[00:01] skills then this course is designed actually for you. Throughout this course you're going to learn about business analysis, planning, monitoring, elicitation and collaboration also requirements, life cycle management,
[00:14] strategy analysis and many more things and by the end of this course you will have the knowledge and practical understanding needed to prepare for IIBA CBA certification exam. So guys watch this video till the end. First we are
[00:28] certification. Then we are going to have Babok guide overview. Then business analysis planning, elicitation and collaboration. Which Babach knowledge area focuses on tracing, maintaining,
[00:41] prioritizing and approving requirements. Your options are strategy analysis, solution evaluation, requirement life cycle management, elicitation and collaboration. Please mention your answers in the comment section below.
[00:54] info guys. If you want to become a certified business analyst professional, then you should check out SimplyLearn's CBA certification training featuring IABA endorsed curriculum along with the Babok guide version 3. Also, you're
[01:08] going to get live online classes, exam application assistance, real world case studies, simulation assessments, and over 900 practice questions to help you prepare confidently for the CBA certification exam. So guys, hurry up
[01:23] now and join the course. The course link is mentioned in the description box. >> Now before we start with this topic project and everyone else before we start with this topic Rafel I have one
[01:37] [clears throat] question for you all question looks simple but the answer is not that simple.
[01:49] now. Take your time. Think logically. Try to think from the analysis perspective. Imagine that you are the BA, you are the
[02:05] business analyst and think from B perspective. Then answer this question. No emotional touch to the answer. Everything should be based on the analysis results. Okay. Question to you
[02:21] analysis results. Okay. Question to you all is everyone. [clears throat] There is one 11year-old boy and there is one 45 year old woman
[02:38] Rafael Bruce and everyone else 11 year old boy 45year-old woman and you are the business analyst
[02:57] part of company ABC and senior management ask you, they request you to explain
[03:15] inflation to one of them. Whom would you prefer and why? Let me repeat my question. My
[03:30] question is the scenario is [clears throat] there is an 11 year old boy, 45 year old woman. There are two people here, two choices for you.
[03:44] You are the business analyst. You are getting some instruction from the senior management that there is one very core important topic inflation that you have to explain, you have to
[03:59] provide information and you have to select one of them. Who would you prefer to work with? Who would you prefer to
[04:11] to work with? Who would you prefer to share the details of inflation and why? question open for you all to answer. Think logically. Take your time. Don't think emotionally. Think logically
[04:26] Don't think emotionally. Think logically and then answer.
[04:48] year old boy because it's easier to explain increase of price sati saying 45 appears
[05:01] a woman because she is much more experienced. experienced. Okay. So you are saying number of years on planet earth is equal to number of uh
[05:14] years as a experienced person year is equal to experience. So is saying I'll go with a woman because she is having more experience. So how with this age you are concluding that she has experience.
[05:30] Is there anything that relates experience with age project is saying fortified woman because woman has already aware. I would prefer explaining to a woman because she is grown up and really understand through examples and
[05:46] 11 boys uh is is won't understand things from with the help of examples. boys are deaf and dumb. Do you think boys are deaf and dumb. Do you think that Kuml is saying uh
[06:03] and somebody's coming up with a very diplomatic answer? Rafael is saying I'll go with both. See people saying both. Yes, this is this is this is the very good characteristic for BA but this manipulation won't work here. You you
[06:19] manipulation won't work here. You you have to select one of them. we need to explain inflation to them. Nobody said that how would the company
[06:35] Nobody said that how would the company benefit what are the benefits that we'll realize if you explain to them. Nobody asked questions like what is the educational qualification?
[06:48] Yes. Don't you all think most Shivangi asked? Okay, that's why I had ignored your answer intentionally. I saw your answer but I ignored it because I knew that it was good answer. Yes, it was intentional ignorance to
[07:04] Yes, it was intentional ignorance to focus on other answers. Yes, Shangi was correct. The answer is everyone and Shangi and others thank you for your participation.
[07:19] This is my intent behind sharing this example. You all can see here 71% of the failed software projects are traced to poor requirements
[07:34] are traced to poor requirements globally. reason behind this huge percentage? Just look at this
[07:46] this huge percentage? Just look at this percentage. only 29% percentage. only 29% is a success rate just 29%. The main reason is assumptions,
[07:59] emotions and other aspects those should not be part of your analysis work. Analysis should be purely based on the factual evidences.
[08:14] research, exploration, investigation and there's no scope of assumption when and there's no scope of assumption when we are doing our analysis.
[08:30] that why 45y old woman? Swati says I have done the historical analysis. I know that this woman is a CEO of this company. She has got ample of experience. This boy is still in school.
[08:43] So my preference is this woman. But was that information given in the case study? No. So here you should all should have asked information more information with regard to what
[08:58] exactly is the benefit why we have to explain this more information regarding their educational qualification their educational qualification their background
[09:12] So meaning to say it's an important thing to understand the business needs. thing to understand the business needs. Get a stronghold over the existing behavior. Understand the context that is what
[09:28] change. understand the existing behavior, functionalities, processes, infrastructure and all such things would then help you come up with the solution.
[09:45] Most of you were coming up with the solution based on assumptions with no factual evidences to support your argument. And that's the first thing that we need to inculcate. We need to start working
[09:59] in or we may start to accept that it's an important thing for us to collect the factual evidences first. Second point you all can see here on Second point you all can see here on your screen everyone 40%
[10:13] of the effort in an average software project is in fixing errors. Sati and others why do you think why do you all think we have errors in any
[10:25] project? What's the main root cause of the errors in any project?
[10:37] defects in any project? Assumptions, incomplete analysis. you don't understand the business needs. Yes,
[10:52] you you have not gathered all the required information and you jump to the solution. No proper testing is blaming testers and saying BA is the perfect person but testers are causing the problems. Yes,
[11:08] but testers are dependent on you for the requirements. If your requirements are not cleared, then you cannot blame the testers. Yes. So don't blame testers. put the blame on the BA first and then the testers. Yes.
[11:23] Okay. Requirement is half cooked. Improper testing and documentation leads to all such things. Yes. And you all can see here requirements defects
[11:36] and is saying that sometimes change in the business requirement is also a reason. So in a way you're trying to blame the business users for this thing.
[11:48] blame the business users for this thing. It is one of the factor. Yes. But you you would agree with me Ariola and others. This is something beyond our control to to [clears throat] make uh those those
[12:01] those things like like business keeps on changing the things. but some few things are beyond our control. But the thing that's in our control is to do proper detailed analysis,
[12:17] gain proper understanding of the requirements, understand the business needs. Maybe then your business users will not come up with um additional requirements more frequently. Maybe you'll be able to win their trust and
[12:32] that way that maybe if you work in an organized manner and you are able to define scope well, they won't change the requirements frequently. Yes. So if you're more organized, if you're more structured in your analysis,
[12:47] if you're able to win the trust of your business users, you may find even the improvement at their end as well. That happens. I've seen this thing. I've experienced this in my projects that if you are not organized they're also not
[13:01] but if you are coming with more structured approach even they're also more structured accordingly. Yes. So in our live sessions everyone we Yes. So in our live sessions everyone we will talk about some standard set of
[13:16] practices. We will talk about few important tools and technologies. Few important techniques those may help you improve on business analysis capabilities.
[13:31] Those will help you provide a complete solution in accordance with the given set of business requirements doing the analysis such a manner that you're able to provide an end toend
[13:45] solution. End to end solution would help you solve End to end solution would help you solve the business problems, make them realize benefits and the solution would be regarded as a
[13:59] valuable solution, a sustainable solution usable for the purpose. So all such things will discuss in detail in our live session. Business analysis body of knowledge will
[14:13] discuss in detail from chapter number 10 till the last chapter. knowledge areas, six underlying competencies. These all would help us
[14:27] come up with a very organized approach. Use some standardized templates, sort of important modeling notations. Those may help us come up with a better
[14:40] solution, a complete solution for the year business problems. So this is the first thing to start with everyone and this was about having these W's on your screen. W's means you are asking questions to
[14:54] gain more clarity, gain more and more information. You are able to draw out, explore, identify the information that is relevant to the change and that's the purpose of having these W's here.
[15:09] But if you observe here there is one very important W missing here. This is known as five WH criteria. But one W is missing. Which W is missing
[15:22] But one W is missing. Which W is missing everyone? Who and who represents everyone? Who and who represents who represents your stakeholders. So we will talk about the stakeholders. Yes. Not only the business users.
[15:36] Business users are part of the stakeholder group. The stakeholders can also include your technical experts, your quality experts and others. Okay. So we will talk about the stakeholders as who in detail, how to capture the
[15:52] stakeholder requirements and how stakeholder requirements act as a strong bridge in between the business requirements and the solution requirements. So this was about everyone the five five
[16:06] WH criteria. The next thing on your screen everyone is you all can see here one maroon color or you can say red color lens on your screen. What do you all think is a use of this
[16:21] What do you all think is a use of this lens when you're doing your analysis? lens when you're doing your analysis? Why at all we have this lens here?
[16:34] get into the groove of the things. Deep dive. Okay. I'll take you all back to your eighth standard eighth standard physics or science subject.
[16:49] Eight standard science. If I talk about any lens, what are the two important characteristics or properties of any lens? Some of you will be thinking are we in an analysis session or science session?
[17:05] Yes. No. No. I'm asking about the two characteristics. One is one is the magnification. Magnifier. Another name for it is magnifier. Zoom in and zoom out. Another thing is
[17:20] Zoom in and zoom out. Another thing is focus. something linked with magnification to dwell deeper to bring in more transparency. Nobody's talking about this another feature that is focus.
[17:36] Focus on what? Focus. Everyone should be purely 100% on the requirements 100% on the requirements with no with no implementation biasness.
[17:50] with no with no implementation biasness. Everyone no implementation biasness simply means you are into a lasting role. Yes, you are focusing as Malik is mentioning on the solution and the needs
[18:06] and you are not influenced you're not influenced by a particular stakeholder group. You are a neutral observer bridging the gap amongst all the stakeholders.
[18:21] You're focusing on the solution. You are trying to come up with a complete solution in accordance with business needs with no implementation biasness. Sometimes what happens is generally BAS come from the technology
[18:36] background or technofunctional background. So they are more inclined. We have to cons I'm not saying that we don't have to consider it. You have to talk to them. You have to understand the ambiguities and their challenges. But at
[18:51] the same time that won't be a compromise with the system or solution quality. I'm not saying that you won't consider their request you will turn on def what they are saying. The only thing is their suggestions,
[19:07] their recommendations should not cause any compromise with the solution quality. Okay. Their solution should make your solution aligned with the technology but not any compromise with the solution or
[19:25] the you may say components of the solutions. Yes. So I have one question for you all here. here. Let's see how many if you're able to uh
[19:37] yes so I'm going to ask you all one question so that way I'll be able to expound more on that so if you are able to answer this question you'll get more
[19:49] clarity around this thing so I have this question for you all see if you're able to answer this if you are it means you understand what I'm trying to say question on your screen everyone is which one of the following statement
[20:06] best describes the role of a business analyst and you have four options if you're able to select I can see log pancha on your screen is that the right pronunciation if it's not you can rename
[20:22] so that I can use the same name you have four options see which option tells you about a neutral observer into a lasting role
[20:37] neutral observer into a lasting role talking to everyone not just one group. There are four options. See which one do you think is the right one. If you select D, it means I need not to
[20:52] dwell deeper into this discussion. D is the right answer. Is everybody going with D? Vijendra is saying I'll go with C Vijendra is saying I'll go with C and C is the best example for the
[21:08] implementation biased business analyst. People are going with C is implementation bias business analyst and D is the right answer.
[21:20] Let's see how Maduri Pawi and others are saying that as a BA I'll be lasting with project managers.
[21:32] Yes. Yes. That's that's my next point. Vijendra and others. Vijend is saying that I'll be lasting with my project managers, project team members and other business analysts in order to understand the
[21:45] structural policies. My question to you Vijendra is can you can you get the good understanding can you imagine getting good understanding of policies and structure without having a discussion
[22:01] structure without having a discussion with people like customer and the end user. Can you imagine ignoring your people who
[22:18] Can you imagine ignoring your people who are going to pay money to you? Can I ignore my learners when I'm discussing the topic in the live session? No. They are the most important people. Because of them, we are all having a discussion.
[22:33] The same thing happens any project. So meaning to say it's an important thing for you to look into the demands of an internal team. This is internal team. Project number C is about having a discussion
[22:49] with solution delivery team. This is a solution delivery team. You have to talk to them. You have to talk to them for sure. Yes, Shivangi and others, you have to talk to them. Solution delivery. But solution
[23:07] delivery is going to help you come up with a better solution. with a better solution. But Shivangi can you imagine getting the requirements or clarity on the requirements without
[23:22] having a discussion with the end user or the customer? No, you have to bridge the gap. You are into a lasting role. People are going with C.
[23:34] I have one visual that is going to help I have one visual that is going to help you accept what I'm discussing here. everyone. This is how BA works. Shivangi and
[23:48] everyone else. Option number C says you just talk to Option number C says you just talk to these people. This is option number C. Option D says you talk to these people as well and you talk to these people as
[24:03] well. Which one is correct now? Shivangi and others. Option number T. Option number D says you are into a lasting role and you're talking to you're having a discussion with the business people and also with
[24:19] the solution delivery team and you are sandwiched in between the two stakeholders group. You are trying to gain the clarity around the business requirements from them and you are trying to remove
[24:35] the implications if they have any in creating the solution requirements. Gajula here. So BA is like a bridge. Yes. That's why he said to a lasting
[24:48] Yes. That's why he said to a lasting role between the business stakeholders and the developers to ensure the requirements are properly delivered. Yes, you have to maintain the balance between the two.
[25:01] Is everybody with me on this thing? If you are inclined towards a particular group, you are biased. But if you focus on the demands of all the people and on the demands of all the people and you're able to come up with a solution
[25:14] that's in line with the business expectation and also aligned with your system capabilities, that's how you work as a business analyst. So that's why option number D is the right one and C is incorrect.
[25:30] is the right one and C is incorrect. C makes your implementation biased. Okay. Is everybody now agreeing with this discussion? Is everybody accepting that option D is correct and C is not? Yes. Perfect.
[25:46] participation. Thank you so much everyone for responses. So now everyone understood totally. Thank you Vijendra. So we have talked about everyone the first very important thing to start with
[26:00] and that is 5W and this processcentric lens. I'll summarize what we have discussed so far. summarize what we have discussed so far. So we have started with a discussion
[26:15] So we have started with a discussion wherein I mentioned that for any BA it's an important thing to perform research exploration investigation
[26:29] apply 5W analysis with with minimal scope of assumption no assumption your business analysis work that she She is old so she has
[26:41] experience. Somebody is new so he won't be able to do the things. No, it's all about your analysis results, your evidences. Those help you take a better decision. Second thing is this processcentric
[26:55] lens. This lens would help you dig deeper into the given problem. Break down the complex requirement of smaller fragments. smaller fragments. Do the analysis more atomic level.
[27:10] analysis, you have to talk to different people and you have to focus on the objectives when you talk to them and not get influenced by them. If you get influenced by them, if you are inclined towards some
[27:25] stakeholder group that may lead to a solution that is implementation biased or business users biased and biasedness may lead to several errors or issues.
[27:47] present in this slide? Yes. Then I wouldn't have asked that question. So it's an intentional attempt for Mar to miss that W so that we can we can have questions from you all. Yes. Do you want me to add this W so that people in the
[28:04] next batch don't have such a good discussion? Shazad we can do that. Yes. So so W is missing here the the purpose is to make you all think and ask such
[28:16] questions. Okay everyone I hope everybody's with me till this point. FiveW and the processcentric lens. Shall we move ahead and talk about defining needs everyone? Next thing is everyone
[28:30] defining needs. Now when we talk about needs everyone Now when we talk about needs everyone needs can be in the form of problems to be solved
[28:46] to be solved or needs can also be in the form of or needs can also be in the form of opportunities to grow.
[29:00] in your LMS we'll try to identify the problems we'll try to identify the problems let's read few paragraphs together and then I'll ask you all Shazad Badri Shivani and everyone else if you all can
[29:17] come up with few important business needs what is business analysis so it's needs what is business analysis so it's about doing your detailed analysis to a processcentric lens defining needs, recommending solutions
[29:34] that enables change and this change helps in continuous improvement. Let's take one example everyone to understand
[29:46] to understand what are the enablers and why enablers are so important, how they help you bring about the change.
[30:01] For example, if I say the current state the current state or the as state is
[30:14] I'm talking about the uni liver project one example from the univer project current state is that that the uni liver employees
[30:33] they're going into the cafeteria to have lunch or to have food. This is the current state and the future state or the change is
[30:46] and the future state or the change is that you have your mobile phone, you have your cell phone, your smartphone and you're having one app there as canine ordering system and you're ordering a meal online.
[30:59] and you're ordering a meal online. Imagine Sedant para
[31:12] Bak Krishna and Vina and others Gajula and others if you are a business analyst and others if you are a business analyst and you have to ensure that nobody is going to the cafeteria
[31:26] and everybody is using this canteen ordering system app to order the food. How you'll enable this change? What are the necessary steps?
[31:39] Those may help you ensure that people accept this change. Employees are ordering the food online and nobody is going to the cafeteria to have food.
[32:06] batch India hours had to [snorts] say that shut down the cafeteria and they have no other option than to go and order the food online. Is this enabler to shut down the cafeteria? Are we in the Hitler's era? Yes. No,
[32:24] you're not in the Hitler. We not in 1930s and 40s. We have to come up with the Sushi is coming up with a very good point that userfriendly app a better app. Some Sachin is comes a very good point. We can come up with Chhatra say
[32:40] shutting down is not right. Yes. It's against the democracy. against the democracy. Yes. So, so um by giving discounts offers and you all would agree with me this may also
[32:56] include proper training. You have to train your employees how to use it. Yes, training, mentoring, use uh usability aspects a good application to use
[33:13] and offers discounts.
[33:25] eating in canteen and come up with certain important offers for them so certain important offers for them so that it it it it encourages them to use the new app. Yes. So enablers everyone
[33:39] are all those important transition requirements at the workplace? So that may be part of the policy. You
[33:52] may come up with certain important policies. Yes. So that may be the details around your solution requirements, loyalty, promotions. So in a way everyone
[34:06] very very clear with this topic here. Enablers enablers are all those important transition requirements. Those may help you. Those may help your
[34:21] Those may help you. Those may help your organization without any glitch. It's a hassle-free and a smooth transition to a new future
[34:35] and a smooth transition to a new future state. to understand this thing? I give you all a few more examples.
[34:47] this thing. Let's take one more example or two more examples. We all have witnessed the coid9 crisis. Yes. If I talk about the coid9 example
[35:08] office. Yes. But during the covid-19 crisis what happened? Was that possible to work from office? No. So there was a change and
[35:20] office? No. So there was a change and the change was work from home. This became very popular all across the world. Yes. Since we have learned from different geographies, this happened everywhere. Work from home. What was the
[35:33] biggest enabler here everyone? What was the biggest enabler that helped us transition to this new future state project and others?
[35:45] What was the biggest enabler? The biggest enabler was the internet. The biggest enabler was the assets like laptops
[35:58] allocated to everyone. Yes. And even few companies, I don't know about the others, but in my company, they provide a reimbursement to purchase the table, chair and everything. Even even even for the pen
[36:12] and copy that we use for everything we got the reimbursement. I don't know how many of you got the reimbursement for tables and chairs. Yes. So table, chair. Yes. They are giving us some bottles and everything to laptop and everything. So
[36:28] what are these important things? Phone bills. Yes. And this is part of everyone bills. Yes. And this is part of everyone business continuity plan. business continuity plan. Yes. Business continuity plan.
[36:43] somebody's sharing with me no law is saying that we got reimbursement by saving gas. So you you can see here this was the business continuity plan everyone and before the covid-19 crisis when we used to have business continuity
[36:57] plan training sessions people used to laugh. People had never imagined that this these things may happen but disaster recovery is a very important thing. So you can see here this is one enabler.
[37:10] Enabler is all those important things those may help you have a successful hassle-free transition to the new future state. I'll take one more example of the state. I'll take one more example of the enabler so that it makes
[37:25] yes so so power and others let's take one more example to understand this thing better. Let us suppose I say I'm talking about the CBA batch.
[37:37] CBA batch we are discussing we having a discussion in one of the CBA batch here and I'm talking about my learners. This is the first session
[37:54] 7th of Feb 2026. This is the date. Yes. And I think next can anybody help me know the last date? I think it will be 11th or some other date of March as the last day. 7th of March.
[38:10] of March as the last day. 7th of March. Yes. From 7 to 7. Perfect. 7th of March. Yes. From 7 to 7. Perfect. 7th of March. If I talk about my law not at present as a state I use Somia and everyone else. You all are aspiring to be a
[38:23] certified business analyst. We all are here to learn the best practices. is we all are here to learn what's there in the business analysis body of knowledge. We you all are here to be certified business analyst. Yes. So at present you
[38:37] are aspiring to be certified business analyst. After 1 month's time if you submitted your projects if you if you cleared your assessment you are the certified business analyst.
[38:52] This is your current state and this is your future state. And if I ask you all about the enablers, what are the important enablers? The biggest enabler for you and me is the business analysis
[39:08] body of knowledge version three. I have mugged up in last 12 years. I'm throwing out what I have learned. Yes. Before the live sessions, I used to learn this thing early morning just mugging up
[39:21] everything and now you can see the results. Yes. So, so Babok V3 is the biggest source, biggest enabler for you and me over the years. Yes,
[39:33] and me over the years. Yes, Babok V3 one thing. Then for you all the important thing is the self-arning module wherein you'll find the uh sweet calm and pleasant voice. Yes, law. So you are ignoring that lady in your
[39:48] a good thing. So, so self-arning module lady with the present voice it's an important thing for you all to listen to
[40:00] those recorded videos to fill in the gaps if any in the live session then the class notes that I'm sharing with you all it's an important thing for you all all it's an important thing for you all to go through the class notes
[40:14] yes and then once you're done with these things it's also very important for you all to go through the recordings of the live session. Once you are done with these things,
[40:27] then it's an important thing for you all to work on your projects parallely. During the weekday, you all have around 5 days time in between the have around 5 days time in between the two uh between uh like the sessions,
[40:41] projects, work on your projects and then you have to ask questions during the Q&A time. If you are working on all these things everyone this is the important thing indirectly I'm telling you about your homework for
[40:55] the upcoming sessions with the help of this example. Yes. So homework for you you all have to go through the Babok guide self-arning module class notes
[41:07] guide self-arning module class notes recordings work on your projects and I can assure you of this thing by 7th of March you'll have [snorts] the complete understanding of the business analysis all the important techniques and this
[41:20] interviews. Yes. So and and these enablers everyone one last thing here enablers everyone these are considered to be temporary in nature.
