Sections
2.4: Plan Business Analysis Communication
2.5 Plan Requirements Management Process
2.6 Manage Business Analysis Performance
Kristee Watts
May 7, 2013
IIBA Austin
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Develop a system for the IIBA to automate all
routine activities related to fulfilling their
purpose.
Examples: scheduling meetings, membership
payments & renewal, posting & retrieving
materials both free and paid, real time tracking
of experience hours for certification
Web based, global use
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?
Describes how, when and why the business
analyst will work directly with stakeholders. Can
include:
 Stakeholder requirements for
communications
 Format, content, medium, level of detail
 Responsibility for collecting, distributing,
accessing, and updating information.
Plan Business Analysis Communication (2.4)
 During development, formal communication of
requirements is generally replaced with ad‐hoc informal
discussions and modeling. Some deliverables are replaced
by specific interactions or ceremonies. By definition, these
interactions and ceremonies require real‐time participation
by the business analyst. Formal documentation may be
developed following development of the software to
ensure knowledge retention by the organization or to meet
regulatory requirements.
Techniques
 Personas: These may prove useful in assessing the likely
communication needs of specific stakeholder groups.
Questions?
Plan Requirements Management Process (2.5)
• In agile methods, requirements management is
focused on ensuring that the intake of new work
by the team matches the priorities of the
stakeholders and/or sponsor, and delivers value to
the business. Agile approaches stress the
importance of welcoming changing requirements.
This means that the ordering of work items that
are ready for development may be changed at any
time.
Techniques
• Backlog Management: Most agile methods use backlog
management to determine which requirements are ready to
be worked on by the development team.
How will we measure and
assess the work performed by
the business analyst?
Manage Business Analysis Performance (2.6)
• This activity will be performed on an ongoing basis as the business
analyst learns to work effectively with stakeholders and the
development team. As everyone involved better understands how to
work together to deliver value, the business analysis process, methods,
or techniques in use may need to change. Effective business analysis
documentation, effective prioritization and scoping of requirements,
and clear communication of need to the development team.
Techniques
• Retrospectives: Retrospectives are a common practice used by agile
teams seeking to improve their ways of working. Business analysts
should look for feedback on the requirements they provide to the team
and how and when those requirements are provided in order to find
ways to improve their processes.
• Value Stream Mapping: Value stream mapping can be useful in
assessing how business analysis activities are contributing to the
delivery of value to the customer and identifying activities that may not
be adding value.
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
Presentation by Campbell Ferenbach
http://www.slideshare.net/KathyVezina/babok-chapter-2-iiba-oo-chapter-18-oct2011
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Flashcards for Chapter 2
http://www.flashcardexchange.com/cards/babok-chapter-2-business-analysis-planningand-monitoring-2221189
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Agile commentary on Chapter 2
http://www.dennisstevens.com/2009/10/13/agile-business-analysis-planning-andmonitoring/
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Agile Extension to the BABOK Guide
http://www.iiba.org/IIBA/Professional_Development/The_Agile_Extension_of_the_BABOK/IIBA_We
bsite/Professional_Development/Agile_Extension.aspx
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CBAP® Exam Top Mnemonics courtesy of Renee Gilmer