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The following is a brief introduction of a model for Effective Requirements Elicitation, Analysis and
Communication being developed by Perry J. McLeod, business analyst, educator and thought leader.

Requirements for the New
Business Analyst
A M U LT I - D I M E N S I O N A L V I E W O F R E Q U I R E M E N T S | P R E S E N T E D B Y P E R RY
MCLEOD

S P O N S O R E D B Y: W W W. T H E N E W B U S I N E S S A N A LY S T. C O M | A P J M
C O M PA N Y
I I B A T O R O N T O C H A P T E R J U N E 1 9 TH, 2 0 1 3
Abstract – for your consideration
Business Analysts should not elicit requirements
Requirements should be formed into S.M.A.R.T declarative statements using the wants,
desires, problems, issues, threats, opportunities, constraints and the like that the BA
discovers throughout the entire engagement process
Requirements are therefore reasonably induced from the discoveries mentioned above
To accomplish this, the analyst must examine information within a given problem domain at
various focal-points, perspectives and depths
Presentation Objectives
Establish a focal-point for a requirement discussion
Understand that each focal-point will have multiple perspectives of understanding
Express an understanding that each perspective has multiple depths of analysis
Requirements as Seen by the
BABOK®
Business

Stakeholder
Solution
Transition

Let’s consider this
This model is still valid
model as an area of
but its missing
focus – each layer is a
perspective and depth
focal-point

• Functional
• Non-Functional
It’s a Matter of Perspective
Thinking outside the box is a fallacious statement
Finding the right box to think inside of is our first step
That box is our knowledge domain or subject area
That subject may be viewed in different perspectives
Each perspective may be viewed independently or in combination
Each combined or independent perspective may be analyzed at multiple strata or depth

As each depth is analyzed, specific requirements come into focus
Characteristics of Excellent Requirements

How to build a requirement

Focus

f

2014-01-10

Perspective

Pn

Depth

r

Stated
Requirement

d

©2014 PJM LIMITED. ALL RIGHTS RESERVED

6
Characteristics of Excellent Requirements

Where do I focus my attention?
Rules
May be
Internal or
External

Focus
Policies

Stakeholders

Focus

Focus

Organization
Focus

2014-01-10

May be
Internal or
External

Drive and Constrain

Transition

©2014 PJM LIMITED. ALL RIGHTS RESERVED

Solution
Focus

7
Characteristics of Excellent Requirements

Where do I focus my attention?
Rules
May be
Internal or
External

Focus
Policies

Stakeholders

Focus

Focus

Organization
Focus

2014-01-10

May be
Internal or
External

Support

Transition

©2014 PJM LIMITED. ALL RIGHTS RESERVED

Solution
Focus

8
Characteristics of Excellent Requirements

Where do I focus my attention?
Rules
May be
Internal or
External

Focus
Policies

Stakeholders

Focus

Focus

Organization
Focus

2014-01-10

May be
Internal or
External

Drive and Constrain

Transition

©2014 PJM LIMITED. ALL RIGHTS RESERVED

Solution
Focus

9
Characteristics of Excellent Requirements

Where do I focus my attention?
Rules
May be
Internal or
External

Focus
Policies

Stakeholders

Focus

Focus

Organization
Focus

2014-01-10

May be
Internal or
External

Support

Transition

©2014 PJM LIMITED. ALL RIGHTS RESERVED

Solution
Focus

10
Focal Point Example – Policy
Endorsement
Recognize

Relate to

Must have
Business Rule
Statement

Are based on
Is the basis for
Is a

Group

Policy
Is a

Are grouped by
Business Rule
Is a
Process

Internal
Is a

Information

External
Characteristics of Excellent Requirements

What makes up a solution?
Characteristics

Behaviors

Drive and Constrain Specifications

Solution

2014-01-10

©2014 PJM LIMITED. ALL RIGHTS RESERVED

12
Characteristics of Excellent Requirements

What makes up a solution?
Characteristics

Behaviors

Support

Specifications

Solution

2014-01-10

©2014 PJM LIMITED. ALL RIGHTS RESERVED

13
Characteristics of Excellent Requirements

How do I put things into perspective?
Security

Information

Process

2014-01-10

Systems

Permutated

©2014 PJM LIMITED. ALL RIGHTS RESERVED

Infrastructure

14
Perspective
Processes

Business processes, workflow, processes and workflow metadata, events, transactions,
exceptions, business objects, states, transitions, business process taxonomy,
endorsements, standards, policies, rule statements, business rules, and business roles.

Information

Business data, attributes, relationships, metadata, data flow, data transformation, and
business data taxonomy.