[41:41] temporary in nature. Once you enter in a good job role you'll forget about the above guide. you'll forget about what we have discussed these bad examples in the live session and you'll move to the next role and you'll work there efficiently.
[41:56] So enablers of the one these are also considered to be the temporary requirements often unneeded once we transition to a new future state. Yes. Is everybody able to understand the
[42:10] reason why these are considered to be temporary because there's not something that we going to carry on for life. No, you are done with this thing. You're done with TBA. Then attempt CFA. Go for FRM. Go for Yes. Go for go for some
[42:26] different training program. Yes. So yes, [clears throat] we'll have a break in another 3 or 4 minutes. Yes. Just uh we'll have a break in few minutes. Let me summarize few things. So we'll then have a break. Yes. It's time for us to
[42:39] minutes. I need to summarize everything. Yes. So Vijay is saying yes. These are dynamic. So simply enables if we're talking about Shivagi Vij and everyone talking about Shivagi Vij and everyone else these all are important transition
[42:55] requirements those will help you transition successfully hassle-free smooth with no barriers in the realization of value. It will help you
[43:08] ensure that there are no undesirable consequences when we are moving to when we are transitioning to a new future state. These are considered to be temporary in nature because once we have a successful
[43:25] transition to a new future state these are often not required. Yes. So, so that's why these are the important things the enablers I've discussed this topic in detail here because they sometimes ask me this
[43:39] question in job interviews that what are the important enablers when we are transitioning to a new future state. So you can easily answer them that these can be in the form of workshops, trainings, mentoring, creation of user
[43:53] manuals, training materials, advertisements, those all things those may help you successfully transition to a new future state and this will help in continuous improvement. So now everyone we're done with our first topic and that
[44:09] is what is business analysis and let me summarize it in another 1 minute then we'll have a short 15 minutes break. So what we have discussed here everyone what we have discussed here everyone that business analysis is about research
[44:23] exploration investigation with the help of 5W analysis. This research should be deep detailed. You have to dig deeper into the given get into the groove of the problem with the help of a process ccentric lens.
[44:40] Processcentric lens signifies here that we are going to focus on the business objectives without any implementation biasedness without having inclination towards any solution delivery team. We are having a discussion. We are acting
[44:55] as a strong bridge in between the business users and the technologies experts. This will then help us define needs. Needs are needs are the form of problems or the
[45:09] opportunities to be solved. This will then help us once we understand the needs we can then recommend the solution based upon different types of analysis like feasibility gap risk impact financial and other types of analysis.
[45:24] Once we arrive at a solution, the solution would help us then bring about a change with the help of enablers. Enablers are all those transition requirements. Those may help us have a hassle-free and smooth transition to a
[45:37] new future state. And this change when we are bringing in this change will help us in continuous improvements with minimal number of defects since we have applied a structured and organized approach. So this is what we have
[45:52] discussed as the first topic everyone after a short 15 minutes break we are going to start with another interesting topic a basic topic today and that is who is a business analyst and here we'll talk about requirement solicitation
[46:08] discussion the key stakeholders and few more basic things okay it's an important more basic things okay it's an important thing for us to perform five WH analysis dig deeper into the problem perform research exploration investigation
[46:23] through a processcentric lens. This helps us come up with a better solution for given business problem. So these were few things everyone that we had discussed before the break. Now we have to start with the next topic
[46:38] we have to start with the next topic that is who is a business analyst. But before we start with this topic, if you all have any question, anything that discuss with me or other learners, you can please mention chat box. I remember
[46:51] before the break, one of our learner had one question. So let me first answer this question. Gajula Shat Miga what I see from
[47:03] the chat box here your name. Yes, I'm pronouncing correctly Gajula. So you're mentioning here that enablers are temporary outcomes from the requirements of the present state. Based on this outcome, we'll further think about the
[47:18] correct solution for the problem or future state. Not exactly think about a solution here. Solution is clearly defined. Kajjuna and others. These are
[47:30] defined. Kajjuna and others. These are the requirements related to transition enablers can be equated with the transition requirements. What are the transition requirements?
[47:45] Transition requirements are all those important requirements. Those act as a catalyst. Those act as the important enablers. Those may help you
[47:57] successfully transition to a new future state. Here you won't play with the solution. Here you won't play with what's the changes. Here you'll come up with all those important measures like you may organize one workshop to make
[48:13] people understand the advantages of the new solution. You may come up with certain trainings. You may come up with some business continuity plan. You may create sorted user manuals, user
[48:26] You may create sorted user manuals, user guides and all those important things. Those may help you ensure that there's hassles in a smooth transition to a new future state. Okay. Now one more thing everyone before
[48:40] we move to the next topics is Gajula you're asking this question here let me share with you all one very important link and I get this thing from people here that when I search something on Google says something else
[48:55] Google says something else so if you have any doubt everyone or if you have any difficult to understand don't search on Google search on bat don't know how How many of you know about this web application
[49:11] bat times.com especially people who are B2 analysis world I request you all to please click on this link and confirm is everybody able to access this link batypes.com please check and confirm you can give me
[49:25] a thumbs up if you're able to access this link bat times.com everyone is a this link bat times.com everyone is a very good and a reliable resource for any business analyst You all can see here there are a lot of
[49:40] articles for you all to read. There are a lot of templates that you all can use in your projects. There are a lot of events, webinar, conferences, communities, book store. You may find a book from your trainer in few months.
[49:56] I'm pushing them to add my book as well. Resources. Now next time if you have certain questions or if you're not clear with something just search it here. The reason why I'm asking you all not to search on Google is because Google is
[50:11] fetching information from reliable as well as some resources those are not at all reliable. I can tell you this thing even this thing happens with chart GPT as well. People search something on chart GPT and they said in chart GP I
[50:25] contradicting to what's in the Babok guide. So it's an important thing that you look at the reliable sources, the relevant sources, the valuable sources and don't pick in the garbage from the internet.
[50:41] So I request you all and especially everyone people who are new to analysis world if you all can take out some time from watching those irrelevant reals just spend 15 to 20 minutes daily going through this application.
[50:57] Yes, you spend 20 20 25 minutes 15 minutes going through this way you read newspapers. This is a newspaper for a B and I can tell you within two to three that you know so many things in the business analysis world
[51:13] you have so many things to talk about in the business analysis world. So make an effective use of this thing. If you find something difficult to understand, you can search it here and you'll find so many good articles from
[51:27] so many good people all across the globe. Yes. So this is straight from the horse's mouth. This is something that IABA acknowledges and IABA recommends even I'm recommending this thing as a senior trainer. So make an effective use
[51:43] of bat times.com. So thank you um Gajula for asking this question. This helped me share this link with everyone. It's because of you that I have shared this else I would have missed this topic. So thank you guys for
[51:57] answered your question Gula. Yes, you're fine with the answer. fine with the answer. So it's all about all those important requirements those may help you have a hassle smooth transition to a new future
[52:11] state. Yes, Rajula is there with us with me following any question. Anyone else with any other question Anyone else with any other question before we start with the next topic?
[52:27] Shall we proceed and discuss the next topic now? The next topic everyone is Aki Bruce and everyone is who is a business analyst.
[52:44] Now here you all can see here different here you all can see here different color bubbles here. We'll focus on this third one first and we'll talk about the most important thing that is
[52:59] requirements. Elicitation elicits the needs from the key stakeholders performs the elicitation.
[53:15] for all these steps we may have some standard set of steps templates to follow and find question. Yes, definitely. Yes. So so for this thing shang you once into the knowledge areas we'll talk about some standardized
[53:30] templates we'll talk about certain important techniques those may help you come up with more structured way of like going through this btype.com link so for now you can search some basic things but for templates you'll have to give me
[53:46] another two sessions so after the next two sessions you'll be able to uh apply Write filters in bat times.com. For now, you can search for some basic topics.
[53:59] Yes. So for templates we'll discuss in detail. Standardized templates like BRD, FRD, FRS and everything else. Okay. Perfect. So thank you Shag and everyone Perfect. So thank you Shag and everyone else. Now let's talk about requirement
[54:12] solicitation in detail. Let's see what is requirements elicitation, how it is carried out, what's the practical significance behind it and practical significance behind it and I'll share with you all one story. Now
[54:27] that story is something very much linked with your requirements recitation. So let's listen to this story and see how many of you are able to tell me the many of you are able to tell me the moral of this story. is
[54:43] internal working team as well. Right? Just with no no the stakeholder will discuss are all the important individuals or the groups who are directly or indirectly impacted by the change need of the
[54:57] solution. So if this includes as I mentioned before the break this may include your um internal team this may include your external team. Yes. So it's a it's a it's a mixed bag. It's a mixed bag that
[55:15] it's a mixed bag. It's a mixed bag that may have both internal as well as the external stakeholders. So when we say stakeholders stakeholder is not equivalent to business users. There's a misconception
[55:30] people think that when we say stakeholders it mean it means business team. No even our poor technology experts are also the stakeholders. Okay. So it includes everyone. This is list on your screen as if so we'll discuss about
[55:45] this once you're done with u the requirements listation and who is a business analyst. We'll talk about it. Yes, it depends depends how you are how
[55:57] projects. So this topic we have not discussed yet. So we will talk about it. Yes, maybe tomorrow we'll talk about it. Not today. The detailed discussion of the stakeholders. Okay. So, so let's focus on this topic
[56:12] Okay. So, so let's focus on this topic first. Let's talk about the basic topic first. Let's talk about the basic topic to start with and that is who is a business analyst. Now everyone before I share that story
[56:26] with you all we are talking about the who is a business analyst and there is some very basic thing that I want to start with and discuss with you all before we before I narrate that
[56:40] story to you all. The topic is the important discussion item is very basic thing. One thing is responsibility.
[56:56] accountability. [clears throat] Very popular in any project. Responsible stakeholders. Accountable stakeholders. What do you all think? Especially people
[57:10] What do you all think? Especially people who are new to the analysis world who are new to the analysis world is a major difference between is a major difference between a responsible person and an accountable
[57:22] person or do you all think it is one and the same thing. So the first topic is we are talking about who is a business analyst and here it's an important thing for us to know the responsibility and how it is
[57:38] different from accountability. This question open for you all to This question open for you all to answer. What is a major difference between
[57:50] responsibility and accountability? Everyone and accountability? Everyone Chuangi saying that BA is responsible in performing the 5WH analysis. If BA is responsible then who is
[58:06] If BA is responsible then who is accountable? >> is saying that responsibility is about execution and it's a brilliant answer. Let me add
[58:19] a red heart to your answer. Absolutely brilliant answer. response. Lo saying accountability is more about
[58:31] the ownership. Is that the ownership or the answerability? Are you find are you correct with your uh word that you have used law? Think more about it. Is that the ownership or answerability?
[58:46] Responsible can be many but accountability lies only with BA. Radasha is saying for but for what is be accountable for everything.
[58:58] Accountability result focused and responsibility is about execution. This is also very good answer from Malik here. Responsibility is assigned task and accountability is obligation. That's
[59:10] also a wonderful answer. Assist is saying responsibility limits to understanding and taking the ownership. Yes, that's one of the better answer from. So I can see that most of you are clear with this thing. So let me
[59:26] now take you out to your class notes and let's read few things the benefit of those who are not clear with this basic difference. So let's discuss the basic difference. So let's discuss the basic difference and then we'll discuss
[59:39] few more things. So let's talk about the responsibility versus accountability. responsibility versus accountability. Everyone
[59:51] can be defined as a sole ownership that is a responsible stakeholder a responsible stakeholder will perform the assigned task directly.
[01:00:06] It means owning the task, working on it and ensuring the completeness of the given task. Responsible person is regarded as carry
[01:00:22] some as somebody who's carrying the cross on his shoulders. That is you are doing the execution. You are the owner and directly working on the task. Like I remember Shivangi was mentioning that BA is responsible to
[01:00:39] was mentioning that BA is responsible to perform requirements gathering. perform requirements gathering. B is responsible to perform 5WH but Shivangi if you are doing this thing noticing somebody should monitor what
[01:00:54] you're doing somebody should cross check what analysis you have done yes or no there comes the importance of accountability everyone accountability can be defined as answerability
[01:01:10] it is about the peripheral invol involvement. What is peripheral involvement everyone? You are not doing the things but you ensure that the things are done in appropriate manner. You are tracking,
[01:01:25] monitoring and performing the evaluation. Accountability also includes providing a better environment wherein responsible stakeholders can work effectively and come up with
[01:01:40] required outputs. Is everybody able to understand this thing? So if Shivangi is doing the analysis 5W analysis and Somia is acting as a project manager
[01:01:55] and providing the timelines, budget and other important details to Shivangi so that she's able to perform analysis in a very organized manner. Then Swamia is very organized manner. Then Swamia is acting as an accountable person. She is
[01:02:09] answerable to what Shivani is doing here. But sometimes what happens is let us suppose Shivangi is into a very senior position 15 to 20 years into business analysis. So nobody is monitoring what she is
[01:02:23] doing and she is directly submitting the details to the business. In that case details to the business. In that case you are responsible as well as accountable for your work. But ideally it will be a good practice
[01:02:37] if somebody else is accountable so that you can cross check verify and come up you can cross check verify and come up with better quality deliverables. That's the difference between everyone responsibility versus accountability. So
[01:02:51] in simple terms somebody is doing the things he is responsible for those things. Somebody is tracking, monitoring, evaluating, providing better environment. At the end, he or she is answerable for those things that makes
[01:03:05] him accountable. Okay, I'll stop here. Request you all to read this. If you need more examples, I can give you all few more examples. But can give you all few more examples. But should be very clear to everyone.
[01:03:32] Yes, Rishal law and everyone else following this or you all have any question you need more example I can give you all few more examples more example okay let's take
[01:03:44] examples more example okay let's take one more example [clears throat] if I talk about this live session everyone if I talk about this live everyone if I talk about this live session
[01:03:59] groups. One is the my learners from different geographies. Some in early morning hours, some in midnight, some in evening, some in afternoon. And then there are two people from the simply
[01:04:14] law. Yes, one person was very proactive initially when we started the live session but he's on mute now Akshhat
[01:04:27] if I ask a you listening he'll just respond as yes a but he's not participating you another is your trainer
[01:04:40] session when it comes to train my learners when it comes to organize this workshop This is my responsibility. But there's one person who is not involved.
[01:04:53] involved. But he's listening to everything. monitoring, evaluating. If I have some
[01:05:06] issues, if you have some problems in regard to the live session, he'll pitch in and answer and try to solve these issues. that he holds the accountability issues. that he holds the accountability ash he is the learn of success manager
[01:05:19] and I'm responsible to conduct this li session yes so meaning to say accountability lies with people into the management in most of the cases
[01:05:32] and responsible persons working on the given tasks directly given tasks directly another example let us suppose I say Ishita isha and Vijayra are doing their analysis. They're having a discussion
[01:05:46] analysis. They're having a discussion around few important solution options, around few important solution options, detailed analysis. they come up with certain important
[01:06:00] timelines that within this timeline you have to finish the analysis else we won't be able to prioritize the things in the given cycle. This project manager PO they're not doing the analysis but they're providing
[01:06:14] instructions they're coming up with certain evaluation certain suggestions those help you perform analysis within the timelines.
[01:06:27] So that's the importance of accountability everyone tracking monitoring and evaluation you're not doing the things but you are helping environment so that people who are working they get better facility better
[01:06:43] you may say help or you may say clear understanding on what needs to be done that's the difference between responsibility versus accountability is anybody able to understand this simple thing to understand.
[01:07:00] simple thing to understand. Yes. Any question from anyone? Yes. Any question from anyone? Perfect. Thank you. Now let's talk about since we are clear with responsibility versus accountability. Now let's focus
[01:07:13] versus accountability. Now let's focus on this topic everyone and that is who is a business analyst. And here we'll talk about the responsibilities of the business analyst. We'll talk about the responsibility and one of the major
[01:07:28] responsibility what I think Shivangi you are mentioning few minutes back gathering the requirements doing the analysis and that is something linked with requirements elicitation
[01:07:41] let's see what is requirements elicitation how it is carried out with elicitation how it is carried out with the help of one example and this example is from a [clears throat] very popular book I don't know how many of you have
[01:07:53] read this book how If you have heard of this book, I was fan of this book. I used to read this book a lot during my school days. And the name of this book is Arabian Nights. Yes. People from the Gulf countries from
[01:08:11] the oil rich nations can easily relate with this book. Arabian Knights. Yes. there are lots of stories. Those may inspire you. Yes. to work efficiently as
[01:08:24] a business analyst. So in this book there was one story [clears throat] that can be easily linked with requirements elicitation.
[01:08:36] So let me narrate that story to you all and then I'll ask you all the moral of this story. Yes everyone. [clears throat] So in those days in that part of the road I'm talking about the Arabian road.
[01:08:49] There used to be one Khalifa. I'll just use the common terminology as king. Although king is not equivalent to Khalifa but one king I'll say okay there was one king and he had three detectives.
[01:09:04] Three detectives their names were Arabic but I'll just make it simple for you all as D1, D2 and D3. [clears throat]
[01:09:16] These detectives can be considered as a modernday business analyst and these detectives were gathering requirements for this king. They were having some very good experience. They were providing some very valuable
[01:09:30] information to the king. This helped this Khalifa this king to run his kingdom in a very proper manner understanding the concerns of people of his country and all such things. One fine day,
[01:09:46] D1 and D2 got to know
[01:09:58] that D3 is getting much higher salary, is getting much higher salary, much better compensation and above all they realized that he's getting huge respect.
[01:10:12] getting huge respect. in the eyes of the king. thing because they had similar work experience similar ways of working 24 +
[01:10:24] 7 for the king. So D1 tried to express his anguish. He wanted to clarify these things with the king. So he tried to reach out to the king and he was about to ask these questions. But king was a very smart person. And he
[01:10:39] knew that Diva is going to come up with such questions. So King said before you ask your questions, I have one important task for you. Would you be able to accomplish this task? Would you be able to complete
[01:10:52] this activity I'm going to assign to you? Now this time D1 prestige issue that whatever task king is going to assign it to me, I'll come up with the best possible result. So king shares with him a scenario. King
[01:11:09] says that as you know D1 that we are kingdom K1 surrounded by kingdom K2 and K3. He said yes definitely yes. He said we got to know that
[01:11:23] [clears throat] few vagabonds have entered into our kingdom from K2 have entered into our kingdom from K2 side.
[01:11:35] I wanted you to do some analysis. I want you to you to help me know who are these vagabonds, help me know who are these vagabonds, why they in our kingdom
[01:11:47] and come up with all the details around these vagabonds. that I'll do this right away and share with you the information in a minimal with you the information in a minimal time. Given went to that place
[01:12:05] vagabonds within few hours he was able to locate within few hours he was able to locate them. vagabonds tried to get more information that why they are entering into this
[01:12:18] kingdom what they are doing here. He also had a discussion with people around and he also tried to understand whether people know more about them or not. So Dan had a discussion with the
[01:12:32] So Dan had a discussion with the vagabonds. around the citizens of the country and he came back with some information. King said do you have the information? He says yes king these are fagabonds
[01:12:46] passing by our kingdom and they're going to kingdom K3. He said why they going to kingdom K3? He said because they're going to they're going to attend one going to they're going to attend one marriage ceremony. So king said that how
[01:12:59] much time do you think they'll require to come back? They said within one month they'll go back to their original country K2. country K2. King said how many men how many women
[01:13:12] are they carrying any instrument at Hamos? D said I never inquired up to that level. I just know that these are the bags. They're going to attend mar and come back within one one week's time. So, king asked D1 to stand behind
[01:13:27] time. So, king asked D1 to stand behind the curtains. D2 also had same set of questions for the king and king assigned the same task
[01:13:40] to D2 as well. Now D2 went to that place had discussion with these vagabonds had discussion with people around and D2 came up with a lot of information as compared to D1.
[01:13:56] King was asking several questions. D1 D2 was answering all of them. D2 said yes these are few vagabonds passing by our kingdom. They are very jolly nature. They are singing songs. People loving their company. These many men, these
[01:14:08] many women, they don't have any instrument at mahammer. They're going to go to kingdom ket come back and all such details in a very detailed manner he was sharing with the king and king was also so happy to gain these many details from
[01:14:23] so happy to gain these many details from D2. But then all of a sudden D3 comes D2. But then all of a sudden D3 comes in. D3 was not looking comfortable. D3 had a fearsome face. D3 was in a
[01:14:37] hurry to share something with king. So D3 D3 said please stop then and they with the king. This is not going to help us. I have some very urgent thing to share with king. Now king was not happy with this attitude because king and d2
[01:14:53] are having very good discussions. So king said is that really very urgent. D3 says yes that's why I'm stopped in middle. My apologies for that but I need a very quick discussion with you a very urgent discussion with you. King asked
[01:15:07] D2 to stop for a while and say since he had a huge respect for D3 he said yes please you may go ahead I'll share the detail. King when he was having a discussion with D3 D3 comes up with very surprising
[01:15:20] statements. D3 says that king I was listening to what D2 was mentioning these are not Vega bonds and this surprised everyone D1 as well
[01:15:33] as D2 as well. Then King said then then who are these people? D3 said these are who are these people? D3 said these are enemies disguised as vagabonds. enemies disguised as vagabonds. They are around 15 to 28 at present
[01:15:48] but thousands of them as per my analysis as per my experiments hidden trials I know behind the bushes in the countryside here
[01:16:01] these people are locating our important army positions these people are trying to understand the different things that they're doing the different things that they're doing here creating and defining some strategy
[01:16:14] instruction from these people and they may attack our kingdom at any point of time. So instead of listening to this and bull stories, it's an important thing for us to alert our army catch hold of these vagabonds
[01:16:30] hold of these vagabonds and then come up with a strategy to win the war against these people here. King listens to D3. he comes up the proper strategy and eventually they are able to win the war and then again come
[01:16:43] up with the stabilized kingdom and story goes on from there. My question to you all is what do you all think was a difference between
[01:16:58] was a difference between the analysis that D3 has performed the analysis that D3 has performed as compared to D1 and D2. Law is saying D1 and D2 getting less salary. Less salary means less work.
