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4.0 Elicitation & Collaboration - Coggle Diagram
4.0 Elicitation &
Collaboration
4.1) Prepare
for Elicitation
A) Understand the scope of elicitation
- WHY
To determine the type of BA information to be discovered during the elicitation activity and the techniques that may be used consider:
business domain
culture
geography
stakeholders and their groups dynamics
expected outputs
BA skills
other discussions to take place
strategy or solution approach
scope of future solution
sources of BA information
B) Select Elicitation Techniques
-
HOW
Multiple techniques are used during the elicitation activity
Techniques used depends on:
cost and time constraints
the type of BA information sources and their access
the culture of the organisation
the desired outcomes
.
The BA may also factor in:
the needs of the stakeholder
their availability
their location (co-located or dispersed)
When selecting elicitation techniques consider:
techniques commonly used in similar initiatives
techniques specifically suited to the situation
the tasks needed to prepare, execute and complete each technique
C) Setup Logistics
-
WHERE
identify: goals, participants, rooms, tools, locations, communication channels. techniques. language
Could include creating an agenda if stakeholders are involved
D) Secure Supporting Material
-
WHAT
identity sources of information: including people, systems, historical data, materials and documents, business rules, org policies, regulations and contracts, draft versions of analysis models
E) Prepare Stakeholders
-
WHO
GET BUYIN - explain and educate Stakeholders or they may be unresponsive or challenging
Request Stakeholders review material prior to meeting
Prepare agenda
Eliciting through research or exploration may be a solo activity for the BA and not require stakeholders involvement
4.2) Conduct
Elicitation
A) Guide elicitation activities
Understanding the existing BA information (3.4) helps ensure focus on producing the intended information at the desired level
To help guide and facilitate towards expected outcome consider:-
the elicitation activity goals and agenda
scope of change
what forms of output the activity will generate
what other representations the activity results will support
how the out integrates into what is already known
who provides the information
who will use the information
how the information will be used
B) Capture Elicitation Results
Iterative and takes place in a series of sessions in parallel or in sequence
If elicitation is unplanned the results are captures and integrate into future planned outcomes
4.3) Confirm
Elicitation
Results
A) Compare elicitation results against source information
The task 'Conduct Elicitation' describes sources from which elicitation results may be derived, including documents and stakeholder knowledge
The BA may lead follow up meetings where stakeholders correct the elicitation results.
Stakeholders may also confirm the elicitation results independently
B) Compare elicitation results against other elicitation results
BA compare results collected through multiple elicitation activities to confirm that the information is consistent and accurately represented
As comparisons are drawn, BA identify variations in results and resolve them in collaboration with stakeholders.
Comparisons may also be made with historical data to confirm more recent elicitation results
.
Inconsistencies in elicitation results are often uncovered when BA develop specifications and models
These models may be developed during an elicitation activity to improve collaboration
4.4) Communicate
BA Information
A) Determine objective & format of communication
Business Analysis Information Packages
are prepared for a number of reasons:
Communicate requirements & design to stakeholders
Early assessment of quality and planning
Evaluation of possible alternatives
Formal reviews and approvals
Inputs to solution design
Conformance to contracts and regulatory obligations
Maintenance for reuse
.
The primary goal for developing a package is to convey information clearly and in a usable format to continue change activities
.
To help decide how to present requirements consider:
Who is the audience of the package
what will each type of stakeholder understand and need from the communication
what is the stakeholder's preferred style
what information is important to communicate
Does the package support other initiatives
are there any regulatory or contractual constraints
Possible forms of packages include:
Formal documentation (Text, Matrices, diagrams
Informal documentation (text diagrams, matrices)
presentations
B) Communicate BA package
The purpose of communicating the BA package is to provide stakeholders with the appropriate level of detail about the change so they can understand the information it contains
Selecting the appropriate communication platform is also important:
Group collaboration
used to communicate the package to a group of relevant stakeholders at the same time
It allows immediate discussion about the information and related issues
.
Individual collaboration
used to communicate the package to a single stakeholder at a time
It can be used to gain individual understanding of the information when a group setting is not feasible, most productive or going to yield the best results
.
Email / non verbal
used to communicate the package when there is a high maturity level of information and completeness (self explanatory) that will need little or nonverbal explanation to support it
4.5) Manage
Stakeholder
Collaboration
A) Gain agreements on commitments
Stakeholders participate in BA activities that may require time and resource commitments
The specific details of the commitments can be formal or informal
There may be dialogue and negotiation regarding the terms and conditions of the commitments
Effective
negotiation, communication and conflict resolution skills
are important effective stakeholder management
C) Collaboration
with stakeholders
Stakeholders more likely to support change and remove obstacles and setbacks if:
BA encourages free flowing info, ideas, opinions, contributions
The stakeholder feels that they are heard, their opinions matter and contributions are recognised
Good collaboration involving regular, frequent, bi-directional communication
B) Monitor Stakeholder Engagement
Monitor to ensure that:
Correct SME and other Stakeholders are participating effectively
Stakeholder attitudes and interests stay constant or improve
Elicitation results are confirmed in a timely manner
Agreements and commitments are met
Also monitor to avoid risks:
stakeholders being diverted to other work
elicitation results not providing the quality of BA information required
delayed approvals