Services

Data exchange, data management, security, remote access, locations directory, file
management, graphics, imaging, operating systems, software engineering, network
interfaces, network protocols, user interfaces, software localization, transaction
processing, systems and network management.

Systems

Applications, modules, interfaces, and databases, UDA and COTS.

Network devices, storage area network (SAN), network-attached storage (NAS), firewalls,
Infrastructure servers, custom devices, cabling, racks, UPS (uninterrupted power supply), virtual and
physical environment, and communication circuits.
Characteristics of Excellent Requirements

Bringing depth to perspective
Processes

Information

Security

Systems

Infrastructure

must be examined at one or more

Context

Depth

Concept

Logical
Physical
2014-01-10

©2014 PJM LIMITED. ALL RIGHTS RESERVED

16
Depth
Context

Concept

A strata of requirements that describes how A strata of requirements that describes how
a particular perspective relates to the
a particular perspective relates to the
organization’s external environment.
organization’s internal structure.
Logical

A strata of requirements that describes how a particular perspective is assembled using
the rules of formal logic. Formal logic provides us with a powerful set of techniques for
criticizing some arguments and showing others to be valid using inductive and deductive
reasoning. Logical requirements are usually expressed using decision nodes.

Physical

A strata of requirements that describes the individual components of the solution and
their dependencies. In addition, the physical deployment and relationships among
software and hardware in a delivered solution. Last, explains how a solution interacts
with the external environment.
Putting Perspective into Perspective
Assuming you would only examine two focal points at one time there are 66 possible focal
combinations
As each perspective may also be combined, where only 2 are examined at one given time,
there are 10 possible combinations
However, each perspective may be examined at each strata – this provides 40 possible
combinations of perspective and strata
Since each perspective and focal point may also be combined at each strata or depth (order
does not matter, no repetition allowed) and assuming we examine only 2 at a time there are
6670 possible combinations of perspective, strata and focus to be considered
So the next time you PM tells you to hurry up…..
C O MMENT S AN D Q U EST IO N S M AY BE D IR EC T ED TO :
PER RYJ MC LEOD@ICL OUD .COM | L IN KED IN /PER RYMC LEOD
F O R MO R E IN F O R M AT ION: W W W.T H ENEW BUSINESSAN ALYST.C OM