[01:17:12] Yes, that's not a right thing to say. I think it's a lighter note. But my question to you all is what is the moral of this story? Lord why do you think D3 was able to come up with a
[01:17:28] better solution? How D3 was able to say that these are enemies and why D2 were that these are enemies and why D2 were not able to predict this thing
[01:17:41] is saying D3 was CBA certified analyst. Yes. And D1 and D2 were not. What else? Think more about it.
[01:17:55] Vina is saying to do the deep research, detailed analysis. detailed analysis. What else?
[01:18:11] Bab detail information, attention to detail. Let me explain this everyone. everyone, you are missing one very everyone, you are missing one very important thing.
[01:18:25] here. Maybe you are like mesmerized by the Arabian Knights. Let me make it very clear. D1 and D2
[01:18:39] their analysis was focused completely was dependent. Everyone if you all agree with me in the story we just listened to
[01:18:51] with me in the story we just listened to just that we have discussed D1 and D2 their analysis were completely dependent upon the information that they have gathered from Vega bonds and people around
[01:19:13] for the information the stakeholders may not know about the the stakeholders may not know about the information. Yes or no? They are own they're your own people but they don't know whether these are vagabonds or
[01:19:25] know whether these are vagabonds or enemies disguised as vagabonds. D3 is performing requirements elicitation.
[01:19:41] He is talking to people but along with that he's also doing his own research. He's also performing certain experiments. So moral of the story is
[01:19:57] an important thing. It's an important thing thing for a business analyst to perform requirements elicitation with the help of these three important
[01:20:11] pillars. Let's discuss the moral of the story now with the help of what's there in your class notes. Everyone in your class notes session number one you'll find the answer. Answer is everyone moral of the story is
[01:20:36] explore and identify the information that is relevant to the change. Business analyst
[01:20:51] Collaboration that DA and D2 did. They both collaborated with people around in Vagabonds. But along with that we also have to do our own research.
[01:21:05] Look at the historically available information. information. Look at the existing information. Try to do some data analysis. try to do some exploration
[01:21:21] and also perform experiments like hidden trials, prototyping when we are doing all these three things then it is requirements elicitation and this will help you gain clarity around
[01:21:37] the requirements and then you'll be able to come up with a better solution. So to come up with a better solution. So moral of the story is that every BA must moral of the story is that every BA must cry.
[01:21:51] start crying and then if your manager says why you are crying then tell him that in the CBA certification program the trainer was telling us to cry when the trainer was telling us to cry when you get the requirements. Crime means
[01:22:05] collaboration, research and experiments would help you perform requirements would help you perform requirements elicitation in a very organized manner.
[01:22:18] For example, let's take one more example. Let us suppose I say Vijendra we have with us. We have Rafael with us. Rafael and Vijendra maintain 100% attendance in the live session. Is this good enough for them to become a
[01:22:35] certified analyst? Is this just enough if you collaborate with me? No, you have to go through the Baba guide. You have to go through the class notes. You have to spend some time going
[01:22:50] through bat times.com. This is all your research. Go through the bat times.com. Read the articles. Go through the Babok guide. Do not completely rely on what you're getting from the trainer. Complete reliance may bring you to the
[01:23:06] same level as D1 and D2. But if you want to become a certified analyst like D3, you have to dig deeper into the Babok guide. Go through the class notes, work on your projects on your own, not copy
[01:23:20] the projects. Those are already there in your drive link. Yes. So requirement solicitation depends on three pillars. That was the moral of the story here. Collaboration, research and experiment. Now experiments we'll discuss in detail
[01:23:33] with the help of some tools. We'll install and we'll we'll talk about some important tools that may help us create prototypes and also perform internals. prototypes and also perform internals. Moral of the story is every BA must cry.
[01:23:50] collaboration, you are gathering the requirements. your job interviews that what's the difference between requirements
[01:24:03] difference between requirements gathering and requirements elicitation. question if they ask you in the job interviews that what's the difference between requirements gathering and requirements elicitation? Requirements
[01:24:15] requirements elicitation? Requirements gathering primarily focuses upon a detailed discussion and engagement with your key stakeholders. your key stakeholders. But requirement solicitation encourage
[01:24:27] BA to not only collaborate but also do your own research and perform your own research and perform experiments to arrive at a better set of requirements and their corresponding solution.
[01:24:40] That's the moral of the story. Are you able to understand now what is requirement solicitation? Yes. So this is the moral of the story you all have to remember. C R E collaborate
[01:24:56] all have to remember. C R E collaborate research and perform experiments. Okay. So we have discussed about the requirements elicitation everyone. What we have discussed today as part of elicitation is just
[01:25:12] elicitation is just as just the uh basic discussion. We have a separate knowledge area. Chapter number four is specific very very specific to this what we discussed today. So how to cry loud we'll discuss
[01:25:27] today. So how to cry loud we'll discuss here we'll cry here loudly here we cry here in a very detailed manner. So here you'll find all about crying in detail.
[01:25:42] should perform requirement solicitation. Yes. Requirements. So let me add a red Yes. Requirements. So let me add a red heart to this shi a very good point. So better to practice requirement solicitation.
[01:25:56] Yes, if you'll just say it won't help. You have to practice this thing as a BA. Requirements gathering alone won't help you. You gather the requirements it's good. You gathering if the information is good thing. I'm not saying I'm not
[01:26:10] I'm not against you having a discussion the stakeholders. You talk to them it's good. But 100% dependency or reliance on what you get from the stakeholders is not a good thing.
[01:26:24] Cross validate do the research perform experiments. Yes. Because you cannot assume that what they are getting from the stakeholders is 100% accurate. Okay. Everyone Shivangi is you all are
[01:26:41] with me fine with the story. So next time you get the requirement to start crying. Yes. And everybody will be surprised in your project that why you are crying. Tell them that now you are certified analyst. So you have to cry.
[01:26:54] certified analyst. So you have to cry. Yes. So so that's the moral of the story. You listen the requirements of the key stakeholders. The next thing is everyone discover, synthesize,
[01:27:07] synthesize, analyze the information, desires, determine issues and their causes.
[01:27:20] Last point here everyone is last point is performs is performs the tasks defined in the Babok guide. So let's discuss about the Babok guide now. What are the tasks defined in it
[01:27:35] and what are the important knowledge areas? What are the important techniques? So now let's switch our focus to the Babok guide the table of focus to the Babok guide the table of content and let's see what all topics
[01:27:49] sessions. I request you all to parally open this book at your end as well so that you are able to follow the things better. Once able to follow the things better. Once everybody is with me, you have this
[01:28:03] table of content on your screen then we'll move ahead. you're ready. We'll then move forward with our discussion.
[01:28:27] you do one chapter number one. Ready everyone? Yes. Thank you. Chapter number everyone? Yes. Thank you. Chapter number one and chapter number two. These two one and chapter number two. These two chapters are the basic
[01:28:41] introduction to business analysis. Like today we have discussed about the What is business analysis? We're discussing who is a business analyst and we're also talking about now the structure of the BIBO guide. This is the
[01:28:56] introduction. In tomorrow's session, we'll talk about the stakeholders in detail. If time allows today, we'll discuss. We'll talk about the six core discuss. We'll talk about the six core concepts key terms and tomorrow's
[01:29:09] session we'll also start the discussion around the creation of the BRDs. How to document the BRD? We'll discuss the standardized template BRD. We'll talk about [clears throat] the FSDs. We'll talk about the user stories.
[01:29:25] We'll talk about the functional requirements, non-functional requirements, all these things. So this is again the introduction to business analysis. So chapter number one and chapter number two are the two important
[01:29:38] chapter number two are the two important chapters as part of the introduction. chapters as part of the introduction. Then everyone the chapter number three please focus here everyone chapter number three is the first knowledge area
[01:29:54] that we're going to start with. First knowledge area is business analysis planning and monitoring. And here we'll discuss about five
[01:30:06] important tasks here. These are the important tasks to be performed by the business analyst. 3.1 3.2 3.3 4 and five. These we'll
[01:30:19] discuss in detail as part of chapter number three. Then after the first knowledge area, the second knowledge area is elicitation and collaboration everyone. Again five important tasks here.
[01:30:34] Then the third knowledge area requirements life cycle. management five important tasks here. Strategy analysis again four important tasks here. Requirements analysis design definition six important tasks. And chapter number
[01:30:51] six important tasks. And chapter number eight is the last knowledge area. chapter number eight total six knowledge areas we'll discuss in detail
[01:31:07] and if I sum up all the important tasks here. So we'll discuss 30 important here. So we'll discuss 30 important tasks as part of these six knowledge areas. So chapter number three till chapter number eight six knowledge areas
[01:31:22] chapter number eight six knowledge areas having 30 total task in number. Chapter number nine everyone that we'll discuss is about the underlined and we'll talk about all these underlined competencies and then the
[01:31:36] most important thing that we'll discuss parallelly with the knowledge areas is the techniques. This is the backbone everyone of this This is the backbone everyone of this certification program. The techniques
[01:31:51] few techniques like acceptance and evaluation criteria, business cases, concept modeling, balanced scorecard, there are few techniques wherein we'll come up with
[01:32:06] some comprehensive documentation. While in few techniques like data flow diagrams, data modeling, business model
[01:32:18] and others will come up with certain important flow diagrams. In few will come up with the block diagrams. In few will create some BPM diagrams. In few will create some BPM notations, UML notations,
[01:32:32] lightweight documentations. So all these techniques, all 50 techniques we'll discuss with the help of some examples in the live sessions, user stories, sort analysis, use cases, workshop, these all techniques we'll
[01:32:48] discuss. These techniques are going to help you work on the task in a very efficient manner and come up with the required output. So these techniques are very important. Chapter number 11 is something that we
[01:33:01] are not going to cover. It's not part of the syllabus. This subject is going to be covered in your upcoming courses like agile master, PowerBI, SQL and others. So 11 is not part of the syllabus. We'll just talk about the last thing as
[01:33:16] just talk about the last thing as chapter number 10. So if I summarize what is the structure of the Babok and the table of content for us. Chapter number one and chapter number two this is about the basics of business analysis
[01:33:31] is about the basics of business analysis or you can say introduction. chapter number three till chapter number eight total six knowledge areas
[01:33:45] wherein we'll talk about 30 important tasks and to complete these 30 important tasks we'll talk about chapter number 10 that is the techniques and in techniques we have total 50 techniques that we'll
[01:33:59] discuss. Yes. And chapter number chapter number nine is about the underlined competencies. Yes. And chapter number 11 is something out
[01:34:13] of scope for ECBA, ECBA, CCBA and CBA. Yes. So these are the details around the
[01:34:26] uh the structure of the Babok. Now I can see I have one question from Malik here. Yes. So that Malik let me explain this thing. So in your drive link I have
[01:34:38] thing. So in your drive link I have pasted one screenshot so that you all pasted one screenshot so that you all get the information right from the get the information right from the horse's mouth. So you can see here that
[01:34:50] there is one question that's pasted here. I hope my screen is clearly visible to you all. It says there's a question here on your IBA website. Will Babach guide on
[01:35:08] prospectives or underlined competencies be tested in ECBA, CCBA or CBA and look at the answer. Malik, are you getting the answer to your question here? It says there will
[01:35:24] your question here? It says there will not be specific exam questions that test on perspectives or the underlined competencies. So even chapter number nine is also not part of the syllabus but we are going to discuss 9 as well as
[01:35:41] part of 11 as well. If time allows I'll cover 11 as well but 11 is our may say the lowest priority. Okay. Sometimes we have the time in a live session so we
[01:35:54] have the time in a live session so we can talk about it. Yes, since I have a PG degree in data science and machine learning as well. So it's not that difficult for me to cover BI and all such things.
[01:36:07] such things. Okay, PowerBI and SQL are part of the M's program and you'll find separate trainer different trainer talking about those things. I am here to just talk about
[01:36:21] CABAB business analysis for another one month. After that you'll find a different trainer for PowerBI, a different trainer for Tableau and other courses. Okay, six knowledge areas not five mic
[01:36:38] six knowledge areas from chapter number three till chapter number six. Chapter areas. Six knowledge areas 30 important tasks. Okay. Yes. Malik, para, shang and everyone
[01:36:53] Yes. Malik, para, shang and everyone else, you all are with me. So, let me else, you all are with me. So, let me reopen the table of content here and go reopen the table of content here and go back to what we had we had discussed.
[01:37:08] take a pause here. Wait for your questions before you move to the next questions before you move to the next topic. This is about what we will discuss in the next one month. Every weekend we're
[01:37:25] going to talk about these important topics. So this is about the structure of the Babok guide and now we have completed
[01:37:41] only this one? Yes, this is a good question. Once we are done with our discussion around these important topics and once you have unlocked your certificate,
[01:37:55] you are eligible to appear for the CBA examination conducted by IABA. Yes. So [clears throat] just give me a second.
[01:38:15] wait for all the courses to be completed. If you're planning to appear for IAB examination once you're done with our discussion and you have submitted your project as well as you have cleared the assessment you
[01:38:29] can you can simply appear for the examination. examination. Yes, for 7500 arts eligibility Yes, for 7500 arts eligibility I have created few important documents
[01:38:42] in your drive link. You can go through these excel sheets. You can go through the document I created here and here you'll get more information around how to justify the 7500 hours. So let me make it very clear for everyone
[01:38:59] and one more very important thing is going for the IBA certification program is not mandatory. It's up to you. For example, if your
[01:39:12] reimbursement, I highly encourage you to go for it. But if you're searching for a job, you are going through some financial crisis. Even the certificate that you're getting from simply loan the master certificate
[01:39:28] is equally valuable. You first find a good job, enter into a the reimbursement and then you may go for it. There are so many learners
[01:39:40] were able to get an opportunity to work with some very good companies after getting the certificate from simple lo. Simple learn is a globally recognized education provider. We have footprints. We have presence in more than 150 plus
[01:39:53] countries. So the certificate that you get from simple is also very valuable. Don't think that you have to go for CBA in order to get into some good job role.
[01:40:05] Even this certificate has helped a lot of the learners getting it. Now talking about the eligibility thing. So, IABA offers three programs everyone. One is elementary certificate in
[01:40:22] business analysis wherein you need not to come up with any justification for experience. Anyone with 0 to one year experience will go for it. It also offers program like CCBA
[01:40:36] wherein you'll need experience in between three two to three to four years I must say. Yes. And for CBA it is more than 5 years
[01:40:50] Yes. And for CBA it is more than 5 years which is equivalent to 7500 hours plus. Okay. The calculation how you'll arrive at this number how to justify these things you'll find all such calculations in
[01:41:05] your drive link under CBA registration related documents. Just go through those documents with Jendra and others for preparing for CBA and you can discuss with me in the next session if you find anything difficult. I have come up with
[01:41:19] Those will help you understand the things in a very simplified manner. things in a very simplified manner. Yes, as I said it's not necessary. Yes, as I said it's not necessary. It's nice to have them. Okay. So and and
[01:41:34] one thing very clear straightforward to you all is you should try for CCB or CBA. ECBA won't add much value. This this certification program is having much more value than ECB. Okay. There may few people from US,
[01:41:51] Canada and others they may think that I'm talking against IB. I'm not against IBA certifications but I'm just telling you this thing that in case you are having some financial problems in case you have some issues don't think you
[01:42:05] have to go for it in order to add value to your CV even this certificate that you get from our end is also equally valuable okay getting it just that's my personal suggestion to you all if your company's
[01:42:20] providing the reimbursement then definitely go for it ECB CC PCB or SBA. from your own pocket, then you may wait for a better company provides you the reimbursement for it. Yes. Is everybody clear with this thing?
[01:42:36] The certification programs. So what we are discussing on live session covers all three cost is all mentioned in your documents here. So if you'll go to if if
[01:42:48] you look at this uh document registration CBA you'll find cost and registration CBA you'll find cost and every detail here the membership $125 then the exam fees and other things you'll find here application fee exam
[01:43:04] fee everything you'll find here that's why I'm saying the cost is high so you can select accordingly yes even if you're not going for it then also it's fine The certificate that you'll get from RN
[01:43:17] is also available. Okay. So you you'll find all these details under CBA registration related documents, Excel sheets, you'll find application process, you'll find
[01:43:31] application process, you'll find handbook, membership pricing. Yes. So all these details you'll find here. And if you need more details then you can simply visit IABA.org
[01:43:47] ORG and under the certification here certification if you click here IAB certifications then you'll find all the details here CBA CCBA ECB these all details you'll
[01:44:03] find in ECBA let me share this link here you'll find all the details please check and confirm is everybody able to access this link IABA certifications s ECBA,
[01:44:17] this link IABA certifications s ECBA, CCBA, CBA. Here you'll find all the uh CCBA, CBA. Here you'll find all the uh details of all the programs. details of all the programs. There's one more thing here everyone.
[01:44:29] There's one more thing here everyone. IABA is very good at responding to their learners questions. So if you need some more information, you can simply drop them an email and you'll receive a response within 24 hours. And this I've
[01:44:44] experienced. I have dropped them so many emails with so many questions that I have for them and they are very good at responding to your questions and queries. So if you have any question or query for them, you can simply drop them
[01:44:59] query for them, you can simply drop them an email info at the rate.org and within six to 6 to 10 hours you'll find they'll come up with a very detailed answer to your questions. Okay. So any question that you all have
[01:45:15] you can simply ask them or you can ask me as well. I have marked up all the answers that they provide last 10 12 [snorts] years. Okay. So you can either talk to them or you can talk to me. You'll get the similar answer.
[01:45:30] Yes. Everyone with me on this thing. Questions from you all Questions from you all before you move to the next topic.
[01:45:48] If you all are with me, shall we move ahead and talk about the interesting topic that is the stakeholders. Yes, everyone. Our next topic, we won't be able to finish this topic today, but yes, we'll start with this
[01:46:03] today, but yes, we'll start with this topic today. The topic is stakeholders. topic today. The topic is stakeholders. [snorts] The stakeholders as we had discussed today in the first half on high level
[01:46:18] stakeholders can be defined as can be defined as an individual or a group that is directly or indirectly impacted by the need change or the solution.
[01:46:36] BA is going to talk to them, interact with them directly, indirectly. And you all can see here everyone. There are few blue faces, happy faces.
[01:46:49] There are few orange or you may say pale yellow faces, lethargic, tired faces. Can anyone of you guess why we have different color conventions being used in this diagram here? What blue
[01:47:04] represents, what yellow represents, what red represents. First, let's focus on the blue part. What according to you is this group all about? Blue faces,
[01:47:25] see on your screen, Bruce, these all are the stakeholders. Yes, perfect. This is a good answer. Thank you. you. These are external.
[01:47:42] The blue faces are the external ones. These are the internal ones. These are the internal ones. But my next question to you all is But my next question to you all is when we say internal or external, these
[01:47:56] are the relative terms. My question is external to what? Internal to what? Don't say organization. That's the wrong answer. organization. That's the wrong answer. Something else.
[01:48:13] External to what? Internal to what?
[01:48:28] I'm getting from uh again a very good answer from you and from you law. Yes, the correct answer is solution delivery.
[01:48:51] People who are directly involved in developing a solution. people who are directly involved in creating a product. These all are these faces because they are working day and night.
[01:49:06] They are the ones who are developing a solution. And why these are happy faces? Because these are the beneficiaries.
[01:49:20] realize benefit. They are the ones who are going to use the solution. They are the ones who are external to it. They are the ones who are not involved in directly developing this product.
[01:49:33] Yes. Ptor absolutely wonderful. Thank you for your answers everyone. So these are the internal these are these are the external these are the these are the external these are the internal and the reference point is the
[01:49:48] solution delivery. Some of our learners ask me this Some of our learners ask me this question that why not organization?
[01:50:00] would be the correct answer if you're just focusing upon the IT service industry. But don't you all think nowadays so many companies have their own capital units.
[01:50:15] It may be that you are working on some in-house product. in-house product. It's not always that your IT team is your service provider. IT team may also be part of your organization as well.
[01:50:30] Yes or no? That's why I said organization is not the point of organization is not the point of difference. The reference point is the difference. The reference point is the solution delivery not the organization.
[01:50:43] Okay everyone with me on this thing? Yes. Let's start with our discussion now and let's discuss about these important stakeholders.
[01:50:55] stakeholders. First a very popular answer. Thank you Kitik Kit is saying I'm working as a business analyst part
[01:51:08] of it and here are business users for me are the end users. Yes. So absolutely wonderful thing. One more thing everyone I get one more question from the learners. So let me clarify on this thing.
[01:51:23] Sometimes I get this question from the learners that is data analysis part of business analysis. Some people say is a product owner a
[01:51:35] business analyst. Some people ask me this question that is business analysis just about the process analysis and some people ask me that what is the what is the you may say what are the
[01:51:50] different roles that we have within business analysis although not receive such query from you all but I get this question from learners from previous batches or from other batches so let me answer this
[01:52:03] question as well in your Baba guide 1.3 page number three. You can see here the
[01:52:19] very important thing mentioned here. Common job titles for people who perform business analysis includes business architect,
[01:52:33] includes business architect, business system analyst, data analyst, enterprise analyst, management consultant, process analyst,
[01:52:48] product manager, product owner, requirements engineer and system analyst. So you all can see here that data analysis not something outside the
[01:53:02] business analysis umbrella term. It is part of it. Like if I talk about my career path when I was new to the business analysis world since I come from a technology background I got an opportunity to work
[01:53:17] as a system analyst and alongside I was also doing some data analysis. After doing some certifications, after having some good experience into the business analysis world, I got the opportunity to work as a process
[01:53:32] opportunity to work as a process specialist, process analyst. And then after few years, I got an opportunity to work as a product owner with this role as a management consultant in my current organization.
[01:53:48] So meaning to say that business analysis profile has several job titles. It's it's sometimes based upon your work experience is sometimes based upon your experience is sometimes based upon your skill set and also upon your background.
[01:54:03] Okay. So these are the common job titles for people who perform business analysis. So product owner, product manager, enterprise analyst, business system architect, system analysis, these all are part of
[01:54:19] the business analysis umbrella term. Okay everyone, let's come back to our discussion around the stakeholders and these are the key stakeholders on your screen.
