In the other two blog entries in this series, we gave hints and tips for the agile Business Analyst up to the stage of documenting business requirements. In this entry, we will address the follow-up to that phase of the project life cycle with a few more tips.

• Once the requirements document is approved and signed-off, assist the team with the next step – System Design and Test Script/Test Case development work.
     • Be prepared to answer questions regarding the requirements.
• Take the role as liaison between the user community and the technical team.
     • The BA is the communication broker between the users and the IT team. As an ambassador of business and functional knowledge, you must be able to convey the business requirements clearly to both the Developers and the Quality Assurance Analyst.
• Participate in Change Management Board Meetings.
     • Document and track all the changes taking place.
• Participate in User Acceptance Testing (UAT).
     • In many cases, BAs don’t get involved in UAT sessions. However, from my experience, BAs must be prepared to play an important role in UAT to address the user testing phase.

Remember, Business Analysts do not merely document business requirements.  They also serve as liaisons and communication brokers between the technical team and the user community. Doing things right from the beginning will reduce the likelihood of making wrong steps during project development.

We wish luck to all the Business Analysts out there. Thanks for taking the time to read our blog entries.

In our last blog entry, we gave some suggestions of how the agile Business Analyst should lay the groundwork prior to gathering business requirements. In this entry, we will give some tips for the agile BA covering the next couple of main project stages.

• Gathering Business Requirements
     • During your first meeting with business users, gather the High-Level Requirements.
     • Always keep your discussions within scope of the project.
     • If any requirements are out of scope, document them for future enhancements.
     • Diligent users seeking to do their jobs right typically want everything. But remember not all the requirements are critical to business – some could be just ‘nice to have.’ Negotiate with business users and other stakeholders to identify the requirements that will add the most value to the business.
     • If you receive conflicting requirements from different business users, call a meeting to address the gaps. Get the users to justify and prioritize the requirements based on importance and criticality to business.
     • Never offer technical solutions for current issues on the spot, but rather document all issues and take them to your technical team for discussion. Then come up with solutions that can be shared with the business users.
     • Document all the points and send them to the business users after the meeting. This will ensure that the points are correctly conceived, and, if any are wrongly captured, that the business users will have the opportunity to correct them.

• Leading Joint Application Development (JAD) sessions
     • Realize that it will be next to impossible to get developers and other team members, as well as other stakeholders, together all at once to sit in a room and brainstorm about system design.
     • Be willing and able to play the lead role in administering, managing and facilitating JAD sessions.

• Documenting the Business Requirements
     • When you develop the business requirements document, spell out the details clearly, without any ambiguity or vague points. Use simple words to describe the requirements.
     • Present the requirements with diagrams, flow charts or pictures. Remember, “a picture is worth 1,000 words!”
     • For effectiveness, use Use Case or UML diagrams to present the details.
     • Use MS Visio to present the workflow models or business processes clearly.
     • Provide both ‘AS-IS’ and ‘TO-BE’ models, so that business users can compare and understand the differences.

In our next blog entry, we will wrap up this series with some tips for the agile Business Analyst during the stages that follow the documentation of business requirements.

The objective of this series of three blog entries is to share our working experience through some tips for the agile Business Analyst. Like those in some other IT roles, Business Analysts play a significant role in ensuring a smooth project implementation. If you consider the multiple phases of the Software Development Life Cycle (SDLC) or Project Life Cycle (PLC), the business requirement gathering phase is the very first phase in the project pipeline. A precise and concise set of business requirements are the strength, backbone and foundation of the project implementation activities. Business Analysts are the people who face the firing squad of Business Users, Developers, Quality Assurance Analysts and other project team members, as well as other Stakeholders. They get involved in the early stages of the project, remain with the project as it evolves from one phase to another, work as a liaison between business users and developers, are fully accountable for the accuracy of requirements, produce documentation, and the list goes on.

First up, we will cover the preliminary stage, in which we do all of our groundwork prior to gathering the business requirements, along with some general hints and tips for the agile BA.

• Do your homework 
      • Take time to research the company history, business background and stakeholders.  This knowledge will increase your confidence when addressing the company’s business users or other stakeholders.
• Be prepared 
      • Develop questionnaires related to business processes, business user expectations, etc.
      • Prior to a meeting, send the agenda to business users so that they can be properly prepared.
• Be creative
      • Open yourself up to unconventional solutions.
• Communicate well
      • You are an ambassador representing the IT group. You must be able to communicate well not only with your teammates but also with business users, managers and everyone with a stake in the project.
• Break the rules 
      • Don’t take this to mean that you should literally break any of the company rules or policies. What I’m trying to say is that you should break the traditional way of capturing business requirements by incorporating new techniques, tools and methodologies in your requirement-gathering activities.
      • Explore options to present requirements in a strategic way that others will understand.
• Control the interview sessions
      • Always stick to your agenda and questionnaire topics.

