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
4.2) Conduct
Elicitation
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) 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
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
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