[01:54:32] One very common question that I get from the learners is that what's the difference between the customer and the end user or these are one and the same thing.
[01:54:46] Let's discuss this thing with the help of few examples to understand the difference between the two. Who is a customer? Who is the end user for the internal team? And what's the major difference between the two? Okay. So let
[01:55:03] difference between the two? Okay. So let me take you all your projects me take you all your projects and let me ask you all a few questions.
[01:55:15] So part project number one it is canteen ordering system for uni lioid and everyone else in this project
[01:55:32] canteen ordering system for uni lio who is the customer for the solution is the customer for the solution delivery team and who is the end user.
[01:55:47] as an organization is paying for it. They have the legal rights. They are the ones who are owning this
[01:56:01] product. So uni liver is the customer. So uni liver is the customer. Whilst these 1500 employees till the Whilst these 1500 employees till the time they are part of uni level they're
[01:56:15] able to access this application they are using it they're using it they're using it they're using it they're operating it so they are the end users similarly if I talk about Madi and others
[01:56:30] library management system for the Stanford University so we'll come back to this question as
[01:56:42] well library management system for the Stanford Stanford here Stanford University here Stanford University as an organization as an as educational
[01:56:54] institution is acting as the customer for the development team because Stanford University has the legal rights has the moral rights they have purchased Ed or they are paying for this product. But
[01:57:09] who is using it? Students, alumni, faculty or staff, these all are the end faculty or staff, these all are the end users. If I talk about WhatsApp pay, WhatsApp pay is owned by the company Meta or the Facebook. But who is the end
[01:57:26] Meta or the Facebook. But who is the end user? You and me who are using this WhatsApp pay are the end users. Hospital management system for Mayo Clinic. Here the Mayo Clinic is the
[01:57:39] Clinic. Here the Mayo Clinic is the customer having all those legal rights customer having all those legal rights while the medical staff, the patients, the doctors, the nurses and everyone else those all would be the end users.
[01:57:54] So this was the main difference between the two. Now one of our learner is coming up with a very good question here that in some cases that in some cases customer may also act as the end user.
[01:58:08] customer may also act as the end user. When customer himself or herself start using the product then he or she becomes the end user. For example, for example, I'll take a very simple example. Let us suppose there's
[01:58:23] simple example. Let us suppose there's one company Ford. Ford. And can anybody help me know what was the main business model? Ford. Why Ford as a company became so popular in US first? What was their business model?
[01:58:39] Business model was to come up with cheap cars. Cheap in the sense with very low prices. Yes. the the the cars with low prices as
[01:58:52] compared to companies like you may say BMW, Mercedes and others they came up with the business model to produce and manufacture the cars with lesser rate so
[01:59:04] that it's easily affordable to a common person that's why it became so popular in US first and then different parts of the world so Ford if I talk about food the world so Ford if I talk about food as a company and if I say Today I Isa
[01:59:20] or Pavi they pay for this car and they become the owner for it. Yes. Isa and Pavi are sitting on the
[01:59:32] back seat and there's one driver driving it. Then Issha and Pavi are the customer for Ford and this driver is the end user.
[01:59:47] Issha and Pavi are themselves driving this car then Issha is customer as well as the end user for food. Are you able to understand this example
[02:00:00] when in which all cases customers also acting as end user? So somebody's paying acting as end user? So somebody's paying for it and they're also using it. Then for it and they're also using it. Then in such cases customer is
[02:00:14] uh customer is equivalent to the end user but in most equivalent to the end user but in most of the case it happens that end customer is purchasing it while somebody else is using it.
[02:00:27] Yes. So that's about the customer and the end user. Everybody with me on this thing or loving this thing? loving this thing? Yes. Now, now let's talk about
[02:00:47] day and one last story to share with you all and that's related to regulators. Since there are so many learners here joining from the North American region,
[02:00:59] joining from the North American region, so many people here from USA and Canada so many people here from USA and Canada here. So I'll share one story from
[02:01:12] the year 200 7 and 8. 2007 and 8 everyone or I can include nine as well. These three years are considered to be bad for the business
[02:01:30] all across the globe. This was a period of great recession. And can anybody help me know what happened in US in 2008 and 9 that was
[02:01:48] happened in US in 2008 and 9 that was the major reason for the recession. Yes, the major reason for the recession. Yes, it's also known as the subprime crisis. it's also known as the subprime crisis. The subprime crisis
[02:02:01] or as Vijend is mentioning here the Lehman brothers collapse. the layman brothers collapse? Especially people are joining here from US.
[02:02:21] bank then and we had a very strong relationship with this financial institution. Yes. Housing market bubble somebody's Yes. Housing market bubble somebody's talking about. Yes. What is this housing
[02:02:34] market bubble everyone? What happened everyone? I'll just make it very short everyone? I'll just make it very short since we're into last 50 minutes.
[02:02:47] world I'm talking about the North American world American world real estate business was at its peak
[02:03:00] were planning to settle in US was considered to be a heaven for people was considered to be a heaven for people to live and there was a mad race to leave their native nation and go to US and settle
[02:03:14] And what happened because of this and and and also US government opened the doors for everyone that you all can come here invest and live here especially the here invest and live here especially the skilled people. As a result of that
[02:03:27] there was a huge you may say exponential rise the real estate market rise the real estate market and layman bidor thought of making a lot of investments in the real estate business and they had huge investment in
[02:03:41] the real estate business due to some reasons due to their some of their bad decisions you may say or some market speculations they started to like lose the trust of their investor investors
[02:03:57] and people were not only people but the corporates the companies started to withdraw their investments from this financial institution. Even in my bank wherein I was working as an operational you may say somebody is into business
[02:04:13] operations as a very you may say new person in the corporate world. We like all the banks were willing to withdraw the investment from this lemon brothers. As a result, what happened was they were
[02:04:28] As a result, what happened was they were short of you may say funds and I'll use one term in the banking world liquidity. Liquidity was causing problems. They never had cash or cash equivalents to return to their investors.
[02:04:45] As a result, what happened was they started to sell their properties, their started to sell their properties, their investments in real estate business. And then what happened? When they started to sell the things,
[02:04:59] there was a subsequent haircut in the real estate business. What is a in the real estate business? Everyone haircut simply means when there is a significant drop in the prices of the real estate properties because somebody
[02:05:15] is selling it on a massive scale. Now what happened was they were selling the things they not getting the actual price of what they had invested as a result they were not able to clear the depths
[02:05:28] and then eventually they were declared bankrupt. They their their bankruptcy led to the hu huge recession all across the globe and then there's one place in Switzerland.
[02:05:43] Yes, the name is Basil. Some people say Basel in India there was one committee that was established. And the name of the committee was BCBS,
[02:05:57] Basel Committee for Banking Supervision. And they came up with some important principles and it was made mandatory for all the European banks. It was made mandatory for all the North American banks to
[02:06:13] follow those norms. There were clear instruction that if you don't follow revoked. And here in India as well we all follow. Now the Reserve Bank of India has accepted these norms. Here in India as
[02:06:28] accepted these norms. Here in India as well we follow all these norms. is the important significance of regulators? Regulators are going to come up with all those important policies,
[02:06:43] rules, regulations. Those are going to help you avoid the uncertaintities in the business. Those are going to have they're going to help you ensure that your solution is within the given
[02:06:57] limitations and it's in it's aligned with the policies of the organization, the country and other parameters. For example, if I say I'm talking about capital market here in India,
[02:07:13] people joining from India. What is the name of the governing body, the regulatory body that governs the capital market here in India? CB. Yes. Security exchange board of India. CB.
[02:07:29] If I talk about the banks nationalized or the private banks then what what's the name of the [clears throat] uh the regulatory body it's the RBI
[02:07:41] uh the regulatory body it's the RBI yes similarly in UK and US as well we have different bodies monitoring the activities of different people like in activities of different people like in is anyone joining here from UK here
[02:07:54] is anyone joining here from UK here in UK I work with the HMRC her majesty the Queen Elizabeth department. HMRC now it's in the name of the king after the it's in the name of the king after the death of the uh queen. So HMRC is about
[02:08:08] the tax collections in UK and they come up with all those norms for the tax collections. So meaning to say regulatory bodies play a very important role when we talk about policies, rules, compliances and other things.
[02:08:23] So first thing that we discuss everyone was about few statistics that IAB has gathered from different projects all across the globe. It's not just the IT service management projects. It's all the
[02:08:38] projects in different domains and they have come up with these statistics. So we had discussed about these statistics like 71% of failed software are traced to poor requirements
[02:08:52] globally. This 29% success rate 40% of the effort in an average software project is in fixing errors
[02:09:04] requirements defects account for 56% of the rework and we also looked at few uh numbers to understand the money invested and wasted in all these activities 250
[02:09:18] billion plus of annual waste and others you all can See here is trace and others you all can See here is trace to poor requirements globally and 194.4 is spent on software development and look at this percentage
[02:09:34] 46 billion is spent on fixing software requirement service. So you see here the major problem is the poor requirements and the good opportunity for us is to learn the standard set of
[02:09:49] practices. The good practices, the important The good practices, the important techniques, the important tasks, those are going to help us provide a better solution,
[02:10:02] a complete solution, an end toend solution for the given business problems. So this was the very first thing everyone that we had discussed that what what exactly is the purpose of business analysis? Why at all we need a
[02:10:16] good business certified business analyst in any project team and why the certification program is so important for any business analyst. And then everyone we had discussed about the standard definition of business
[02:10:29] analysis. Here we had discussed about the very Here we had discussed about the very first thing as the five WH criteria. Five WH criteria as we had discussed yesterday
[02:10:44] that it helps it encourages. It is very useful to do the detailed investigation,
[02:10:56] exploration, research through a processcentric lens. And that way we'll be able to gain more information, more clarity and those
[02:11:10] things will then help us define the business needs. So business needs we have discussed these can be in the form of the problems or the opportunities. Yesterday we had discussed about one project the univer project wherein we
[02:11:25] found there were needs in the form of problems. Now today we'll discuss another project where you'll find that there were no challenges in the current state but there are a lot of opportunities to grow. So we'll also
[02:11:39] talk about needs in the form of opportunities to grow. opportunities to grow. So defining needs recommending solutions there can be any number of solution for given business problem to identify the
[02:11:53] optimal solution the best solution. In the sessions to come, we'll talk about three very important types of analysis like feasibility analysis, impact analysis, risk analysis, financial analysis, strategic analysis,
[02:12:09] tactical analysis, variance analysis. So many types of tech, so many types of analysis we'll discuss in our live session. Those may help us come up with a good solution, a complete solution for the given set of business needs.
[02:12:24] This solution would then enable a change and this change has been continuous improvement. Yesterday we had also discussed about sorry the enablers
[02:12:36] the enablers and we discussed about the importance of and we discussed about the importance of enablers. Everyone enablers can be enablers. Everyone enablers can be defined as the transition requirements.
[02:12:48] Enablers are all those important set of activities and tasks. those are performed by the business analyst. These tasks and activities would help you tasks and activities would help you ensure that there is a hassle-free and a
[02:13:02] smooth transition to a new future state. Enablers can be in the form of business continuity plan. Enablers can be in the form of certain trainings, mentoring,
[02:13:14] form of certain trainings, mentoring, user manual creations, advertisements, offers and all such important activities. Those may help you transition to a new future state without any barriers in the realization of
[02:13:29] value. To avoid any undesirable consequences to avoid any barriers in realization of value, enablers are of utmost importance. But [clears throat] the very important
[02:13:43] thing here from the job interview's perspective, enablers are considered to be temporary requirements. temporary in the sense these are no longer required. Often it's not like you'll just completely ignore them but
[02:13:59] in most of the cases these are no longer required once you successfully transition to a new future state. That's why these are also known as the temporary requirements. So they were ask such question job
[02:14:12] interview that why are the enablers as transition requirements are considered to be temporary in nature. So you can mention that once we have a successful transition to a new future state, it is no longer adding much
[02:14:25] value. So this is temporary. Okay. Yes. So we have very good question from Swati here and let me [clears throat]
[02:14:37] make it very clear to you all and thank you Swati for asking this. I had to explain this thing yesterday but I think I had missed this part. So mentioning here. Swati is coming with a very good point
[02:14:52] Swati is coming with a very good point and let's discuss this thing. Swi is and let's discuss this thing. Swi is saying at simply we have courses related to analysis and courses also related to analytics.
[02:15:07] What's the difference between the courses offered by simple learn those analysis? Yes. Is that what you're asking here Swati? So let [clears throat] me ask this question to my learners here everyone more than 70
[02:15:21] my learners here everyone more than 70 plus today. So my question to you all is everyone there is one term that we often use in there is one term that we often use in our projects and that is analysis
[02:15:37] term that is getting very popular nowadays nowadays and that is
[02:15:52] analytics. Can anyone of you based on your prior work experience, prior understanding, answer my question? My question to you answer my question? My question to you all is what is a major difference
[02:16:06] all is what is a major difference between analysis and analytics? Or do you all think it is one and the same thing? Analysis versus analytics.
[02:16:20] versus analytics. What's the difference? Anyone? Okay, let me make it simple for you all. Okay, let me make it simple for you all. Analysis is
[02:16:34] undemanding problem. What is analytics? Bad vision is saying analytics is backed by data and visualization. And analysis is not backed by data and visualization.
[02:16:46] In analysis, it is prohibited to use data analysis. Is that so? analytics is datadriven and analysis not datadriven.
[02:17:04] very simple for you all to understand and let me clear the cloud of confusion and let me clear the cloud of confusion here. Very simple differences everyone. I'll just add one more term. This will be very clear to you also.
[02:17:17] be very clear to you also. If I add one more word here If I add one more word here is statistics and I say that I'm removing this sis from analysis
[02:17:33] that I'm removing this sis from analysis and this part from statistics and this part from statistics and combining the two together. analytics is not something outside analysis world.
[02:17:49] analysis world. Analysis is a broad and a huge umbrella term that includes different types of research, different types of you may say
[02:18:01] experiments, exploration, investigations. investigations. But when everyone please focus here when But when everyone please focus here when we're taking the help of mathematics
[02:18:13] formulas measures of central tendency mean median mode correlation regression cluster analysis probability distribution functions permutation combination principles.
[02:18:29] combination principles. that dimension or that segment within that dimension or that segment within analysis is known as analytics.
[02:18:44] So the answer is analysis is a broad umbrella term that includes mathematical umbrella term that includes mathematical approach to arrive at a solution or take approach to arrive at a solution or take a decision and that is analytics.
[02:18:56] So wherever you find certain formulas being used in an analysis world, it's nothing but one branch of analysis that is analytics.
[02:19:08] Okay. So analytics is not something outside analysis. It is an integral part outside analysis. It is an integral part of your business analysis work. Like if I tell you about uh my [clears throat] current profile, so in
[02:19:22] my project there are a lot of AI things coming in and there are a lot of things related to Python and machine learning coming in. So then like two years back I had to like register for a PG program in machine learning and AI and I
[02:19:37] successfully completed that. Now it's helping me interact and have a better discussion with my team members who are working as an AI expert. Although I'm
[02:19:49] not coding the things, I'm not like involved in Python programming. But since I know Python now, I know analytics and machine learning, I can easily coordinate with them. So Swati, are you getting the answer to
[02:20:03] to your question? So analytics in those courses you'll find that there will be courses you'll find that there will be focus on Python there'll be focus on learning [clears throat] statistics probability distribution functions. So
[02:20:19] those are the other courses offered by simply learn. If you need more information you can simply visit our website and you'll find more details around the u the content and the syllabus. Okay. And you'll find tools
[02:20:34] syllabus. Okay. And you'll find tools like SAS, R Studio, Python, Tableau. like SAS, R Studio, Python, Tableau. What else? You'll find uh the advanced Python. Yes, if if you are interested to know more about advanced Python and all
[02:20:48] I can share those details, but those are not part of your syllabus. Okay, getting it. So simple answer is when you rely on mathematics to take certain decisions when you rely on statistics to come up with any
[02:21:04] particular solution for a given business problem. This is known as analytics. As simple as that. Okay. Any question from anyone?
[02:21:23] Google and other platforms but this is the [clears throat] simplest definition that I have mentioned to you all. Yes, analytics is a combination of analysis plus mathematics or statistics.
[02:21:38] Okay, fine with this description the definition everyone. So this was about everyone what is business analysis the standard definition and then everyone we had discussed about
[02:21:53] another very important topic who is a business analyst who is a business analyst and here we had discussed about the very first thing the very basic topic to start with we have discussed about
[02:22:07] responsibility versus accountability [clears throat] responsibility is more about the ownership working on the given task directly. You own the things, you work on it, complete
[02:22:21] it. But there's some other person, some other group who is tracking, monitoring, evaluating what you are doing.
[02:22:34] Also providing better environment facilities. Those may help you work efficiently. And that group is the accountable group or people who are accountable for what you are doing as a
[02:22:50] responsible person. So accountability we have discussed more about the answerability while responsibility is more about the ownership. And then everyone we had discussed about
[02:23:03] And then everyone we had discussed about requirements elicitation yesterday. Requirement solicitations is to draw out, explore and identify the information
[02:23:15] that is relevant to need, change or the solution. And yesterday everyone we discussed about three important pillars to requirement solicitation. Pillar number one, pillar number two,
[02:23:29] pillar number three. Can anyone of you recollect and mention the chat box those three important pillars to requirement solicitation that we had discussed yesterday? Yes. Whenever you get some requirements to analyze, you start
[02:23:45] crying. When you are crying, it means you are collaborating with your key stakeholders to gain more and more information. his stakeholders may not know about the full information with the project and
[02:24:00] others maybe that the stakeholders are also new to this project. So it's also very important that along with collaboration gathering the requirements collaboration gathering the requirements you also do your own research.
[02:24:13] Now for research in our sessions to come we'll talk about the historical data we'll talk about the historical data analysis using data mining data modeling data flow diagrams how to look at the existing stories in
[02:24:28] the shareepoint and Jira and other tools. tools. So research is more about analyzing, discovering the information, synthesizing the information,
[02:24:40] looking at historically available information, getting some insights from the existing data. Those all things would be part of the research. Research can also be in the form of document analysis.
[02:24:53] Then let us suppose I say I share one topic with you all and Kitika and Projecta sharing this or like Kitika and Projecta are search this thing on bat
[02:25:05] times.com. Don't you all think if project and are looking for the information on bat times.com this is also kind of a secondary research when you look for something Yes. on Google or some other
[02:25:21] external source. Yes. So if you're doing your research as I mentioned yesterday do not directly search on Google because it may come up with some contradictory information that's not the right information. So if you're doing your
[02:25:36] research after the live session prefer data times.com okay that's the best way to do your own research. Don't go over chat GPT. And one more
[02:25:48] thing yesterday somebody was asking me this question that what's the role of AI in the business analysis world if you search something on chat GPT or any other AI tool once you get the answer you should also ask them what is
[02:26:06] the source from where you have picked this information this information and always cross check the source before you accept what is the answer from chat GPT.
[02:26:20] GPT. Okay, I can tell you my experience. We were using chat GPT in our project for some very important projects but we found around 60% of the information was not correct.
[02:26:40] when you are like searching something on chat, Jupiter or any other AI tool chat, Jupiter or any other AI tool you think it. So, so AI is good but blindly following what AI is doing is not the right thing to do. Ask AI from
[02:26:57] not the right thing to do. Ask AI from where you got this information. important thing that when you do your research, you search for a reliable source. And then the last thing is experiments.
[02:27:11] discussed about that we'll discuss in our sessions to come. How to create the PC's, prototypes,
[02:27:23] uh the MVP. Yes. So for experiments everyone I have one homework for you all and a very short and very interesting homework is homework for you all is and this we'll discuss in the next session homework is
[02:27:39] discuss in the next session homework is for you all to just read through one for you all to just read through one article from batypes.com and this is something linked with yes so this article let me share in the
[02:27:53] chat box especially For those people who are not from the BS business analysis profile and they are planning to switch to BS profile, people from sales and other domains. The homework is please click on this link
[02:28:07] and confirm. You can give me a thumbs up on this link. Is everybody able to on this link. Is everybody able to access this link demystify MVPs prototypes and other B landscape. Now
[02:28:20] the homework for you all is everyone just read through what is prototype. Just read through what is prototype, what is proof of concept,
[02:28:35] what is MVP, what is MMF, what is MLP. just five important definitions I'm giving you all as a definitions I'm giving you all as a homework to read through and then in our
[02:28:49] next session that is on Saturday next Saturday we'll talk about these important concepts in detail okay people have some misconception about these things when I talk about
[02:29:01] these in the live session some people come up with some uh irrelevant uh counter questions so to avoid such things I'm requesting you all to read through this article on batypes.com and then in our next session we will
[02:29:17] discuss these topics in detail prototype PC's MVP MMF and MLP and it's very important for people who are preparing for the job interviews
[02:29:30] one more link I would like to share with you all here before we move ahead and preparing for job interviews at simply learn we have created it to
[02:29:42] questionnaires especially for people who preparing for job interviews again one more link I'm sorry I'm sharing so many links with you all please click on this link as well bookmark this link and help me know if I
[02:29:55] if you are able to access this link top 65 plus business analyst questions and 65 plus business analyst questions and answers yes now here what we have done everyone this is especially for those people who are preparing for the job
[02:30:10] You all can see here we have come up with some very basic questions to start with some very basic questions to start with and there are more than 65 plus questions. I'm covering all of them in the live
[02:30:23] session. My intent is to cover all of them and the homework for you all is to parally go through these questions and during the Q&A time you can come up
[02:30:36] with your questions that I went through this thing. I have read this thing and I don't find this thing easy to understand and then we can discuss your question during the Q&A time. So you all can parely start going through these
[02:30:49] questions that you have here in this top 65 interview questions and then we can discuss on your questions in our live session. Okay. So for today you can just
[02:31:03] session. Okay. So for today you can just go through a question number one okay and question number two question number three also and fourth one we'll discuss in our next session. The first three questions you all can go through read
[02:31:17] through this thing and if you find anything difficult to understand we can discuss in live session. Okay. So you all can bookmark these two Okay. So you all can bookmark these two links 65 plus interview questions and
[02:31:30] links 65 plus interview questions and how to differentiate between the PC um MVP and others. Okay. So everyone we discussed about the requirement solicitation the three important pillars to it. Then we also
[02:31:46] discussed about the structure of the Babok guide and let me ask you all one question here. Yesterday we had discussed about the structure of the business analysis body of knowledge and
[02:32:00] here we are discussed about few important things dash many knowledge areas dash number of tasks dash number of techniques and dash number of underlined
[02:32:15] and dash number of underlined competencies right answer or do you think 50 is a huge number?