In our next entry, we will continue through the project stages of gathering and documenting business requirements.

Most of us have heard Oracle speak of the need to develop a roadmap for our PeopleSoft products. Oracle recommends laying out a timeline or schedule that guides the transition from a PeopleTools-based product to a Fusion-based product. While I’m sure most agree this is a beneficial activity for budgeting and planning purposes, it can prove to be difficult, given that there are no guarantees with the “what, when, where and how” of the future Fusion product suite.

This past September, Oracle presented useful PeopleSoft subject matter at the OpenWorld 2008 conference in San Francisco. Much of this information could impact, or result in further refinement to, existing roadmap documents. The focus of my next few blog entries is to highlight some of the topics relevant to PeopleSoft strategic planning activities.

At the top of my list is PeopleTools 8.50, an update that could impact your 2009 IT plans. With the hype (and some confusion) surrounding the future Fusion product, it was refreshing to see a live demonstration of an enhanced PeopleTools product that brings the user interface more in line with today’s Web 2.0 standards. Oracle expects this release sometime in 2009, and given the fairly extensive demo at OpenWorld, the GA estimate appears accurate. I would recommend reviewing the presentation (and bookmarking the Oracle PeopleTools blog if you haven’t already) to better understand some of the updated capabilities with Tools 8.50.

Some features outlined in the presentation to keep in mind:

• Backward compatible: The 8.5 Tools release is backward compatible to any application running at least 8.4x. If you’re running Financials 8.9 on Tools 8.47 you can upgrade directly to 8.5. Some shops may see a better ROI by upgrading the Tools and leaving the application at the current level.

• Enriched navigation enhancements available with just the Tools upgrade:
    • Partial Page Refresh
    • Modal Lookup Prompts & Error Messages
    • New Menu, Favorites, Recent Visits
    • Homepage Pagelet Drag/Drop
    • Independent Pagelet Refresh
    • Type Ahead/Auto-Complete
    • Modal Zoom Grid for existing grids

• Connected Query – allows the developer to join PS Queries into parent-child relationships to further increase the tool’s ability as a reporting source. There will also be additional enhancements with Web services to run PS Query data to XML publisher or a third-party application.

The presentation does include new features that are dependent on additional product licensing. For example, the presentation shows a new feature that can pull business intelligence (BI) content directly into a page, based on the page’s current context. While the feature looks both sharp and useful, it requires a separate BI tool to generate the required data. Additionally, some of the features are dependent on an upgrade to 9.1 (GA estimate 2010). When reviewing these updated capabilities, make sure you differentiate what is delivered with the Tools upgrade by itself, as well as what’s available with the 9.1 application upgrade included. Regardless, the PeopleTools 8.5 release, scheduled for release in 2009, does offer compelling updates that should be analyzed against existing roadmap strategies.

Adrian Sannier, Arizona State’s university technology officer believes, to the depth of his being, that it is.  And he expressed his powerful thought leadership position regarding what the shift is all about and what to do about it in his presentation at Campus Technology’s July 2008 conference.  In an incredibly informative and colorful keynote speech, he laid out six components of the new paradigm that he believes must be elucidated, embraced and executed.  Component #1 is the most controversial but, perhaps, most essential because it enables the other five.  Component #1 “liberates the resources” as Adrian says, to do the rest.

You just have to hear it to appreciate the intensity of his conviction regarding the need for change in how information technology is managed in higher education!  Here is the link to listen to Adrian’s presentation – 73 minutes of transformative and energizing thinking about what the future can hold for institutions that embrace change!  Adrian paints a clear vision of the path that can lead to enhanced learning and educational value through a restructuring of the technology environment – in keeping with a strategy that separates “the core” from “the context.” 

Much more cost effective strategies exist today for maintaining “the context,” – meaning the software applications that have become mere commodities that are essential but not differentiating – than are currently being utilized by the majority of universities.  When they are employed, budgets can be reallocated to take advantage of the host of “core” technologies that facilitate collaboration, informed decision-making for stakeholders, and learning…with the agility to embrace the new and upgraded technologies as they continue to emerge onto the scene.