Background

We are going to build an imaginary bike for an imaginary client using the IIBA BABoK as a framework for understanding business analysis. In this specific example we will assume that the actual building of the bike is done by a different company based on our expert recommendations.

The Client

Our client will be Amanda. She is a university student who wants to start biking to work and uni. She recons that it will be good for her fitness and save a buck on fuel. Because she wants to commit to this bike she is happy to invest some money into it. Luckily she has commissioned us, a BA consultant to help her understand exactly what she needs.

The Company

Once we have a solid handle on the requirements of the bike we will be sending instructions to a bike builder down the road who will finish the bike in his shop. His name is Bob, seems like a lovely bloke.

The enterprise

The IIBA references the organisation and the enterprise in many of its chapters. In this example that means all three of us, Me, the BA, Amanda and Bob.

The Process

• First we will need to plan our analysis (planning)
• Then we will need to chat to Amanda about what she wants (Elicitation)
• At this point we can start generating some requirements for the bike (Requirements Life Cycle)
• We will also need to think about how and why Amanda needs a bike, if she needs a bike at all and what needs to happen to make sure Amanda actually uses the bike (strategy analysis)
• We can then start to refine our requirements and design work (requirements analysis)
• Finally, when we have the first prototype from Bobs shop we can think about if it is delivering on the value we thought it would (solution evaluation)

Planning our analysis

There is a team building a bike and we are going to do the BA work for building this bike.

• How will we approach analysis of building this bike
• Who are we going to need to talk to so we can build this bike
• Who is going to get final say on the building of the bike and the analysis
• where are we going to store our work on the bike
• Something about performance improvements

Elicitation and Collaboration

• Prepare to chat to the bike owner
• chat to the bike owner
• confirm the results
• communicate the information
• manage the collaboration

Requirements Lifecycle management

• Trace requirements
• Maintain Requirements
• Prioritise requirements
• assess requirements changes
• approve requirements

Strategy analysis

• analyse current state
• define future state
• assess risks
• define change strategy

Requirements analysis and design definition

• Specify and Model Requirements
• verify requirements
• validate requirements
• define requirements architecture
• define solution options
• analyse potential value and recommend solution

Solution evaluation

• Measure solution performance
• analyse performance measures
• assess solution limitations
• assess enterprise limitations
• recommend actions to increase solution value