[02:32:28] 50 50 is the number of techniques, 30 important tasks and six underlying competencies. Yes.
[02:32:45] So, six knowledge areas from chapter number three till chapter number eight. Six knowledge areas. These knowledge areas include 30 important tasks and chapter number 10 is about the techniques. Chapter number nine is about
[02:33:01] underlined competencies. Chapter number 11 we had discussed is not part of your syllables. Yes. So thank you Kika.
[02:33:18] are talking you are adding the sub competencies as well then it's right but 29 are not the competencies it's competencies plus sub competencies the total six number within which you may find seven more sub competencies so
[02:33:33] correct Gajula thank you thank you Gajula Gajula Kitika Jagen Bruce Vina Dennis Nikita and everyone else for your participation so everyone Thought these were a few
[02:33:49] important things Swati and everyone else that we had discussed yesterday. We also discussed about the stakeholders as last topic yesterday. We'll revisit this topic again once we're done with the BACCM model. So the first topic for
[02:34:06] the day everyone to start with is everyone the [clears throat] BACCM everyone the [clears throat] BACCM model. So let's talk about the BACM model now. But before we start with this topic and
[02:34:20] But before we start with this topic and talk about the business analysis core concept model. Yes. Now before we start with this topic I'm coming up with one statement
[02:34:35] and you all have to come up with the answer. My statement is backup model. The BACCM model
[02:34:48] The BACCM model is considered to be an icebreaking step. A trigger to understand the highle requirements
[02:35:01] those can be then transformed into the low-level requirements. My question to you all is what are the highlevel requirements
[02:35:13] and how these requirements are different from the low-level requirements. Backup model is going to help you gain clarity around the highle requirements.
[02:35:27] What are the highle requirements and how these are different from the low-level requirements? This question especially for those who have spent some time in business analysis world. This question only for those who are there
[02:35:42] into business analysis profile for some years or some or more than 10 years. You have some experience into business analysis role. You all can share your
[02:35:54] analysis role. You all can share your thoughts your experience with others. What are the highle requirements and how these are different from the low-level This question is open for you all to answer.
[02:36:13] class notes. The answer is in your class notes. So in your class notes session number one
[02:36:40] let me first read the answer from the learners and then I'll come up with what is there the Babok Right. Lloyd is saying highle requirements describe what the business needs are. Okay, perfect. Hit guy is saying highle
[02:36:57] requirements are ones which has maximum reach and has severe impact on business. Okay. High level requirements where multiple stakeholders required to
[02:37:10] involve kal is a high level requirement usually or combination of many low usually or combination of many low requirements here. So KL has the answer that's closest to what's mentioned in the Bible of guide.
[02:37:23] Jagan is coming up with a very simple answer. Jagan is saying basically it is non-technical. Absolutely wonderful. Yes. What else? Yes. What else? Shuga is mentioning here is yes correct.
[02:37:37] Low level describe how solution is going to work. That's also wonderful answer law here. So thank you everyone for your participation. Most of the answers are correct. Let me explain this to everyone especially people who are new to the
[02:37:49] [clears throat] High level requirements of one High level requirements of one is considered to be the top view
[02:38:01] is considered to be the top view sorry top view or the bird's view when the requirements are mentioned the form of an overview or summary. form of an overview or summary. This is termed as a highlevel
[02:38:16] requirement. Highle requirements can be categorized Highle requirements can be categorized as bird's view or a top view. as bird's view or a top view. Any BA needs to break it down and
[02:38:30] Any BA needs to break it down and capture the details in more granular, capture the details in more granular, decomposed or fragment form. This granular form of requirement represents the low-level requirements.
[02:38:45] For example, let us suppose let's take one example to understand this thing. Yesterday I given you all one homework to select any two projects of your own choice. How many of you are going for the last one HMS? You all can just give
[02:39:01] me a thumbs up. learners will prefer to go for this last learners will prefer to go for this last one. HMS from healthcare one. HMS from healthcare in healthcare one project number four.
[02:39:15] Yes, Bonima Lord you all are going for HMS and HMS is a very good project I must say. So you have made a very good choice. HMS is one of my favorite project and it's good for people who are new to the analysis world to select this
[02:39:29] projects. So let us suppose I see everyone the So let us suppose I see everyone the example is that you have to develop the hospital management system. When we say we have to develop when we have to u
[02:39:44] create this product HMS this is the high level requirement for us just the summary that we need to develop an advanced solution HMS
[02:39:56] an advanced solution HMS law comes up with the detailed analysis and says that for HMS the very important thing is the patient's registration
[02:40:14] name of the patient, their medical history, their contact details, their residential address and other scan copy of the existing tests or existing consultation with other hospitals.
[02:40:30] Once they submit these details, one patient ID would be created, one unique ID. This unique ID would help them get the appointment with doctors, consultation with doctors.
[02:40:46] For consultation with the doctors, they have to come up with the time slots. have to come up with the time slots. They have to pay that fees. They have to visit the OPD and other things. Then after appointment with doctors,
[02:41:00] what else can be part of it? Lab tests, laboratories, yes, blood test and all such things, yes, blood test and all such things, radiology and all such things. Then
[02:41:14] radiology and all such things. Then medicines, then something else. When you medicines, then something else. When you are decomposing this summary or highle requirements into smaller fragments, these all represent your lowlevel
[02:41:27] these all represent your lowlevel requirements. a very important thing for which we are creating this HMS the payments everything is dependent on payment. Yes. So I haven't missed that part. I have
[02:41:42] mentioned this thing at the time of appointment itself. Yes. So I am more interested in payments that's why payments I had mentioned here itself before we go to the medicine part. Okay. So payment is first incent.
[02:41:58] Yes. So, so payments is a very important thing that you are mentioning here. Yes. thing that you are mentioning here. Yes. So, HMS we are trying to come up with someone is mentioning about the companies like if Tokyo. Yes. Uh and
[02:42:15] other companies. So, uh the insurance reimbursements and all such things may also be part of it. So, meaning to say and these are the details. So when we are dwelling deeper into the details in a way we are focusing we are
[02:42:30] trying to define the low-level requirements. Is everybody able to understand the difference between highle requirement and the low-level requirement. Highle requirement simply means a
[02:42:43] Highle requirement simply means a summary overview or just a top view. But low level means you are doing your detailed analysis. You are breaking it down into smaller fragments.
[02:42:59] Okay. Now I would also like to share with you all everyone one very important tool that may help you that may help you create the low-level requirements.
[02:43:13] So let me [clears throat] share give me a second. a second. Let me open one good diagram and then I'll share with you all. Just allow me one more minute.
[02:43:28] So this is what I one thing I want to share with you all here everyone. And this is a very good yes kind of a use case you can say. I request you all to please click on this link and confirm is everybody able to access this link.
[02:43:43] This is one very good tool everyone and the name of the tool is creately. [clears throat] Now creately tool everyone this helps you not only create
[02:43:55] everyone this helps you not only create some good visuals but they also share with you all some sample or some examples. Those may help you understand how to use a given template. Like if I click on this one,
[02:44:11] if you see here, let me increase the size here. You can see here, let us suppose I say you have to create a website like the you have to create a website like the carin ordering system.
[02:44:25] Now you all can see here that for this website you have to create one homepage header sidebar logos header should include logos navigation. So you can see a
[02:44:41] logos navigation. So you can see a breakout. This is the main topic. This is the main topic. This is the subtopic. subtopic into further subtopics and that way we are able to come up with
[02:44:57] low-level requirement. Creation of a website is kind of a highle requirement for us and with the help of create tool we were able to functionally decompose and come up with the smaller granules in
[02:45:13] and come up with the smaller granules in the form of low-level requirements. Yes, everyone. So if and and this is very important for you all to know how to do such thing because now in the agile world they want this is the
[02:45:27] expectation from a BA to create something on these lines to represent something on these lines to represent high level and lowle requirements. So create tool you all can try as a basic tool to start with and you all can
[02:45:40] see here everyone on top you have the option to edit this template. So you can also edit this template and customize it as per your requirements.
[02:45:55] So you you just simply need to click on edit and you can edit the text here and make it as your own template. So for create need to work you can any you can
[02:46:07] open any template click on edit and then double click and change whatever you want to like you can make it as canteen ordering system as shank and others you
[02:46:19] ordering system as shank and others you can make it as HMS okay so whatever you want to you can you can play with this if you want to add few things just ctrl c and ctrlv and you'll find that there'll be more icons
[02:46:34] here. So, you can play with this tool. Yes. Don't don't pay for it. Just use Yes. Don't don't pay for it. Just use the u trial version for it. Yes. Don't pay for it. And you'll also find some videos. Those may help you understand
[02:46:49] videos. Those may help you understand this tool better. Okay. So, try this out and try to work on that task. Write down the main features that needs to be developed. Okay. Shank and everyone else
[02:47:04] you have so much that you can do. I just mentioned one uh homework for you all. But creately you can see here I'll just open the creatly tool. There are more than 120 plus templates here. So I show you the creately tool
[02:47:31] Visio is a pioneer tool I must say. But since Vio is a traditional tool, there's so many companies who are like planning to transition [snorts] from video to to transition [snorts] from video to some new tools with better uh
[02:47:43] visualization. So Visio is the best one I must say. But but you can use other tools. Yes, because these are getting more popular nowadays. So you can see here Lucid is also very good one. Yes, Lucid. We'll discuss
[02:47:58] Lucid. We'll talk about Lucid as well. So, I have Lucid in my list. So, we will talk about Lucid as well. So, Lucid chart is also a very good one. So, Lucid chart is also a very good one. BPMN will discuss using the Lucid
[02:48:13] Draw.io as well. If you see here, Drawio is already there on my screen. So, we will talk about all these tools. So, you have to hold your horses. We'll talk about all such tools. Yes, this is draw.io.
[02:48:25] This is your list one that we'll discuss. This is the creately. So one by one step by step we'll cover all these tools. So for today just the very small homework the very simple thing is that using the mind mapping template create
[02:48:42] the feature list. Is that simple for you all? Yes. Just use this template and all? Yes. Just use this template and create the list of features. Yes. [cough] Shanki and everyone else following this thing
[02:48:57] and and if you find anything difficult you can share your screen in our next together okay we'll definitely have questions and I'm here to answer your questions okay so try it yourself see if you're able to
[02:49:14] yes you can use this tool greatly and you can see here that and I've just shown you one of them if you think that if you think that you you want to use some other other uh template you can go to this WBS and you can use some other
[02:49:29] to this WBS and you can use some other template as well. So when you open hand whichever one you think is good one like if you want this the curved one you can use this curved one this is also good one if you see here this curved one
[02:49:43] one if you see here this curved one project title 4.1 4.2 This is also
[02:49:58] No types of map and all is not part of the syllabus because it we just in your above guide it's just mentioned the mind map. Okay. So dwelling deeper is something that you can do yourself. But the important thing is important thing
[02:50:12] the important thing is important thing is for you to know how to decompose the things. Okay. Now there can be different types of maps that's for you to explore and do the research. The concept is the main
[02:50:26] thing is that you know the high level requirement and using different types of map we are able to decompose it. Okay, getting it. But we but do we give the input to this tool and generate the template with the
[02:50:42] generated? Yes, definitely. Yes, you can do that. You can give your inputs but it will not generate it will just you can simply edit simply edit or if you find this tool a bit complex
[02:50:56] show and others you can I I'll share with you all the very basic one app with you all the very basic one app diagram the drawio here you can create your own you'll not have any sample one to edit I've shared with you all this
[02:51:10] to edit I've shared with you all this one because here you'll get some sample template to refer. So you can explore creately. If you find this good, you can use this one. Else I'll share with you all five to eight more tools. Those may
[02:51:25] help you come up with some better revenge. Okay everyone? So is everybody clear with the difference between the high level versus low-level requirements? If somebody asked you this question in your
[02:51:39] job interviews, especially people who are new to the analysis world, would you level requirements versus low-level requirements. requirements. Yes. So that was about everyone the high
[02:51:53] level versus low level. Now let's drill deeper into these core concepts here and let's talk about these six core concepts.
[02:52:05] concepts. First one is everyone the needs. Yesterday everyone we had discussed about the needs and those are all in the about the needs and those are all in the form of problems that we had identified
[02:52:20] in the uni liver project. Yes. Yes. Today we'll discuss another project wherein you'll find that there is no
[02:52:34] problem as such but there is an opportunity to grow. Context everyone is a very important thing. circumstances that influence or are influenced by
[02:52:50] and provide understanding of the change context is about everyone yesterday if you all remember
[02:53:05] when I discussed with you all that question 45 year old woman an 11 year question 45 year old woman an 11 year old the context and I think Shivangi was the only one. I
[02:53:21] think uh law as well one or two learners who asked this question that why we are doing this thing and nobody asked everyone was coming up with the assumptions based solution is.
[02:53:34] So what is the context everyone? Context is going to help you understand the background, the existing behavior, what exactly is happening in the current behavior
[02:53:47] that may help you come up with a proper definition of business needs. Context is something that will help you understand what are the existing functionalities,
[02:54:01] functionalities, how organization operates at present, what are their strengths, what are their weaknesses. That way you'll be able to understand what are the important business drivers
[02:54:16] for the change. Is everybody with me on this thing? The context is a very important thing to analyze first. When you analyze the current state, it will help you then define the context.
[02:54:32] Context is going to help you understand the business objectives, the business drivers. Yes. So that's why context is important thing when you are analyzing the highle requirements.
[02:54:46] Vijendra, I think you had this question on context. on context. Are you fine with the answer now? Yes, everyone. So, this is your BCC model with six core
[02:55:02] concepts. One more example. Okay, let's talk about One more example. Okay, let's talk about let's talk about the WhatsApp pay let's talk about the WhatsApp pay in WhatsApp pay and others. What is the
[02:55:16] context for the change? Why Meta as a company Why Meta as a company is planning to launch a new app or planning to launch a new product? What's what's the context? Context is anybody
[02:55:33] help me know what's the context? Har has a very good point digital payment. But why at all the digital payment? Why why at all they're bringing about a change or why at all they they think that this is going to be a good business
[02:55:49] There are several things if you see here. First important thing is that globally people are transitioning to the digital
[02:56:01] payment process. Nobody is now willing to pay the cash from their pocket. simply they can scan the code and they can pay for it. So it's easy. The people are switching to digital payment. So it's in demand. So that's why they're
[02:56:17] going for it. And they also have a huge customer base. So they think this will customer base. So they think this will be a profitable business for them. Yes. But ultimately that was not the good business for them after 6 years or 8
[02:56:29] years. Okay. But still they are earning good revenues from it. So context is going to help you understand why a change has been initiated. What were the key business drivers behind it?
[02:56:45] were the key business drivers behind it? Okay. So so that's about the context. friends while chatting and while watching ress yes I'll add one more
[02:56:59] thing at the same time. Yes. Become very integral part of everybody's life. So, so yes, perfect. Yes. So, you can see here that that context is going to see here that that context is going to help you understand the background
[02:57:14] and this will help you understand what are the key business drivers and that way you'll be able to then define a proper solution. So, that's why context is so important. It will help you in simple way in in
[02:57:29] simple terms. Context is going to help you understand the existing behavior, you understand the existing behavior, the current behavior, the asis state, the background and then you can easily come up with the
[02:57:45] complete definition of need and then the corresponding solution. a few more examples if you're not clear with this thing. A few more things few
[02:57:59] If you want to understand context better. Yes. No. Okay. Perfect. So we we are done with this topic. Now BCCM model learners who are preparing for the CCB and CBA examination.
[02:58:15] You all can create one short form to learn this thing as N CS and CVs. N CS
[02:58:27] N CS and CVS are the six core concepts and CVS are the six core concepts needed, change, solution, context, value, and the key stakeholders. NCS
[02:58:40] stakeholders. NCS and CVS. Yes, everyone with me. NCS and CVS. Okay. The next topic is relatively more
[02:58:55] important everyone and that is the requirements classification. Here vision and others will discuss about context one more time with the help of one BD template. So you'll
[02:59:10] understand context better once we'll talk about BRD in detail. Okay. So we'll talk about BRD in detail. Okay. So we'll revisit context one more time. Requirements classification schema is our next topic. And you all can see here
[02:59:25] everyone four different types of requirements. Business requirements, stakeholder requirements,
[02:59:38] solution requirements and then the transition requirements. Yesterday we had discussed about the transition requirements in the form of
[02:59:50] enablers. So today we are going to focus upon these three that is business stakeholders and that is business stakeholders and solution requirements.
[03:00:06] stakeholder requirements these are combined together and they're documented in one standardized template and can anyone of you guess what's the name of the template
[03:00:20] the business analysis standardized template that captures both business and the stakeholder requirements yes absolutely wonderful answer and Ahmed answer is B R D
[03:00:35] R D BRD is one standardized template wherein you'll find a complete description of the business requirements and the stakeholder requirements. Business requirements and stakeholder
[03:00:49] requirements. These are also known as the highlevel requirements. Here you'll find some summary, some short descriptions
[03:01:01] and then when you perform your detailed analysis when you apply several important techniques, it will then help you break down this BRD into smaller fragments.
[03:01:16] BRD into smaller fragments. And this fragment level information is your low-level requirement. And this is defined as the solution requirement. defined as the solution requirement. Everyone
[03:01:33] good question that now you are asking me and I'll come up with the answer in few and I'll come up with the answer in few minutes. Solution requirements. Solution requirements everyone is nothing but
[03:01:47] the low-level details. How well you are able to break down the summary the overview into smaller granules.
[03:01:59] How well you're able to come up with the details around the BRD and solution details around the BRD and solution requirements include functional and the requirements include functional and the nonfunctional requirements.
[03:02:19] now discuss one sample BD. So this will help you understand a very better manner what exactly the BD represents and what exactly business requirements represent. So let's discuss one sample B now
[03:02:35] and then you'll also get the answer to your question law that who is documenting once we'll discuss the B components you'll get to know that whether your business users are writing it or the BA is doing it okay so let's
[03:02:50] discuss sample BD now and with the help of BD let's see [clears throat] what are the important components to it who is writing it why we are writing it and what's the practical significance behind it. I'll
[03:03:06] directly take you all to the very important thing and that is project summary. You all can see here it's mentioned let
[03:03:18] me increase the font size. I hope it's very clearly visible to you on my screen. The project summary. Yes, you all can see here project summary objectives
[03:03:35] background and then at last you'll find the and then at last you'll find the business drivers objectives. This should describe how this should describe the overall goal in
[03:03:50] developing a project. Highlevel description just the highle description not the details highle descriptions descriptions of what the product will do
[03:04:04] how they're aligned to business objectives and the requirement for interaction with other system. This is also very other system. This is also very important thing.
[03:04:16] important thing. Second thing is everyone the background. this explanation here provide
[03:04:28] a brief history of how the project came to be proposed including business issues, problems identified
[03:04:46] and expected benefits of implementing and expected benefits of implementing the project and developing department.
[03:04:58] List the business drivers that make development of this product important. This can be financial, operational, operational, market or environmental. And Vij you had
[03:05:10] this question on context. These three things you'll be able to These three things you'll be able to define if you know this core concept. define if you know this core concept. Context.
[03:05:25] Yes, Vij with me on this thing. So context if you know it will help you define the objectives that what product is going to do how they're aligned to the business objectives
[03:05:40] and how the requirements [clears throat] are going to interact with other system the linked systems. What are the financial benefits? What are the monetary benefits? Operational benefits,
[03:05:55] market condition, environmental conditions, all such things can be conditions, all such things can be easily defined if you know the context.
[03:06:07] between the objectives and the drivers? Yes. So what are the drivers of the one? understand this with the help of one example. example. If I say canine ordering system,
[03:06:26] with me. Office productivity. Yes or no? productivity. Once you come up with this app, this will help you uplift the office productivity. Operational benefit is that it will
[03:06:42] Operational benefit is that it will drive employee satisfaction. Now Law and Weber are not going to stand in long cues waiting for the tables to in long cues waiting for the tables to be vacant. This will help uplift their
[03:06:55] business operations. Market and the environmental conditions are now that now you are providing better services, no more food wastage, no more wastage of time, proper time management and all such things.
[03:07:11] And that way you may also that you may also attract people and people are now willing to work with uni lio instead of filing for job instead of requesting for job with other companies they're now preferring unilo because it
[03:07:26] has got better facilities employee centric better products better employee centric better products better services. So these are the drivers. Now look at the object. What are the objectives? Objectives tell you that
[03:07:39] objectives? Objectives tell you that what product is going to do. Product is going to help you uh request uh food food delivered to your uh work location and what are the interaction with other systems.
[03:07:55] Okay. If I ask all one question law and others can ordering system what are the important interactions? One interaction is the order from the employee.
[03:08:09] is the order from the employee. Yes, employees going to order. Yes, employees going to order. Second is order received by cafeteria management team. Yes. Delivery boys getting the details
[03:08:24] of the order and also customer providing the feedback. Yes or no? These all would be part of Yes or no? These all would be part of the objectives.
[03:08:39] Yesterday somebody was talking about having having a small area. I don't know I'm not able to remember the name. Uh I think Nikita somebody else pantry yes somebody talked about yes pi you talked about it pantry. So that can also be
[03:08:53] part of the objectives. Is everybody with me following this thing? So what we are doing here is as part of the BRD we are first coming up the very important thing as project summary.
[03:09:07] Project summary is something that defines your business requirements. If they ask you this question in your job interviews that what are the
[03:09:19] essential components to any given business requirements? What are the important sections to define? So you can tell them that objectives, backgrounds and drivers are the key
[03:09:34] components as part of project summary and this helps us define the business and this helps us define the business requirements. Next thing is everyone next important thing is project scope. Now project
[03:09:50] scope is something that can be linked with stakeholder requirements. It says describe what work is in scope for the project
[03:10:05] and specifically what work is out of scope. Now this is very important beyond the current budget resource and timelines as approved by the project
[03:10:20] stakeholders. Now my question to you all is ideally we should just focus on something that lies within the boundaries in scope things
[03:10:35] but in the beyond it in the beyond it is mentioned everyone sorry in the beyond it is mentioned that not only focus on what lies within the scope but also define what what lies outside the scope out of the scope.
