includes a list of stakeholders, stakeholder characteristics, roles and responsibilities, and collaboration and communication approaches. Stakeholder characteristics include demographic information if a company is introducing a computer-based inventory system and warehouse staff are not accustomed to using a computer in their day-to-day work. This expertise provides insight into transition requirements such as training. The stakeholder role in business analysis activities should be included. This will help when scheduling their time. The various methods of engaging with stakeholders could be included in the list, or a statement of the various methods to be used could be included. Requirements changes and reviews should be considered and documented.

12. Exercise: Planning Stakeholder Engagement

Planning Stakeholder Engagement After completing this topic, you should be able to recognize what's involved in planning stakeholder engagement. Therefore, you identify the different aspects that are involved in planning stakeholder engagement. Planning stakeholder engagement involves several tasks: identifying the input to the plan for stakeholder engagement, reorganizing the necessary considerations when planning stakeholder engagement, identifying the output of the plan for stakeholder engagement, and finally, identifying the role of stakeholders with respect to the stakeholder engagement approach. When it comes to what is involved in the engagement of stakeholders, there are many different things to consider.

What are the inputs to the plan's stakeholder engagement task? Here we have the options: stakeholder analysis, business analysis approach, communication plan estimates, and needs. And here are the answers for you to compare. Option One: This option is incorrect. While the plan's stakeholder engagement task involves stakeholder analysis, that is not one of its inputs. Option Two: This option is correct. The business analyst must consider the overall business analysis approach when planning the best way to engage stakeholders throughout the life of the project. Option Three: This option is incorrect. A plan for communicating with different stakeholders may arise out of planning the engagement approach, but it is not an input to the task. Option Four: This option is incorrect.

Estimation refers to timing and is not an input to stakeholder engagement planning. Option five and the last one This option is correct. To correctly identify and assess stakeholders and determine how best to engage them, you need to understand the business need and how it impacts the organization. Now another question: what is the output of the stakeholder engagement task? Here are the options a documented stakeholder engagement approach, identification of the business needs, understanding of the roles, and understanding of the communication requirements. And here we have the answer. Option one is the correct option. The task is to plan stakeholder engagement, and the output is documented. Stakeholder engagement Approach option two This option is incorrect. Identifying the business's needs is part of the input, not the output. Option Three: This option is incorrect. This is part of the analysis process, not the output. Option Four: This option is also incorrect.

This is a consideration in the planning process, but not the output. Another question identifies the considerations to be taken into account when planning stakeholder engagement. Here you have the options: the stakeholder's communication needs and preferences; the stakeholder's attitudes and concerns; the stakeholder's levels of power or influence; the guidelines for performance improvements; and finally, the stakeholder's previous experience and training. Here you have the answers. Option One: This option is correct. This often dictates how you will engage in a presentation for senior managers or email subject matter experts. Option Two: This option is correct. Stakeholders could be a valuable source of information, but they are likely to have a negative attitude towards the change and must be matched. Option three is the correct option is correct.Anorganisational chart will help the business analyst determine the degree of power and influence. Option Four: This option is incorrect. This applies to tasks related to identifying performance improvements. Option five and the last one This option is also incorrect. Although this may link indirectly to the stakeholder's power and influence, it is not the main consideration. There are different guidelines and tools at the disposal of the business analyst to aid in the planning of the engagement of stakeholders. What are some of the guidelines?

Here you have the option to review and incorporate prior results for helpful information on how to plan for the current project. Assess the change strategy to determine how stakeholders might impact it. Assess the current state description to better understand the context and how the change will impact stakeholders. Consider the future state description to anticipate how stakeholders will be affected, and finally, define the stakeholders' relationship with the solution. Here is the answer. Option One: This option is correct. Performance assessment allows the business analyst to learn from previous mistakes and incorporate successful strategies. Option Two: This option is correct. Obviously, once the business analyst understands the change strategy, the organization's goals and objectives will determine the impact of the change on the stakeholders. Option Three: This option is correct. Once the current state is understood, the business analyst may identify other stakeholders or focus on areas that need more attention.