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How to build a requirement

  • 1. The following is a brief introduction of a model for Effective Requirements Elicitation, Analysis and Communication being developed by Perry J. McLeod, business analyst, educator and thought leader. Requirements for the New Business Analyst A M U LT I - D I M E N S I O N A L V I E W O F R E Q U I R E M E N T S | P R E S E N T E D B Y P E R RY MCLEOD S P O N S O R E D B Y: W W W. T H E N E W B U S I N E S S A N A LY S T. C O M | A P J M C O M PA N Y I I B A T O R O N T O C H A P T E R J U N E 1 9 TH, 2 0 1 3
  • 2. Abstract – for your consideration Business Analysts should not elicit requirements Requirements should be formed into S.M.A.R.T declarative statements using the wants, desires, problems, issues, threats, opportunities, constraints and the like that the BA discovers throughout the entire engagement process Requirements are therefore reasonably induced from the discoveries mentioned above To accomplish this, the analyst must examine information within a given problem domain at various focal-points, perspectives and depths
  • 3. Presentation Objectives Establish a focal-point for a requirement discussion Understand that each focal-point will have multiple perspectives of understanding Express an understanding that each perspective has multiple depths of analysis
  • 4. Requirements as Seen by the BABOK® Business Stakeholder Solution Transition Let’s consider this This model is still valid model as an area of but its missing focus – each layer is a perspective and depth focal-point • Functional • Non-Functional
  • 5. It’s a Matter of Perspective Thinking outside the box is a fallacious statement Finding the right box to think inside of is our first step That box is our knowledge domain or subject area That subject may be viewed in different perspectives Each perspective may be viewed independently or in combination Each combined or independent perspective may be analyzed at multiple strata or depth As each depth is analyzed, specific requirements come into focus
  • 6. Characteristics of Excellent Requirements How to build a requirement Focus f 2014-01-10 Perspective Pn Depth r Stated Requirement d ©2014 PJM LIMITED. ALL RIGHTS RESERVED 6
  • 7. Characteristics of Excellent Requirements Where do I focus my attention? Rules May be Internal or External Focus Policies Stakeholders Focus Focus Organization Focus 2014-01-10 May be Internal or External Drive and Constrain Transition ©2014 PJM LIMITED. ALL RIGHTS RESERVED Solution Focus 7
  • 8. Characteristics of Excellent Requirements Where do I focus my attention? Rules May be Internal or External Focus Policies Stakeholders Focus Focus Organization Focus 2014-01-10 May be Internal or External Support Transition ©2014 PJM LIMITED. ALL RIGHTS RESERVED Solution Focus 8
  • 9. Characteristics of Excellent Requirements Where do I focus my attention? Rules May be Internal or External Focus Policies Stakeholders Focus Focus Organization Focus 2014-01-10 May be Internal or External Drive and Constrain Transition ©2014 PJM LIMITED. ALL RIGHTS RESERVED Solution Focus 9
  • 10. Characteristics of Excellent Requirements Where do I focus my attention? Rules May be Internal or External Focus Policies Stakeholders Focus Focus Organization Focus 2014-01-10 May be Internal or External Support Transition ©2014 PJM LIMITED. ALL RIGHTS RESERVED Solution Focus 10
  • 11. Focal Point Example – Policy Endorsement Recognize Relate to Must have Business Rule Statement Are based on Is the basis for Is a Group Policy Is a Are grouped by Business Rule Is a Process Internal Is a Information External
  • 12. Characteristics of Excellent Requirements What makes up a solution? Characteristics Behaviors Drive and Constrain Specifications Solution 2014-01-10 ©2014 PJM LIMITED. ALL RIGHTS RESERVED 12
  • 13. Characteristics of Excellent Requirements What makes up a solution? Characteristics Behaviors Support Specifications Solution 2014-01-10 ©2014 PJM LIMITED. ALL RIGHTS RESERVED 13
  • 14. Characteristics of Excellent Requirements How do I put things into perspective? Security Information Process 2014-01-10 Systems Permutated ©2014 PJM LIMITED. ALL RIGHTS RESERVED Infrastructure 14
  • 15. Perspective Processes Business processes, workflow, processes and workflow metadata, events, transactions, exceptions, business objects, states, transitions, business process taxonomy, endorsements, standards, policies, rule statements, business rules, and business roles. Information Business data, attributes, relationships, metadata, data flow, data transformation, and business data taxonomy. Services Data exchange, data management, security, remote access, locations directory, file management, graphics, imaging, operating systems, software engineering, network interfaces, network protocols, user interfaces, software localization, transaction processing, systems and network management. Systems Applications, modules, interfaces, and databases, UDA and COTS. Network devices, storage area network (SAN), network-attached storage (NAS), firewalls, Infrastructure servers, custom devices, cabling, racks, UPS (uninterrupted power supply), virtual and physical environment, and communication circuits.
  • 16. Characteristics of Excellent Requirements Bringing depth to perspective Processes Information Security Systems Infrastructure must be examined at one or more Context Depth Concept Logical Physical 2014-01-10 ©2014 PJM LIMITED. ALL RIGHTS RESERVED 16
  • 17. Depth Context Concept A strata of requirements that describes how A strata of requirements that describes how a particular perspective relates to the a particular perspective relates to the organization’s external environment. organization’s internal structure. Logical A strata of requirements that describes how a particular perspective is assembled using the rules of formal logic. Formal logic provides us with a powerful set of techniques for criticizing some arguments and showing others to be valid using inductive and deductive reasoning. Logical requirements are usually expressed using decision nodes. Physical A strata of requirements that describes the individual components of the solution and their dependencies. In addition, the physical deployment and relationships among software and hardware in a delivered solution. Last, explains how a solution interacts with the external environment.
  • 18. Putting Perspective into Perspective Assuming you would only examine two focal points at one time there are 66 possible focal combinations As each perspective may also be combined, where only 2 are examined at one given time, there are 10 possible combinations However, each perspective may be examined at each strata – this provides 40 possible combinations of perspective and strata Since each perspective and focal point may also be combined at each strata or depth (order does not matter, no repetition allowed) and assuming we examine only 2 at a time there are 6670 possible combinations of perspective, strata and focus to be considered So the next time you PM tells you to hurry up…..
  • 19. C O MMENT S AN D Q U EST IO N S M AY BE D IR EC T ED TO : PER RYJ MC LEOD@ICL OUD .COM | L IN KED IN /PER RYMC LEOD F O R MO R E IN F O R M AT ION: W W W.T H ENEW BUSINESSAN ALYST.C OM

Hinweis der Redaktion

  1. An alternative view of the nature of requirementsBusiness analysts should not elicit requirements.Requirements should be formed into S.M.A.R.T declarative statements using the wants, desires, problems, issues, threats, opportunities, constraints and the like that the BA discovers throughout the entire engagement processTo accomplish this, the analyst must examine information within a given subject domain at various focal-points, perspectives and depths
  2. Each of the five basic perspectives may be broken down into specific processes, information systems and the likeEach perspective may be examined alone or as a binomial coefficient where p is the number of different perspectives to choose from, and r is the number chosenMore perspective may be added, as needed