[03:10:51] Can anybody help me know what's the purpose? What's the intent behind defining both incope as well as the out of scope requirements? What's the purpose?
[03:11:07] Why at all you're focusing on both the things things the main purpose is everyone to prevent scope creep. Then you're coming up with the right
[03:11:21] answer. I hope you have not copied it from the third line here. It's your own with this answer. Yes. So that's a brilliant answer. Yes.
[03:11:33] If we are not defining the out of scope requirements the out of scope requirements then the chances are unintentionally or due to some assumptions these are absorbed in your solution.
[03:11:52] the help of one example. Yes, let's take one example to understand this thing better. Yes, let's [clears throat] take one example to understand this thing better.
[03:12:04] example to understand this thing better. So another point but at least we should have certain important have certain important uh boundaries to define. So
[03:12:18] scope change can be managed but it's an important thing to first define the boundaries like if you all see here on your screen everyone I have one example to share with you all here
[03:12:31] let us suppose I say I'm talking about food order law and others you all can see here that only 1,500 employees
[03:12:45] may order food. Here a login page to validate the users must be created. It will help in authorization and It will help in authorization and authentication.
[03:13:03] outside your liver is authorized to order food. Now this way if you're capturing the inoscope and out of scope requirements
[03:13:15] it will help our technicians or technology experts understand how to come up with thick and strong boundaries for our solution.
[03:13:32] ensure that it's just me employee and no other person ordering, how you'll ensure that this thing happens? What you'll do then? You'll simply you'll simply try to come
[03:13:48] up with certain authentication as Issha is mentioning here. A very good point is mentioning here. A very good point that you can only login if you have the that you can only login if you have the official email ID and u and and one time
[03:14:00] password shared over your ID if you if you if you're able. Yes. So ID password integrated with employee ID which this is a very good point. Yes. The employee ID can be one of the very important authentication.
[03:14:13] Nowadays we have this SSO feature in most of the companies. most of the companies. Yes, single sign on that's also very good authentication feature. How many of you using it? It's a very
[03:14:25] good feature nowadays the SSO one wherein you just need to enter your employee ID and based on certain authentications at their end they'll authentications at their end they'll take you to the next page if yes. So
[03:14:39] seller authentications may help like order timing. Employees may order food during the weekdays only, not on weekends
[03:14:51] and between 12 to 2 p.m. only. It's not like if you have uh uh like you enter into the office at 9 9:00 a.m. in the morning and you feel hungry and you're ordering food. Yes,
[03:15:06] it's just about 12 to 2 p.m. that you'll be able to order the food. So that way important restrictions boundaries, you are able to restrictions boundaries, you are able to define the project scope.
[03:15:21] Yes, SSO may cause problems. Yes, it has some shortcomings as well. So what I'm trying to explain you all here is the project to explain you all here is the project scope that should include both in scope
[03:15:35] as well as the out of scope requirements. Out of scope requirements would help you ensure that you prevent scope creep. ensure that you prevent scope creep. [clears throat]
[03:15:52] interview question they may ask you this question. People are new to the analysis world. How do we prevent a scope creep in any project? How do we ensure that the project scope is very clearly defined?
[03:16:07] is very clearly defined? You can see that by defining both incope and out of scope functionalities. We can pass on the clear message to our technicians. This will help them create thick and
[03:16:22] strong boundaries considering that what lies within a scope what lies outside the scope and this way we'll be able to prevent scope creep condition.
[03:16:35] This way we'll be able to prevent any redundant duplicate or unwanted component in the solution. Is everybody clear with the scope creep or do you need some examples to
[03:16:49] or do you need some examples to understand the scope creep better? Do you need some examples to understand scope creep better? I can give you all one more example. Yes, let's take one more example. Yes, let's take one
[03:17:01] more example. Yes, let's take one example. Let us suppose I say I'm talking about hospital management system and in hospital management system we have one form as patients registration.
[03:17:24] During the patient registration, let us suppose I say we have Maduri with us and Maduri is filling this patient registration form. She has mentioned the name, the date of birth, the medical history and then
[03:17:40] birth, the medical history and then there's an option to select the doctor from the list of doctor. This is a list of doctors based on their specialization and this is one combo box a list box wherein
[03:17:57] is one combo box a list box wherein their all names displayed.
[03:18:09] Maduri is selecting doctor Mr. Dr. XYZ books an appointment with this doctor. books an appointment with this doctor. The appointment is scheduled scheduled timings is also mentioned and when Maduri is
[03:18:23] going to the hospital she's there in the OPD and she shares the details of the appointment. She's surprised to know that this doctor is no longer imparted with Mayo Clinic. This doctor left the
[03:18:41] organization, the hospital one month back. has traveled 15 kilometers to consult this doctor and now hospital is saying
[03:18:56] this doctor and now hospital is saying that he's no longer impended. this appointment is getting cancelled. What is the flaw in the business model here? Everyone, what is the challenge and how you'll
[03:19:09] analyst, if you are the business analyst, if you are the business analyst, what you'll do is you'll come up with what you'll do is you'll come up with one very important step that if any
[03:19:23] doctor is getting impendled, his name, his details should be removed the same day to avoid any cures and confusion. His name appearing in this
[03:19:36] confusion. His name appearing in this list is causing scope creep. for mothering. It may cause problems for others as
[03:19:48] well. So this list of doctors should only include the active doctors. active in the sense those are impanled with Mayoc Clinic. People who come from database development background simply in our
[03:20:03] development background simply in our database table we may add one flag as active or inactive and only active names are displayed inactive ones are the creep and these should be removed. Yes and everyone else are able to
[03:20:18] understand how to prevent the scope creep condition. So scope creep is about creep condition. So scope creep is about your solution your solution having some duplicate or unwanted components. Those are
[03:20:34] causing unnecessary noise. This may also result into some employee dissatisfaction, employee complaints and sometimes very severe issues. Okay. So that's about the scope creep
[03:20:52] Okay. So that's about the scope creep and how do we remove this vig and others are you all fine with the example are you all now able to understand what is you all now able to understand what is scope creep
[03:21:06] if you're able to understand this I have one question for you all and let's discuss this question and see if you all are able to answer this question just give me a second.
[03:21:30] So law and others if you look at this question here and you are with another business analyst Steve on the requirement solicitation for a
[03:21:45] new solution you warn Steve you warn Steve that you'll need to be tracing the requirements
[03:21:57] requirements in an effort to prevent a scope creep. What is a scope creep? And you all have four options on your screen.
[03:22:15] Hammed is quick to answer. He says option number A and A is the right option number A and A is the right answer. larger as more requirements
[03:22:31] often unneeded are added to the scope. So that's why option number A is the right answer. Thank you everyone
[03:22:44] for your participation here. So we have discussed about everyone the the business requirements and the stakeholder requirements. Everyone let me summarize what we have discussed. Then we'll have a short break
[03:23:00] and after that we'll talk about solution requirements and we'll also discuss one case study to understand these requirements better. So I have one more case study to share with you all.
[03:23:14] So business requirements are the statements of goals and objectives and outcome that describe why a change has been initiated. The stakeholder requirements describe the needs of the stakeholders that must
[03:23:30] be met to achieve the business requirements. to discuss after the break. Describe the
[03:23:42] capabilities and the qualities of the solution that and the qualities of the solution that meets the stakeholder requirements meets the stakeholder requirements can be functional or nonfunctional in
[03:23:55] nature. Now before we go for a break, I have just one last question to discuss with you all and then we may have a short you all and then we may have a short break. One last question
[03:24:08] based on what we have discussed and then we all may have a short break. You all may have a cup of coffee or tea. This question
[03:24:22] good one and you may find such questions in your job interviews as well. A swast and everyone else. An organization won a project for an e-commerce website.
[03:24:44] the client, analyzed and documented it analyzed and documented it and got it reviewed from Perbas
[03:24:56] and got it reviewed from Perbas as well as the development team. review has been from the B as a development team during the implementation development team is not very clear with
[03:25:09] a few requirements. So they communicate the problem with be and a very surprising thing here is everyone when VA goes to the client for
[03:25:21] clarification client says that they never asked for this thing. Why you developing this thing? We never asked for it in the whole process. Which step you all think BA has missed which led to this confusion?
[03:25:38] And you all are wonderful with your answers? Answer is without without answer is B. B is right answer.
[03:25:51] People are saying A. You can see here that he has gathered the requirements, analyzed and documented it. So he has gathered it, he has done his research, he also documented. So he has followed crying.
[03:26:04] He has cried. Yes, he has cried. But the challenge is Yes, he has cried. But the challenge is the review is only internal.
[03:26:18] want you're just talking to BAS and development team can you ever ignore your business users and start with your development no
[03:26:30] that's kind of you may say uh the the biggest blunder or you may say it's like uh the biggest mistake by any business analyst in any project
[03:26:42] the moral of the story is without the approval of the key stakeholders things validated. Without their approval, we cannot arrive
[03:26:57] Without their approval, we cannot arrive at a final solution. Proper approvals, you have to gain consensus. If they have questions, you have to resolve their conflicts,
[03:27:10] build consensus, make them understand the things. When everybody's on the same page, the common page, the common understanding, then implementation. Moral of the story is the stakeholder
[03:27:25] requirements act as a strong bridge that connects business requirements with the solution requirements. You cannot go ahead with implementation without proper prior approval from the
[03:27:42] key stakeholders. Okay. So answer is B everyone not A. Okay. Is anybody agreeing with this thing or some difference of opinion you
[03:27:55] can come up with? Yes. So law is saying something here that a BA without a sign off. Yes. Yes. Yes. Yes. Yes. Absolutely wonderful. So you you have to get the sign off. Like even
[03:28:11] if you look at my live session without getting the consent, without getting the approvals from my learners, is that a good thing for me to move forward? No. I have to ensure that everybody agrees, everybody's with me
[03:28:26] and following and then only I can move forward with the discussion. Even if I'm doing the same thing in my live session, it will create chaos and confusion. Yes, same thing happens in the project
[03:28:39] You get the things reviewed internally. It's good. But also check with the business users. Ensure that they are fine with what you have documented, what analysis you have done and then you may start with your
[03:28:55] implementation. Okay. So, so the same thing is mentioned in your slide as well. If you look at your uh presentation here, it's very clearly mentioned
[03:29:10] solution that meets the stakeholder requirements statement is your stakeholder requirements
[03:29:25] your stakeholder requirements act as a strong bridge the solution requirements. Without crossing this bridge,
[03:29:38] without gathering the requirements, without requirements elicitation, without requirements elicitation, you won't be able to come up with a you won't be able to come up with a proper solution.
[03:29:52] And this is the major flaw in most of the cases. This is a major reason for the cases. This is a major reason for poor requirements. that we we are not we we are not uh getting the proper sign off. We don't
[03:30:05] involve the key stakeholders and then we come up with an incomplete solution. Business people blaming the BA BA blaming the the business team and eventually everything collapse. Yes.
[03:30:19] Project shut down and you're looking for a new job. So so so things should be a new job. So so so things should be very organized, structured. Yes. So this answers your question. It's an important thing that you write DB.
[03:30:35] Yes, in conjunction with your domain subject matter experts and your business If your business team is kind enough to share the details with you, that doesn't mean that it's a BRD. You have to document it, have a
[03:30:50] discussion with them, gain the approvals and then you can start with your solution requirement. So when people ask me this question that do we need to write the BRD after this whole explanation I get the statement like
[03:31:04] what law is mentioning here. So you can remove that question mark and replace with fully stop. Yes that's the moral of this story. Yes everyone. So after the break we'll discuss some very interesting case study
[03:31:18] and we'll again talk about these requirements in detail and then we'll also today talk about the Jira tool. We'll try to install and create credentials on Jira and we'll write few stories using the Jira tool today. What
[03:31:32] do you all think can be a good solution for the given set of requirements. So let me share one case study with you all. Now it's there in your class notes session number two.
[03:31:50] My screen requirements classification schema case study. Yes. schema case study. Yes. Okay. Let's read this thing together and then you all have to think, analyze and come up with a solution for this
[03:32:03] case study. So this is [clears throat] basically for my project. This is the real time case study from what we did few year back. So
[03:32:16] there is one application everyone the website that is primarily designed for those employees employees who are on the verge of retirement
[03:32:29] who are on the verge of retirement or simply resigning from the company. This application helps them raise a few tickets and request for reimbursement and helps them raise requests for pension and
[03:32:41] them raise requests for pension and private fund withdrawal. this happened in my project. We started getting complaints that this application
[03:32:54] was causing some problems. Performance was very low sometimes and Performance was very low sometimes and sometimes it was not responsive sometimes it was not responsive and on few occasions it goes down
[03:33:09] and on few occasions it goes down completely. there were a lot of complaints from different business users. So this was resolve this problem. So I then discussed this problem with my
[03:33:25] production support manager and he shared some valuable inputs. You mentioned that this application was designed 10 years back and the scalability was marked as 20.
[03:33:43] So when we say the scalability was marked as 20 this simply means there can be 20 concurrent users to this application not more than that. If there are more than that, yes, users has at a time as
[03:33:58] Kika is mentioning here. So 20 concurrent users. If the more than 20, concurrent users. If the more than 20, it may start to create some problems.
[03:34:12] you all would agree with me. Government came up with government in different countries came up with a lot of relaxations to withdraw your savings, to withdraw your funds. So now what happened like there was you
[03:34:25] may say huge traffic and the traffic increased many folds and sometimes there are more than 300 plus users
[03:34:39] there are more than 300 plus users logging into the application. Now this was the problem. This is your case study on your screen. Now Aayush Ritika and [clears throat] everyone else imagine
[03:34:55] everyone else imagine if you are a BA like me facing such problem in the project Shabbaz Shabbaz another Akshai Isha and others
[03:35:09] what do you think can be a possible solution What do you all think can be the best approach
[03:35:30] to ensure that people are not facing this problem? What can be a good solution for this case study? Everyone for this case study? Everyone questions open for you all to answer.
[03:35:46] Jagan is saying [clears throat] that very simple thing is increase the bandwidth of the database in the cloud in infrastructure.
[03:36:01] So similar suggestion I had for [clears throat] support I said why don't we increase the scalability I never came up with such a good answer like Jagen but I said like very simple very simple terms that
[03:36:15] please increase the scalability up to 500 and so everybody can use it 500 and so everybody can use it but Jagen when I said this thing the production support manager had a smile on space. He said if it was that simple
[03:36:29] we would have already done this thing. The challenge is it's our own dedicated The challenge is it's our own dedicated servo.
[03:36:42] developed this thing and if we'll try our level best we can increase the scalability up to 50. Then I said 50 is not going to solve the purpose.
[03:36:56] We need something that's more than 300. Now what Pavi and Kuml are suggesting that was my next suggestion
[03:37:10] and I said why don't we get a new application then he said that why you're telling me this thing if you want to give this thing if you want to give application get approvals on the budget
[03:37:23] get approvals on the stakeholders get the approvals on the resources and then you can come back to me and then we can do it it's not my job to uh give [clears throat] you suggestions on the new uh product to be created.
[03:37:40] the new uh product to be created. Now, look at the situation people who are still create a new one. Do you think um Rome was built in a day? Do you think
[03:37:56] we can create an application within a day or two? No. upgradation or a new application,
[03:38:08] transitioning to a cloud platform. This will take time and do you think people during the coid9 crisis are going to wait for a new application to be launched? Are they going to use that application
[03:38:22] Are they going to use that application heaven or hell? No. They need an heaven or hell? No. They need an immediate solution first. thing. Now I'll share with you all
[03:38:43] trends of the Now I very good answers. Let me read few more answers before I come up with my solution. A is saying I would first find out how the trend of the visitor had changed during the co postcoid and I'll find out
[03:39:01] the daily number of visitors. So this information already given to you daily information already given to you daily number of visitors is crossing 300 performing tuning infrastructure
[03:39:14] scaling. Absolutely wonderful answer. Thank you. Common is saying advise them to root the requirement from the alternate source. Okay. So if there's alternate source then we can do that. But in our case
[03:39:29] then we can do that. But in our case there was no alternate source available. Power is saying investigate collect data how many how many are going to retire and resign. It's not about how many people are going
[03:39:43] to retire and resign. It's about people who are logging in because now even if you're not retiring or resigning since government has come up with the relaxations everybody is interested to withdraw the
[03:39:56] amount. Yes. Because government had given the option that you can mention that you are going through COVID crisis and you need money and you can easily get that money from your funds.
[03:40:10] So this was the problem. So not only people who are resigning people who are resigning even people who are part of the job yes just to go out with friends and family and enjoy some time in the hilly region
[03:40:23] they're taking out the money in the name of covid-19 crisis people misusing the government relaxation increase the scalability dedicated email to raise request so that someone can raise request on behalf of them
[03:40:40] that's can be one thing yes but Let's look at the solution that we came up with. I'm not saying that the solution that I have come up with is the best solution in the world. No. But this solution
[03:40:55] in the world. No. But this solution all the business users agreed to all the stakeholders authorized to provide signoffs. They approved it and everybody was agreeing to this solution.
[03:41:09] So let's see what was the solution that we came up with and how we were able to we came up with and how we were able to cater to these business requirements. So everyone [clears throat] this is the solution on your screen
[03:41:32] I just rearrange few things it's clearly visible to everyone solution everyone solution everyone was divided into two parts
[03:41:49] the strategic solution. Point number one is strategic solution and point number two is the practical
[03:42:04] and point number two is the practical solution. what is the difference between
[03:42:18] the strategic solution and the tactical solution? A strategic solution everyone is a structured is a structured organized and welldefined solution
[03:42:33] that's going to fed goodness in long run. run. A solution from long-term perspective, A solution from long-term perspective, a solution with minimal defects,
[03:42:45] a solution with minimal defects, a solution with all those capabilities, those may drive customer satisfaction. That's the strategic solution. So as most of you were saying Jagun and everyone else we raised one request to
[03:43:01] create a new application with the scalability marked as 1,000 everything on the cloud platform the advanced application based on the AI
[03:43:13] capabilities and this request was approved and our team the development team our technicians came up with the estimate that it may take around 7 months to
[03:43:26] deliver the new application with new capabilities. there was a workar around that we came up with.
[03:43:38] First thing that we did was as per the suggestion from the as per the suggestion from the production support manager the scalability was increased from 20 to
[03:43:50] 50. This was the maximum value. This is the now the maximum scalability on the main login page. One functionality as a counter was introduced.
[03:44:07] This recorded the number of logged in users. the number of logged in users. When the record count reaches to 50, the 51st user is redirected to the maintenance page
[03:44:24] with a popup error message. And what is the pop-up error message? That now the maximum scalability has been reached. You can wait here or try again later.
[03:44:38] There's a scheduleuler that monitors the ideal time for the logged in users. Okay, cool. >> If the ideal time crosses 15 minutes, then users are automatically logged out and the users in the queue
[03:44:55] and the users in the queue get the opportunity to log in. Now that way we were able to come up with a solution for this problem
[03:45:07] everyone. So you all can see here that we had a tactical solution in the form we had a tactical solution in the form of a workar around and we had a strategic solution from the long-term perspective.
[03:45:27] we have few functional aspects functional solution or you may say functional set of requirements and there are few nonfunctional requirements as well
[03:45:53] saying can that solution be already obsolete be already obsolete on the AI agent error. That's also something a good question, a debatable topic that we can discuss here.
[03:46:07] But let's keep this topic for the Q&A time. We can discuss this thing. time. We can discuss this thing. So let me first complete this thing. So let me first complete this thing. Now if you see everyone in this in this
[03:46:21] in this solution here we are talking about certain important features to be developed certain important functionalities are introduced and we're also talking about
[03:46:35] and we're also talking about certain nonfunctional requirements. What are the nonfunctional requirements of the word? Nonfunctional requirements are the requirements those you cannot see but you can feel
[03:46:49] those you cannot see but you can feel kind of an abstract now kind of an abstract now like the better performance like the better performance better usability
[03:47:03] availability scalability. So these are all the environmental conditions all the environmental conditions those help those support the proper those help those support the proper working of the functional requirements.
[03:47:17] Now let's look at few examples of non-functional requirements and then we'll come back to this topic again and we'll talk about functional requirements as well. in your drive link in your above guide
[03:47:32] everyone if I take you all to chapter number 10 the technique section here you'll find
[03:47:44] page number 303 15 categories of nonfunctional requirements please check and confirm everyone please I request everyone to please check and
[03:47:57] I request everyone to please check and confirm is Everybody able to find locate confirm is Everybody able to find locate the 15 NFRs in the above guide? Please the 15 NFRs in the above guide? Please check and confirm.
[03:48:11] of nonfunctional requirements. This includes includes availability,
[03:48:29] reliability, scalability, security aspects, usability, ease of use, certifications,
[03:48:41] compliances, localizations, localizations, even the service level agreements, extensibilities, these all are considered to be the nonfunctional
[03:48:55] considered to be the nonfunctional requirements. supporting conditions. Environmental conditions
[03:49:07] those may help, those may support. functional requirements to work efficiently. The more popular ones nowadays everyone they may ask you such questions in your job interview that what are the commonly
[03:49:22] used or commonly you may say defined efforts in any project. The answer is security. Answer is performance efficiency.
[03:49:34] Answer is usability, system availability, maintainability. These all are few you may say important NFS to consider. All 15 are important but these are the more popular ones. Usability,
[03:49:51] security, performance, efficiency, maintainability and availability. Okay. Let's discuss one question and with the help of that question we'll see if
[03:50:06] you're able to understand. You'll see if you're able to come up with the right you're able to come up with the right answer. The question is everyone
[03:50:19] right question. Yes, this question
[03:50:35] is working on developing an e-commerce website. the key stakeholders involved in the project.
[03:50:47] Then he did his research. After discussion with the key stakeholders, he drafted the requirements and decided to present it to the and decided to present it to the stakeholders for the confirmation.
[03:51:03] Now when he was having a discussion with the key stakeholders that an important nonfunctional requirement is missing.
[03:51:17] Which of the following statement is supporting this finding? Now the hint is now the hint is you all have to
[03:51:31] select the option that's a supporting condition can feel law and vinar are going with
[03:51:48] swasti is also going with rajika is also going with and I'm also going with C C is the right answer. Absolutely wonderful and I really appreciate that everybody is going with C. It means you all are following what
[03:52:05] we're discussing. It's such a wonderful thing to see that all are saying that C. In few batches I've seen people saying A B C D all four options. Why C is correct everyone? And let's see why A B and D are incorrect.