Option Four: This option is incorrect. During the planning stage, the future state description hasn't been created yet. The guideline is to consult the current state description. Option Five: This option is incorrect. This is a part of creating stakeholder lists, maps, and personas. It is a technique used in planning stakeholder engagement, not a guideline. There are different techniques involved in the planning for stakeholder engagement. Match the technique name to the description of how it is used to plan the approach. Here you have the options of document analysis, process modelling, workshops, and risk analysis and management. And here are the dogs. Policies and procedures may give insight into how to engage stakeholders, gaining information about their roles, what they use, and what the impacts are. gaining input from various stakeholder groups and identifying common needs and concerns. And finally, assessing the level of risk associated with stakeholder engagement And here is the answer document. Analysis of existing documents like policies, rules, and procedures will allow a better understanding of how to engage stakeholders. Process modelling provides a wealth of information about stakeholders, what they do and use, and what the downstream and upstream impacts are.

A workshop with various people from stakeholder groups will provide information about the group, especially when you use other things such as a process map and risk assessment. During the session, it is important to always assess the risk associated with stakeholder involvement in order to know how to manage that risk. Now, another question: stakeholders can be classified as either internal or external and play an integral part in the plan. Stakeholder Engagement Task: What are the roles of stakeholders in planning the stakeholder engagement approach? Here you have the options for influencing the availability of stakeholders: identifying stakeholders and their characteristics, identifying who should be included in the business analysis plan, conducting workshops and interviews to define customer needs, and constructing stakeholder metrics. Here are the answers. Option One: This option is correct. The domain subject matter expert will help identify stakeholders. Option Two: This option is correct. The project manager conducts their own stakeholder analysis and is a good resource for identifying stakeholders and their characteristics. Option Three: This option is correct. The sponsor may suggest stakeholders and could influence the availability of stakeholders and who should be included in the business analytics team. Option Four: This option is incorrect. This is the responsibility of the business analyst. Option five and the last one This option is obviously incorrect. This is the responsibility of the business analyst.

13. Plan Business Analysis Governance: Inputs and Elements

Plan Business Analysis Governance Inputs and Elements After completing this topic, you should be able to recognise considerations when planning business analysis for which governance is important. Plan, Business Analysis, Governance The purpose of planned business analytics governance is to define how decisions are made regarding requirements, reviews of requirements, approvals, changes, and prioritization. The inputs are the business analysis approach and how you are going to engage with your stakeholders.

The task is to plan business analysis and governance, and the output is the governance approach. The business analyst approach ensures consistency with organisational standards and ensures the business analyst's governance aligns with the approach and vice versa. The stakeholder engagement approach determines stakeholder participation in governance activities such as reviews and approvals and who has responsibility to analyse change requests. Business analysis governance includes the list of those people who are accountable to approve requirements. Usually, the list would include someone from information technology, the business owner who is responsible for reviewing and approving the requirements based on accuracy and compliance, and if the requirements are understood, the project manager may approve as well.

Plan, Business Analyzes, Governance Overview A diagram gives an overview of the process broken down into three phases: inputs, tasks, and outputs. The inputs are the business analysis approach and the stakeholder engagement approach. The task is business. Plan. Analyze governance. The output is a governance approach. The business analysis approach ensures consistency. The stakeholder engagement approach determines stakeholder participation in governance. Decisionmaking Policy Decisionmaking policy involves the roles of stakeholders in the decisionmaking process, a new process, an escalation path, and the final decisionmaking authority. Finally, the sponsor will approve. It's important to get agreement on how issues will be escalated. Often, disclaimation starts with the project manager. Consider scenarios where escalation will be needed. This could include escalating, the lack of participation by domain subject matter experts, requirements, or change requests in dispute. There should always be a final decider, and he or she is likely to be the sponsor. Change requests tend to come from the business owner and or subject matter experts. However, information technology could also submit change requests.

The status of the change request should be communicated to the requester, whether it is approved or rejected. Impact analysis is conducted to determine how it affects the solution requirements and how they impact the project schedule. Both the business analyst and the project manager are likely to look at each request from different perspectives. The business analyst may coordinate with the implementation team or technical impact, or assign it to them. And again, you need to determine who will authorise those changes. Some changes may not be able to be implemented until other functionality is ready. Timelines are influenced by the market, customer demand, and regulation. Therefore, understanding the reason for timing will inform prioritization. The method used could come from the business analysis plan or may be dictated by the project. Remember, prioritisation methods include grouping by high, medium, and low ranking, from the most important to the least important, time boxing, and stakeholder consensus.