[03:52:21] Option C is correct everyone. The reason is if you see it's mentioned the system must not allow a transaction to fail. And what exactly they are doing? They're
[03:52:36] And what exactly they are doing? They're coming up with fail over setup of servers. In a way they are trying to come up with In a way they are trying to come up with better performance,
[03:53:03] you all think can be added to it apart from performance, scalability and availability, system maintenance?
[03:53:18] Yes. So these all NFRs are catered when we talk about failover setup of servers. Reliability is also very important thing that law you are mentioning here.
[03:53:30] I have one more question to discuss with you all. Let's see if you're able to you all. Let's see if you're able to answer this question. Jim needs a separate application server
[03:53:48] to help deal with increasing amount of work. Here means increasing amount of work. Here means this mean simply means load or capacity.
[03:54:05] to deal with increasing amount of work. Which of the following best describes the gym's requirement? Answer is the
[03:54:17] the gym's requirement? Answer is the nonfunctional requirements. Some people are saying A. So what exactly makes you think Jagger because you gave a very good answer few minutes back. Why do you think answer is
[03:54:31] A? As somebody else Kumar is also saying A. Is there any specific reason why you went with answer number A? When you when you're talking about the server capacity
[03:54:44] or to deal with increasing amount of load, do don't you think this is something linked with the environmental conditions? This is something a supporting condition. So the answer is
[03:54:59] nonfunctional requirements everyone option number B not the option number A and let's read few things here you'll gain more clarity nonfunctional requirements capture conditions
[03:55:16] that do not directly relate to the behavior or the functionality of the solution but rather describe environmental conditions under which solution must remain
[03:55:31] effective or qualities that the system must have. or qualities that the system must have. As Dragon and KL, are you fine with the answer? Are you now agreeing that option number B is correct? Not the option
[03:55:47] number A? Yes. Or do you have something to discuss? If you have some counter argu argument or some other point that you want to discuss mention you can we can discuss
[03:56:02] your question if you have any. Yes. So meaning to say everyone this is all about the supporting conditions the environmental conditions those may help you work efficiently functionalities would remain intact and this will help
[03:56:16] you come up with better performance oriented system. So that's your nonfunctional requirement everyone. Homework for you all is everyone. The homework is the Babok guide
[03:56:32] the Babok guide page number 303. Go through all these 15 NFRs. Just read and let me know if you have Just read and let me know if you have any question around these 15 NFRs.
[03:56:44] Is everybody fine with the homo? just to go through these 15s and see if that's making sense to you all. If yes, we'll move ahead. If if you have some questions, then we'll discuss in the next session.
[03:57:00] Okay. Is everybody fine with functional and non-functional requirements? and non-functional requirements? Play once more. Okay. So this is the drive link that helps with du not and here you'll
[03:57:19] find one folder as the map ebook where you'll find the link to download the you'll find the link to download the paper guide.
[03:57:35] So now we have discussed the theorical part. We have discussed about these four part. We have discussed about these four different types of requirements. If you all are with me, shall we proceed and talk about very
[03:57:51] very good tool today? A very interesting tool and that is Jira. tool and that is Jira. Jira is a very popular tool in the agile
[03:58:03] projects nowadays. and Jira helps us capture all these four and Jira helps us capture all these four types of requirements. If you all are with me and no other question for me,
[03:58:18] TFS is also a good one. Now the name for TFS is changed. TFS is now known as Azure DevOps. Yes, I for TFS. Now it is Azure DevOps.
[03:58:33] Yes, I for TFS. Now it is Azure DevOps. Even I'm using TFS that's why I know yes Even I'm using TFS that's why I know yes TFS is also a very good one I must say but we'll talk about Jira first the reason is for TFS trial version
[03:58:47] Microsoft asks for the credit card details the detail although they won't deduct any payment but they ask for the details and that's why people find it difficult to or reluctant to install this so we
[03:59:02] will talk about Jira first and then we'll also talk about TFS. their projects? R A L Y Rally for the documentation
[03:59:20] talk about all such tools but first today we'll talk about the most pioneer today we'll talk about the most pioneer one the legacy tool that is Jira.
[03:59:32] Yesterday I given you all this as an optional homework to see if you're able to install or create your credentials on Jira.
[03:59:46] Now yesterday I given you all one optional homework to install the Jira credentials. Did anyone of you get a chance or did Did anyone of you get a chance or did anyone try to install the Jira or create
[04:00:01] your credentials on Jira yesterday? Vend is saying yes. Jag is also saying yes. So good to see that. Thank you so much. Thank you so much everyone for saying yes. Okay, let's see. [clears throat] And how many of you are
[04:00:16] [clears throat] And how many of you are not able to and you need my help? Malik says install. Thank you. Shanoga says yes. Jagen. Okay. Let's notice. Okay. Let's discuss this thing now. Let's see for the benefit of people who
[04:00:30] are new to this. So how to create your own credentials and how to use this um own credentials and how to use this um um u Jira and how do we create? Yes. So yes. So so you'll get the answer to
[04:00:46] these questions. Uh let's let's start from the scratch. I'll presume that nobody has installed it. Okay. I I'll presume that nobody installed it. Everybody is new to this thing and let's start from the scratch.
[04:01:03] Okay. Shall we move ahead and talk about Jira now? Do you all have any other question for me before we start with our discussion around the Jira?
[04:01:19] topic now. Jira Jira everyone is one tool a document collaboration and project management tool. This is owned by one Australian company Atlacian.
[04:01:35] And this tool helps us create some important BA deliverables
[04:01:48] requirements and Jira tool in a way reduces the dependency on Microsoft products like word PPT and others
[04:02:03] and Jira also acts as the document repository. about how to create your own credentials.
[04:02:15] how to create your own credentials. How to use this tool to write the different or capture different business analysis deliverables. That was short description about Jira in your drive link. official drive link.
[04:02:32] First in your driving link there is one folder as tools and [snorts] within tools you'll find here modeling and design related tools
[04:02:50] and within this you'll find Jiraa installation procedure. installation procedure. You simply need to click on this link You simply need to click on this link or you can copy this
[04:03:04] or you can copy this and then you can find here the Jira page. For me it says continue because I
[04:03:16] already have access to this one. But for you all you all have to start a But for you all you all have to start a new site. For new site, you have to first mention your
[04:03:31] personal email ID. Never mention your official address because it may create some problems because they they may come up with certain advertisements and other over your email official email. So mention your personal email address.
[04:03:47] Once you mention your personal email address, it will automatically create your own site and then you can click on continue. Once you click on continue, it will then take you to the next page and it will
[04:04:02] ask you to select one of the three options. It's taking few seconds to load the next page and then we'll see what we have in the next page. You all can see here there
[04:04:17] are three important templates here. Canbun, Canbun, web design and scrum. projects for defect fixing for production support.
[04:04:31] Canon will not focus at present. Web designing is not for us. It's for the designing is not for us. It's for the technicians. We'll focus on scrum agile technicians. We'll focus on scrum agile approach to plan, prioritize and
[04:04:43] schedule sprints using the scrum framework. So we'll select scrum. Then we'll click on continue. And then you have to name your space. So And then you have to name your space. So let us suppose I say I have
[04:04:58] let us suppose I say I have I have see shazad name on my screen. to I have see shazad name on my screen. to shadab
[04:05:15] project shazad capab sample project and I click on get started. So tasks assets
[04:05:27] and click on next and again click on next. Then it says Jira better than when used together but I'll do it later.
[04:05:46] Kenman will discuss. Kenbman will discuss sharp guys. Kman is basically one of the agile approach that is generally used for the production support for maintenance and for the short duration projects.
[04:06:02] So canon is less popular approach as compared to scrum. Is scrum is more prevalent. Is scrum is more popular. Is scrum helps to handle the software development projects better. So that that's why we discussing scrum first.
[04:06:17] We'll also talk about Kman. What is Kenburn? Kelman is one of the agile approach to handle and manage the small duration
[04:06:29] or the production support related projects. Okay, getting it? You may get a different view for sure. There may be several views like I if I show you here I have one more view and
[04:06:44] show you here I have one more view and this is kind of bluish or greenish. So you may get different views views is not the problem. The important thing is are the problem. The important thing is are you able to see the name of the space
[04:06:58] and also are you able to see the button like create and others are you able to find Jira on top everyone yes or no Karishma Shanoga and others is everybody
[04:07:15] able to reach till this page or do you all have any issues now the next thing Everyone click on this plus. Is everybody able to find spaces in the left hand section? A space with a Saturn
[04:07:32] icon. Yes, a space. Click on this plus. And then once you click on this plus, you'll find here. you'll find here. Okay, let me slow down a bit. Dennis,
[04:07:48] I'll wait for people to reach till this page and then we'll move ahead. Once everybody is here onto this main dashboard, we'll then move ahead
[04:08:16] there. Now everyone jing once more jelling once more. Let me repeat the steps. Let me repeat the steps.
[04:08:29] No, the answer is no. We'll talk about it detail. toggle to scrum. So you can go to the spaces and from there you can simply
[04:08:44] Yes. So people who had selected cannon or any other um template you can simply click on space and then you can easily change the template. Okay. So you can
[04:08:56] simply go to software development and from here you can again select the from here you can again select the scrum. Okay. So let me repeat the steps everyone. Let me repeat the steps. First important thing is for you to click on
[04:09:11] important thing is for you to click on this link and then you have to mention this link and then you have to mention your personal email address. When you'll mention your personal email address then it will automatically
[04:09:24] create your own site. Yes. Once your site is created and there's a green tick then you can click on continue and then select the scrum template. Once you select the scrum template it
[04:09:41] Once you select the scrum template it will ask you to create your own space and there you have to mention something as a title to create your own space. Then click on continue and the job is done. It will take you to the main Jiraa
[04:09:55] dashboard. On main Jira dashboard, let me repeat this is the main Jira dashboard. You have to click on this space, this plus button, this plus icon here in the software develop. Now you all can
[04:10:10] see one more thing here that Jira has a diversified use. It's used in sales, analytics, operations, designing, finance, human resources,
[04:10:22] finance, human resources, marketing. Yes, last week I was into the HR analytics course and we created some dashboards for the HR team. So, it's not just confined to software development. It's also used for analytics. It's used
[04:10:38] for HR analytics. It's also used for marketing, product management, work management. We are going to focus on software development. I'm going to select scrum here. Use this template
[04:10:52] team managed. And then you can mention the name of your space like I can mention here um
[04:11:13] short acronym is created here scrum project. Click on next. project. Click on next. And this takes me to And this takes me to in few seconds to the I'll do this thing
[04:11:26] later. I think somebody had this question today. Bring your team along. question today. Bring your team along. So just click on I'll do this later. I remember somebody talked about this thing in the beginning today. Sharma,
[04:11:38] you talked about it. Yes. So you can simply say I'll do this thing later and this will take you to your Jira main dashboard mainia dashboard.
[04:11:52] dashboard mainia dashboard. Yes everyone now you all can see here I Yes everyone now you all can see here I have Shazand as one project another as Rafaelio. Now everyone [clears throat]
[04:12:05] selection of scrum then you have to we shall mention the name of your project you can mention any title like vishal's project or capab anything as a title and
[04:12:17] then click on next ignore if there are some warnings or messages and will directly take you to this main cheer dashboard okay and others
[04:12:32] Now if people are having problems don't be shy during the Q&A today last 15 minutes people are having problems you can share the screen with me okay for now we'll move ahead with our discussion but if you have questions
[04:12:47] regarding this if you're facing some issues need not to worry don't think that it's just for people to know here and no it's for everyone so nearly 15 minutes Q&A time you can share screen with me and we can discuss together your
[04:13:03] with me and we can discuss together your questions. After click on descript it's not taking you to the main same screen. So if you find there's an option to skip something skip that part. It may happen in the
[04:13:18] trial version you may get some different screen. Okay. So see if you have an option to ignore or skip that page. Skip ignore and move ahead. Or if it's asking to type something, write something, write some test thing
[04:13:35] write something, write some test thing and move ahead and see if it works. and move ahead and see if it works. Okay? Or you can you are or you can uh wait for another
[04:13:50] 20 30 minutes or so and during the Q&A you can share screen with me and we can discuss in last 15 minutes today. Okay. So people who are facing problems need not to worry. Last 15 minutes is for you all to to share screen with me
[04:14:07] for you all to to share screen with me and we can discuss together. enabled. If you see here, I follow this option is enabled. Not sure this enabled
[04:14:20] enabled. I can simply take the screenshot and share with my learners. So see if if for me it is enabled, it should be enabled for you all as
[04:14:33] it should be enabled for you all as well. If it is not, yes, enabled for you Aush. So check or if you're able to just click on this one you see on my screen and you'll be able to simply share your screenshot
[04:14:48] able to simply share your screenshot with me. And and if you have some questions or if you're not able to screen with me and we can do it together. Okay.
[04:15:06] Okay. Everyone shall we talk about the one very basic thing today to start with if you all are with me and you all have this Jira page this Jira dashboard on
[04:15:18] your screen shall we move ahead yes let's talk about everyone the first very important thing in your drive link everyone in your drive link there's one folder as class notes
[04:15:35] there's one folder as class notes within page you'll find one document as within page you'll find one document as Jira basics. click on this link and let's read few things together.
[04:15:57] BA artifacts or documents that we're going to discuss today everyone. One is the the one is the epic
[04:16:10] one is the epic another is the user story. Epic everyone represents the highlevel requirements
[04:16:28] while user story represents the low-level requirements. In the epic we can capture what we have In the epic we can capture what we have in BRD in a very short form or in a very
[04:16:40] summarized way. We can capture the things in the epic. things in the epic. User story is decomposition of the highle requirements into smaller fragments.
[04:16:53] fragments. So one epic everyone So one epic everyone may have several user stories and user may have several user stories and user stories.
[04:17:24] and the stories are the low-level requirements or simply you can say requirements or simply you can say solution requirements.
[04:17:38] ordering, if the epic is online meal ordering, yes, I'm I'm coming back again ordering, yes, I'm I'm coming back again and let me repeat this thing. and let me repeat this thing. Shama and others. If
[04:17:51] Shama and others. If my epic is online meal ordering, my epic is online meal ordering, then corresponding stories can be a login page, the food menu,
[04:18:04] food delivery, payment deductions or the feedback from the employees. These all are my stories for the given highlevel [snorts] requirement online.
[04:18:20] requirement online. So what exactly epic means everyone the summary the overview or simply the highlevel requirements and this highle requirement can be
[04:18:33] broken down into smaller fragments and these are the low-level requirements the solution requirements yes and Malik is extending this thing
[04:18:46] that I was planning to discuss in the next session Malik is saying the next level of decomposition is within a story we may have tasks subtasks and other activities absolutely wonderful but till this point I'm not going to third level
[04:19:00] today I'll just focus on first two things so Malik and everyone else is everybody everybody able to understand the surgical part the parent to child relationship if you are then let's try to do this
[04:19:14] thing using the Jira tool is everybody able to understand the relationship between epic and the story or do you need more examples? I can come up with more examples if you're not clear with this.
[04:19:32] or you all are clear with this? Not clear. Let me let me discuss one more example. Let me discuss one more example. Let us suppose I say my epic is
[04:19:45] the hospital management system. This is my epic to create the hospital management system. This is my epic. system. This is my epic. Epic may include several features.
[04:20:00] This includes several features that needs to be developed ven and everyone else hospital management system.
[04:20:16] hospital management system. I'm defining some short small stories as patient registration. One story that talks about the patient registration. The story number one.
[04:20:32] The story number two talks about the appointment with doctors. medicines and the lab test. Story number four talks about building.
[04:20:45] Story number four talks about building. So you all can see here that one epic the highle requirement HMS can be broken down into smaller low-level requirements. This was the first topic that we had
[04:20:59] This was the first topic that we had discussed today if you all remember. coming up with. Kitika is saying that when we look at the table of content,
[04:21:13] when we look at the table of content, yes, in the morning for people who are joining from us in the morning when we talk about the the the table of content, this is the high level requirement. the table of content but if I click on any
[04:21:29] table of content but if I click on any of these topics I'll get the details this is the low-level requirement are you with me and everyone else so what we are trying to understand here is the epic
[04:21:46] the epic epic is the highle requirements the summary and this epic can be broken down into smaller fragments ments and these fragments
[04:21:58] fragments these granular level details are my solution requirements the low-level requirements now this was the theoretical part let's establish this
[04:22:12] relationship in Jira by performing some basic steps let's do this thing in Jira to everyone on the top of this page page the top ribbon
[04:22:27] ribbon if you'll move towards right after this search you'll find one blue button with plus icon here is everybody able to find plus icon here is everybody able to find this blue button on top
[04:22:41] this blue button on top yes or no yes click on this blue button and then you can see here you'll find here work type as user story
[04:22:58] just make it a bigger screen and instead of story first select epic. Please check and confirm. Is everybody able to find the work type
[04:23:10] as epic in this drop-own list? V is saying yes. Vishal is saying yes. Rafel is also with me. Yes. Maduri if you have a task and you're not able to find the epic
[04:23:26] then it means that you have not selected the scrum template so you simply need to go to people who are not able to find the epic you simply need to go to this the epic you simply need to go to this space click on this plus select software
[04:23:41] development template then scrum then create your own new space then click on submit and then you'll
[04:23:53] find it. Okay, Madi Nad, if you're not able to find epic and the story in this list, it means you are not at the right space. You have to create the scrum space using this plus icon here.
[04:24:10] Okay. And if you face any problem doing this thing, during the Q&A, Maduros, you discuss. Okay everyone Okay everyone so epic I have selected and then the
[04:24:25] summary I have mentioned here as can team ordering system description we're not discussing today
[04:24:37] description we'll discuss in the next session or next next session we'll talk about how to write this for now you can leave this blank leave this blank and then just click on create.
[04:24:49] When you'll click on create everyone, you'll find one message that changes are you'll find one message that changes are saved and you have this epic created as saved and you have this epic created as RCSP something like this
[04:25:02] and this is the epic created here. Please check and confirm is everybody getting getting this message and are you all able to find the epic like this? Yes, Rafael is saying yes. How about those everyone? Is everybody able to
[04:25:17] create the app the way we have done here? Yes. Perfect. Now, now everyone let's try to create. Yes. Yes. You are getting SCSP because
[04:25:29] you're using your name Shabbaz. I think it is Shabbaz C. I'm not sure why C, but SP means scrum project. Okay. Like for me it is Rafael. So RC SP.
[04:25:45] So RC SP. Okay. Perfect. So now we have one epic. Now let's create one user story. For user story again we'll click on this blue button. Work type we'll select as the story
[04:26:02] and the story we'll create one login page
[04:26:17] epic you'll find as I mentioned few minutes back let me repeat this minutes back let me repeat this on the top section here top ribbel this blue button. Click on this blue button and here in this work type
[04:26:32] dropdown you'll find one of the option as epic. Okay. Now don't anything right now don't select parent or anything as of now just create the story. Okay. So just work
[04:26:49] type as story and summary you can mention here as login page as part or
[04:27:05] if you only have task in epic it means it's not the um okay so if you if you're not able to find the story in this list you can add the work type in story. Are you able to find this option add work type Rafael and others learners are not
[04:27:21] able to find story in this drop-down you can add a work type as a user story that's a work around okay perfect okay perfect so summary is login page as part of
[04:27:41] ordering system summary system summary And then you can simply click on create button. When you click on create button again
[04:27:56] you'll get a pop-up message that your story is now created. Click on this link everyone everyone and on top you'll find here an option to
[04:28:12] add the epic. Please check and confirm everyone. When you create your story and when you open that link, you'll find it on top it says add epic.
[04:28:26] it on top it says add epic. This simply means it's asking you to add the parent to this child. So what you'll do? Simply click on this pencil but icon. Yes, it's the same thing. Yes, it's the
[04:28:41] same thing. You can add a parent or you can do it like this. So I'm just showing you how to do it uh in a very simplified manner. You can also add a parent to it. That's also fine. So you can simply add the epic
[04:28:55] like this. Yes. And then click on this link one more time. Click on this link Click on this link two times and everyone. Then you'll find
[04:29:09] here that there is one epic as canteen that there is one epic as canteen ordering system and child work items ordering system and child work items include the story that you have created.
[04:29:24] Is everybody able to establish the parent to child relationship in the Jira tool? Please check [clears throat] and confirm. Now you can add several stories here like you can add here. Second thing is
[04:29:40] another story here and you can mention here the food menu. This is your next story food menu. Another story can be your
[04:30:10] more food delivery. So now So now we are able to establish what we discussed theoretically that one AIC this highlevel requirement
[04:30:26] may have several low-level requirements in the form of low-level requirements in the form of user stories.
[04:30:41] perform this basic activity? Are you able to establish the parent to child relationship, the epic and the user stories everyone? the epic and the user stories everyone? Yes or no?
[04:30:58] So what is that problem that you're facing? Probably you're not able to. What's the reason? If you can share the reason with me. Okay. There are people with answer as no as well. Okay. So, so okay. So, we can
[04:31:14] another another 15 minutes. Okay. We'll have created epic. Okay. If you're not able Okay. Yeah. Let me let me answer this
[04:31:30] thing. I got your point. Learners who are not able to do this Learners who are not able to do this thing let me tell you the work around click on your project name like here for me it is Rafen
[04:31:44] and then you'll find one tab as backlog RF Shabbaz and others are you able to find this backlog this backlog just below the name of your project
[04:31:59] just below the name of your project yes click on the backlog And then in the backlog if you mouse over you'll find an option to add the epic. Please check and confirm. In your
[04:32:14] backlog you will find the stories that you have created. And if you mouse over you have created. And if you mouse over you'll find an option to add the epic.
[04:32:32] And also as Jagger is on a very good point here, you can also click on more. Go to the recent tab and under recent you'll find it. Okay.
[04:32:45] If you go to recent, you'll find all the recent items that you have created. Yes, recent items that you have created. Yes, Jagger. Thank you for mentioning this. So you can find under recent all your recent activities.
[04:32:59] Please check and confirm Arif and others. Under more go to recent within others. Under more go to recent within recent you'll find all the epics and the recent you'll find all the epics and the story that you have created.