Always consider the expected value of the change. The resources needed by the business analyst may not be available and therefore will determine the change's priority. The governance approach includes what is eligible for approval. If something costs time and money, it will need approval. Approvals are required in order to move from one phase or iteration to another. The process for obtaining approvals may be the same for every initiative based on the Enterprise Policy, or the process from a similar project could be used to document the process. Remember, determine who will approve and how approvals will be tracked. These could be assigned to the business analyst and/or the project manager. Prioritization deprioritization approach concerns timelines and dependencies. methodologies for using expected value and resourceconstraints the Policy for Approvals The policy for approvals concerns what will require approval, the timing and frequency of approvals, the process for obtaining approvals, who provides approvals, and how approvals will be tracked.

14. Plan Business Analysis Governance: Guidelines and Techniques

Plan business analysis Governance Guidelines and Techniques After completing this topic, you should be able to recognize the guidelines and techniques used in planning the business analysis governance approach. It is recommended to review the results of previous business analysis performance assessments and consider them in all planning outputs. The current state will provide context for decision making. It may be an internal complaints person who needs to be included in decision akingbusiness policies, also known as business rules. Provide information on decision-making boundaries like business policies.

Legal and regulatory information will provide guidance on who needs to approve and the data needed by the approver to make some decisions. Documents to be analyzed include policies, processes, and regulations. Be sure to check that they are current. Organizational charts help to identify hierarchy and those who need to approve requirements and changes. Use process models to document the governance process. Group techniques include brainstorming interviews with two or more people. Workshops will provide varied information about governance approaches. A questionnaire could be sent out with questions specific to governance. This will work well when stakeholders are unavailable for a meeting, especially when they are in remote locations or with.Review the governance plan before seeking approval for it. Item tracking will help to manage any issues and items while waiting for approval.

Lessons learned are conducted at the end of a project, allowing participants to provide feedback on what worked well, what didn't work, and what needs to change. Look for comments on the government process guidance and tools for governments. Performance assessments. Review the results of previous assessments. The current state involves context around decisionmaking; business policies inform decision boundaries. Legal and regulatory information informs rules that provide frameworks. Techniques for Governance The planning table shows a breakdown of techniques for governance planning. It consists of five columns titled Analysis, Modeling, Group Techniques, Tools, and Document Reviews. Various techniques are then listed for each heading. Analysis techniques include document analysis. Modeling techniques include organisational modelling and process modeling. Group techniques include brainstorming, interviews, surveys, and cancers. Workshops and review tools include item tracking. Document reviews also include the lessons learned.

15. Plan Business Analysis Governance: Stakeholders and Outputs

Plan business analysis Governance Stakeholders and Outputs After completing this topic, you should be able to recognise the roles of stakeholders in developing the business analysis governance approach. Regulators play a key role in how governance is understood and realized. Reach out to the regulator both internally and externally to ensure your governance plan is aligned with organisational guidelines. A regulator may also be a source of requirement changes. The domain subject matter expert is usually a source of change requests. They may also contribute to discussions about the changes, their prioritization, and the urgency of the changes. The sponsor participates in the change dialogue, typically approving changes when submitted. The project manager reviews the governance plan to ensure compliance with project governance.

The project manager is a good source of information on business analysis and governance. In summary, the output from the task plan Business analyses governance is the governance approach. This output will be used to plan business analysis, manage information to prioritise requirements, assess change requests, and approve requirements. This identifies who sets priorities and approves changes and formalises the process for managing changes to requirements and designs. Stakeholders There are four stakeholders: the regulator, the domain subject matter expert, a sponsor, and the project manager.

The regulator may impose rules on the governance plan and can be the source of change requests. The domain subject matter expert is a source of change requests and contributes to discussions about changes. The sponsor participates in dialogue and approves changes. The project manager ensures alignment with project governance. Governance Approach The governance approach assigns responsibility and authority, defines who sets priorities and approves changes, and formalises the process for managing changes to requirements and designs.

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