[04:33:13] Baba says then yes. So if I begin another adding parent yes. So if I begin another adding parent is like adding an epic. Yes. So you can
[04:33:25] simply one more work around is one more alternative is you can simply edit your story and in your parent you can add
[04:33:37] you can see here when I've added the epic automatically in the parent the name is displayed here captain ordering system the answer is yes adding a parent
[04:33:51] is like adding an epic so epic is acting as a parent for any given user story.
[04:34:06] Okay, everyone. So, I'm planning to have um extend the Q&A today to 20 minutes so that you all can share the screen with me. I'll just try to wrap up everything another 10 minutes. Okay? So that you all can share your screen with me and we
[04:34:18] can sort out your issues. So we'll have 20 minutes Q&A today. 20 minutes Q&A today. Okay. So I have 10 more minutes to finish few things. Let me finish this topic and then you all can share the
[04:34:33] screen with me. People were saying no and we can sort your queries together. Okay. So just allow me 10 more minutes to summarize things and then it's all yours. You all can share the screen with me and you can discuss with me in depth.
[04:34:48] So everyone you all can see here that in the backlog I have so many items here so many stories here and
[04:35:01] if I move towards right there's one drop-down here with options there's one drop-down here with options like in progress done and view workflow. like in progress done and view workflow. If I click on this view workflow,
[04:35:16] If I click on this view workflow, you all can see here that we can easily perform requirements traceability. Here we can track and monitor the work items.
[04:35:33] we can track and monitor the work items. we can see, we can examine, we can we can see, we can examine, we can evaluate whether the item is moving towards the completion or not. So that's another very important feature
[04:35:46] in Jira that helps us track and monitor the work items. Now let me do one basic activity and let's see how many of you able to answer my question. If you'll focus here on
[04:36:00] my question. If you'll focus here on this part, progress. Then from in progress to done. Yes, this I have changed from in progress to done. And the name of the
[04:36:16] story is RCSP2. Now I'll refresh my screen. Now I'll refresh my screen. And on refresh of the screen you'll find
[04:36:28] that in my backlog that is story no longer exist.
[04:36:42] I'll change the story to done and then I'll refresh the screen.
[04:36:54] Now this is also removed. Can anyone of you help me know Can anyone of you help me know why these stories are getting removed why these stories are getting removed when I'm changing the status to done?
[04:37:07] The simple straightforward answer is backlog means remaining work items. When I change the story status to done, it means it has been completed.
[04:37:21] Once it has been completed, it's no longer a backlog. It's a completed work item. Now, if I want my story back in this backlog, what I'll do? If I want those items to be back in the backlog, what
[04:37:38] Jagen was suggesting, I'll go to this more to the recent option. In the recent more to the recent option. In the recent option, I'll find my stories here
[04:37:50] option, I'll find my stories here like login page. like login page. I'll change the status from done to in progress. I'll again click on this link.
[04:38:04] Go to the backlog and this story reappears. reappears. Same thing. I'll go to the more option recent and I'll check for
[04:38:21] the other story that I have here and I can again change the status and it will be back in my board again.
[04:38:38] Sean is mentioning that if it is completed in the backlog, won't you do the sprint points? If it's that's a very good point that Sean you're mentioning here. A very good point I must say. This is just to
[04:38:52] point I must say. This is just to explain you all Sean and others the workflow but ideally in our sessions to come we'll discuss how to come up with the sprint backlog how to plan the sprints. This is just to explain you all
[04:39:07] sprints. This is just to explain you all how this this workflow works. Okay, but not exactly what we do in our agile projects. It's a very good point. Yes, point noted and it's very valid point and thank you for coming up with this
[04:39:21] thing. Very good point. Yes, this is just to explain everyone. Okay, since we in the very first session talking about Jira to just to explain everyone that how the items are removed and how the items are added. I have mentioned this
[04:39:34] thing but yes, your point is very valid one. It is something that we can easily do with the help of spring planning. Here we cannot directly remove or add Here we cannot directly remove or add the items. Okay. Correct. Absolutely
[04:39:47] correct. Okay. Thank you. Thank you uh Shford for coming up with such brilliant comment that with the last 30 minutes. Appreciate your patience and responses everyone. Other than recent how can we
[04:40:02] everyone. Other than recent how can we edit from done to in progress. So that you need to plug and play. for me. Yes, I can tell you different alternatives, but it's for you to plug and play with this app and see where you'll find all
[04:40:16] such options. Okay, there are several ways to do this thing. You can do it here. You can open your work item, go within this thing and plug and play with different options. Okay, so I leave it to you all to do this thing.
[04:40:30] Yes, story points, we'll talk about it. We haven't discussed those things yet. So we will talk about the story points, splitting the stories and everything. splitting the stories and everything. Okay. Now how to write the story? We
[04:40:45] have not discussed this thing yet. This is something I'm giving you all as This is something I'm giving you all as a homework today and then we'll discuss on this thing in our next session. How to write the stories? I have one link
[04:41:02] now. and then we'll discuss this thing in and then we'll discuss this thing in detail in our next session. So how to write the stories? This is one very good
[04:41:19] u link. I'm sharing with you all this link and this is from very famous personality in the business analysis world. You all must have heard of one name as Mike Con. Is anyone who knows about who is Mike Conn?
[04:41:36] You'll you'll see his face here. Mike Khan a very famous personality in US and Canada is one of the pioneer is somebody who was one of the drivers behind this agile methodology being adopted by so many
[04:41:53] methodology being adopted by so many countries, so many projects. So Mike Con has suggested few things how to write these stories. So before you listen to what Bab has to say about how to write the stories is better to listen to
[04:42:09] the stories is better to listen to someone straight from the horse's mouth. Okay. So this is the homework for you all. Read through and see how to write the stories. How my record is suggesting you to write the stories and then we'll
[04:42:25] discuss in the live session how to write the stories in detail. Okay, J is also a ticketing tool used by operations to raise the tickets. But
[04:42:37] we'll not focus on ticketing. We are not here to learn production support. We are not here to raise tickets. We are here to learn analysis. Jira has a
[04:42:49] diversified use. But we'll just focus on the analysis part. Okay. So ticketing we will not focus upon that's something for operations people to do. We are here to learn analysis. So we'll focus upon creation
[04:43:04] of stories aexics and create some important BA deliverables. Yes, let me share the link. This is the mountain goat software everyone. And here everyone you'll find more than 200
[04:43:21] plus stories that you can download for free. Okay. So you can watch his videos on YouTube as well. People who are new to YouTube as well. People who are new to the analysis world go to or like you can
[04:43:35] visit uh his website and go through his articles, go through his videos and also articles, go through his videos and also on YouTube you'll find a lot of videos Mike Con telling you how to write the good stories. So first give priority to
[04:43:51] my con then your trainer in the next session. Okay. So, just read through, explore, do some research and see how to write the stories and then we'll discuss
[04:44:03] the stories. I have those things here but I'm giving you all some time to do your own research first and then we'll see how to write these stories and then we'll move ahead and we'll talk about the very first knowledge area business
[04:44:17] analysis planning and monitoring. So everyone in our first two sessions the introductory sessions we had discussed about we had covered chapter
[04:44:29] number one and chapter number two on the Bab guide. I hope I believe I presume that everybody has got access to this book that you see on your screen. Is anyone who joining in today and he or she was not there in the first two
[04:44:44] sessions and you need access to this book. Yes, you all have the access. Anyone with the answer as no? book. Perfect. So, everyone in our very first session, the very first topic that
[04:44:59] first session, the very first topic that Paul had discussed was about what is business analysis. Here we have discussed about the Here we have discussed about the importance given to the fivew analysis
[04:45:12] importance given to the fivew analysis to ask questions gain more clarity to ask questions gain more clarity work on the factual evidences
[04:45:24] zero level of assumption research exploration investigation research exploration investigation through a processcentric lens through a processcentric lens focusing upon the business objectives
[04:45:38] stakeholder. No implementation biasness and these all things would help us come up with a proper clear definition of business needs. Then the corresponding solution.
[04:45:52] This would enable a change and this change would help in continuous improvement. Alongside we had also discussed about the purpose of the pip guide every F1 and with the help of few statistics we
[04:46:05] try to understand the importance and significance of the requirements and how these helpers come up with a complete solution. In these statistics we found that due to poor requirement there are a lot of you
[04:46:19] may say defects a lot of money spent and wasted on fixing the bugs and issues. So all such things we have discussed everyone as part of what is business analysis and the purpose of the box guide.
[04:46:35] Then after these things we had discussed about everyone who is a business analyst. Here we had first discussed about the major difference between responsibility versus accountability.
[04:46:50] Responsibility is more about the ownership working on the given task directly while accountability is more about tracking, monitoring, evaluation, providing environment and it's more of
[04:47:05] an answerable role. Yes. And then we have discussed about the responsibility of the business analyst and a very important one is to perform requirements elicitation. Whenever a BA is performing the
[04:47:20] requirements elicitation, it's an important thing for him to cry. three important pillars to requirement solicitation. Collaboration, research and the experiments.
[04:47:35] collaboration we'll discuss in detail maybe in our tomorrow session as part of plan stakeholder engagement we'll talk about how to identify the stakeholders their characteristics how to perform a stakeholder analysis create create
[04:47:51] matrix like receive matrix stakeholder matrix and others so collaboration we'll discuss in detail as part of 3.2 into research also we'll discuss with the help of few important techniques like data mining data modeling and others
[04:48:05] research is more about discovering the information looking at historical data and identifying certain patterns and trends in historical data all such exploration would be part of the research experiments we'll discuss if
[04:48:20] time allows today as tomorrow we'll talk about creation of proof of concepts PC's creation of the wireframes and we'll discuss honent trial as well hidden
[04:48:32] trial these all are the important experiments performed by the business analyst so that's how we have discussed this is what we had discussed about everyone as part of requirement solicitation
[04:48:46] but also discussed about everyone the structure of the Babok guide six knowledge areas in total from chapter number three till chapter number eight six knowledge areas 30 important tasks clubed under these
[04:49:02] six knowledge areas and 50 important techniques to accomplish these tasks to work on these important task as part of these six knowledge areas. So these [clears throat] were few
[04:49:15] important things everyone that we discussed as part of chapter number one. Then as part of chapter number two everyone we had discussed about the everyone we had discussed about the business analysis key concepts
[04:49:28] and here the very important topic that we had discussed the first topic as the we had discussed the first topic as the backup model the BACCM model or simply backup model the BACCM model or simply business analysis core concept model.
[04:49:42] Now the question for you all is Shivangi, Vijendra and everyone else. Shivangi, Vijendra and everyone else. Here we had discussed about the six core concepts. Can anyone of you help me know
[04:49:56] what are those six core concepts? Let's go to that we had discussed in detail as part of the backup model if you all can recolct. recolct. So we have discussed about N CS and CVS
[04:50:14] need we had discussed that this can be in the form of in the form of okay so not to worry let me share just give me a second guys let me share with Ve uh the drive link it's an important
[04:50:28] thing for everyone to have access to this link so those of you who are not there hope those people who were not there in the previous two sessions. So please bookmark this link and here
[04:50:43] So please bookmark this link and here you'll find CBA ebook folder and within this folder you'll find the baba guide. So it's for everyone. Please check and confirm Vive and others who were not there in the previous sess
[04:50:58] previous two sessions. Check and confirm. Is everybody able to download the book with 514 pages? the book with 514 pages? Yes, Vive. And how about
[04:51:10] uh the bupen? Yes, you are with me winner. Perfect. So everyone [clears throat] we had discussed about the six core concept. Let's come back to our topic that we had discussed in our previous session. And
[04:51:23] one more thing Vive and Rupend since you were were not there in the previous two sessions you'll find the recordings in your LMS under my classes here. I'll
[04:51:37] strongly recommend to go through the recordings of the previous two sessions. This would help you gain better understanding and you'll be able to come up with yes more engagement more discussion with me in the live sessions.
[04:51:52] So please ensure that you go through the recordings really help you understand the topics better. Okay. So thank you Vive and Bendra. Yes.
[04:52:04] So we have discussed about need change solution change solution context value and the key stakeholders. As part of needs everyone we have discussed about that needs can either be
[04:52:19] in the form of problems or this can also be in the form of opportunities to grow. For problems we have discussed the canteen ordering system project and for the opportunities we had discussed about the WhatsApp pay.
[04:52:36] discussed about the WhatsApp pay. Yes, change we had discussed is about act of transformation response to the given business need. When we transition from one state to another like for example in canteen ordering system
[04:52:50] instead of going to the cafeteria now people are ordering the food online. That's a change. Solution is way to satisfy one or more needs in a given context. Context we have discussed are the circumstances
[04:53:06] that influence or influence by and provide understanding of the change that why a chain has been initiated. So context is about the background context is about the summary the existing behavior that helps us understand three
[04:53:20] important things. So context would help us define the business objectives, the business drivers the business drivers and also the background.
[04:53:34] So somebody asked you this question in job interviews that why it is so job interviews that why it is so important to define context when you are analyzing and defining the backup model. So context is going to help you in
[04:53:47] creation of BRD. And in BRD when we write the project summary, it's an important thing to define the business objectives, the business drivers and the background. These all things can be clearly defined
[04:54:03] if you know what is the context. So that's why context as one of the important core concept is most important one. Okay. So we have discussed about
[04:54:16] the context in detail and then we have discussed about every one value parameter. Value can be further broken down into two smaller factors. Can anyone of you recollect
[04:54:30] Can anyone of you recollect what are the two important measures? Those may help you define the value parameter. So Shivangi is coming up with the best answer, the first answer, the right answer. And we have also we can
[04:54:46] see Shivangi Kita is also the right answer here. Business value everyone and the customer value. Business value everyone we'll discuss in detail with the help of Yes. Subhab you are correct. Business value we had
[04:55:02] discussed on high level in detail we'll discuss possibly in our next session or next to next session we'll talk about that business value is all about the profitability and to calculate the
[04:55:16] business value we'll take the help of ROI ROI payback period present value net present value internal rate of return total cost of ownership cost of the change,
[04:55:31] opportunity cost, sum cost, these are all calculations we'll discuss with the help of some numerical problems. So those would help you understand how to calculate and estimate the business value.
[04:55:44] Customer value is a bit straightforward. Customer value can be measured with the help of two factors. Can anyone of you recollect those two Can anyone of you recollect those two important factors? Those may help you
[04:55:57] define the customer value or measure the customer value of the one. customer value of the one. One is house of quality One is house of quality and another is voice of customer.
[04:56:12] House of quality simply means you come up with all the define all those important features, functionalities, behavior that may drive customer satisfaction. House of quality leads to minimum
[04:56:28] valuable product. Now I've given you all one homework to read through one article from the bat times.com. How many of you got this chance to go through that article? The title of the
[04:56:44] through that article? The title of the article was demystifying MVPs. Did you? Yes, you went through that. Okay. So we'll discuss this thing today in detail that article as well during the Q&A time and that article is very
[04:56:58] important for people who are preparing for the job interviews and also people who need the analysis who want to know and understand what is MVP what is P what is prototype
[04:57:12] what is prototype what is MLP what is MMF so all such thing you'll find in that article so today we'll talk about that article as define the minimum valuable product. What is MVP? This we'll discuss today in
[04:57:28] detail. And then we discussed about voice of customer. Voice of customer is more about the feedback, the review comments, the suggestions from the key
[04:57:40] stakeholders. So, BCC model these key terms we discussed in detail and then we discussed about everyone the discussed about everyone the requirements classification schema
[04:57:52] requirements can be broadly classified into four major categories everyone into four major categories everyone 2 3 4 and this question is for you all 2 3 4 and this question is for you all to answer what are the four major
[04:58:07] classifications to the requirements that we discussed in our previous session four different types of requirements. types of requirements. Ashwaryia Pabi both of you are wonderful
[04:58:22] with your answers. Vijendra Maduri Glennice yes what you are mentioning Glennice is part of the solution requirement that's also correct thank you Isaiah thank you yes
[04:58:36] you Isaiah thank you yes but your answer isa is something that's things let's first talk about the fundamental requirements then the derived ones okay so we had discussed about first thing is high table
[04:58:53] statements of goals and objectives. Those are your business requirements. Then it's an important thing for a BA to understand the concerns, ambiguities,
[04:59:08] challenges faced by the key stakeholders. Document their viewpoints and views. Understand what are their expectations.
[04:59:20] understand what issues they are facing and those all things are part of and those all things are part of stakeholder requirements
[04:59:33] requirements combined together these are documented in one standardized template and that is known as BRD yes now these two are everyone considered to be the highle requirements
[04:59:50] BRD is the high level requirement and then what you'll do as a business analyst is what Glennis is mentioning here that we'll then perform a detailed
[05:00:03] analysis perform research exploration and investigation apply several techniques and those will help us come up with the solution requirements everyone
[05:00:17] and these solution requirements ments are the low-level requirements and the solution requirements can be further decomposed into functional further decomposed into functional and nonfunctional requirements.
[05:00:35] non-functional requirements like I've given you all one homework to go through given you all one homework to go through page number 303 from the Babok guide. page number 303 from the Babok guide. Yes, there were total 15 NFRs.
[05:00:47] Can anyone of you recollect at least five NFRs five NFRs out of the 15 in your Babok guide? out of the 15 in your Babok guide? Those NFRs, what if you all recollect?
[05:00:59] Performance, efficiency, the one of the very important one performance efficiency, maintainability, maintenance, security. Gajula, you're talking about one of the very important one. So, let me add a
[05:01:13] Rehad to your answer. Gajula you're talking about one of the uh hot topic talking about one of the uh hot topic that we have nowadays security is one of the very important NFR I must say if in a job interview they ask you
[05:01:29] this question that if you have to prioritize the NFR [clears throat] which one would be the top in the list so you must say security
[05:01:43] scalability system availability, compliances, localizations and one very important one that you are missing is usability, ease of use.
[05:01:59] How well you are able to come up with how well you are able to come up with how well you are able to come up with the design, the solution that is usable for the purpose SLA Shvad is talking about. Yes. So
[05:02:12] SLA Shvad is talking about. Yes. So these all are important NFRs that we had discussed. NFRs may not be visible but you can simply feel them that yes the NFRs are met. So that's why sometimes you may
[05:02:26] find in few books that NFRs are also considered to be environmental conditions supporting conditions. Yes. So functional requirements, non-functional requirements, we had
[05:02:40] discussed a third pillar and the fourth one is your transition requirements. of requirements that we had discussed in detail as part of requirements
[05:02:54] classification schema. We had also discussed about one BR template not the full but yes first few pages we had discussed as part of the BD template and
[05:03:06] then we had also discussed about everyone the Jira tool and there we had tried to create few highle requirements in the form of an epic and one epic we had tried to link with several stories and establish parent to chat
[05:03:21] relationship between the epic and the user stories. And then we also discussed about the stakeholders requirements and design we are trying to discuss with the help of the Jira tool. This is something that we
[05:03:35] have discussed on high level. We'll discuss in detail designs as part of chapter number seven. Again so these were everyone few important previous two sessions. Today we're going to start with a very
[05:03:52] important the first knowledge area monitoring. But before that, if you all have any question, if you all have anything that you have gone through during the
[05:04:07] weekdays and you want me to cover that topic again or if there's any any topic that is not clear to you and you want me to summarize it, we can do that one more
[05:04:19] to summarize it, we can do that one more time. So, I have one question for us. transition requirements. If you all remember, we had discussed that these are all enablers. If you all recolct this was the very
[05:04:33] first topic that we had discussed the very first session. What are the enablers everyone? Enablers are all those important requirements. Those may help you transition
[05:04:47] successfully without any hassle without any barriers in the realization of value. Transition requirements can be in the form of training, business continuity plan,
[05:05:02] offers and all those temporary requirements. Those may help you ensure that there's hassle-free and a smooth transition to the new future state. And we'll also discuss this thing that these transition
[05:05:19] discuss this thing that these transition requirements are often unneeded once we successfully transition to the new future state. Okay. And if somebody asks you the example for it. So example is your
[05:05:34] example for it. So example is your workshops, trainings and even the business continuity plan. These all are part of which is this thing. Do these things may
[05:05:49] go in hand with business requirements. Now you can see here you can create it along with business requirements. But the good thing would be that first you understand the solution and then come up with the enablers because the reason is
[05:06:03] with the enablers because the reason is ven and others br the highlevel information with highlevel information would you be able to train people no you won't be able to tell the nitty-gritties you
[05:06:16] won't be able to explain people in detail if you're just going with BRD and creating a transition requirement a good practice will be that Once you have a solution ready then according to the solution you come up with the
[05:06:31] transition requirements. That's why that's why transition is the last one. If it was something driven by business requirement that it would be something close to business requirement but it is closer to solution requirements.
[05:06:47] Getting it? So it is derived from it for sure but yes it will be a good thing to have first a solution then you come up with a workshop or training program.
[05:06:59] with a workshop or training program. Okay getting it? So the answer is find the same thing in your in your book as well. If you go to this one, you'll
[05:07:12] as well. If you go to this one, you'll find here training and business continuity. These all are and business continuity. These all are examples in your book if you see here
[05:07:26] data conversions. If you have trainings, business continuity and they are business continuity and they are temporary in nature.
[05:07:38] terms it helps it helps your user gain more confidence. your user gain more confidence. It helps you promote your product.
[05:07:50] It helps you promote your product. It helps your user make an effective use of the solution of the product being delivered. As simple as that. delivered. As simple as that. Getting it.
[05:08:07] requirements. Any other question from you all before we start with our first topic for the day? day? FRD. Yes. Now P is a very good point. P
[05:08:20] FRD. Yes. Now P is a very good point. P is saying that you never talked about is saying that you never talked about you never talked about the FRD. The you never talked about the FRD. The reason is Pavi in the agile world. I
[05:08:33] today we'll discuss FRD in detail but let me make it very clear in the agile world in the modern day agile world in your world I'll not say my word because when I started FRD was the most critical
[05:08:49] document to create but for you all people who are new to the analysis world creation of stories
[05:09:04] features. This is considered to be the lightweight documentation. The new documentations and FRD, FSDs, SRS
[05:09:19] FSDs, SRS are no longer significant. We will talk about it. I have some FRD templates to discuss with you all. We'll talk about use cases and as well. But for you all it's more important to know
[05:09:32] more about the stories. How to write the stories? How to document them? How to create the AEX? FSD, FRD, SRS FSD, FRD, SRS is now thing of the past.
[05:09:46] When I was new to the analysis world in those days, FRD and FSD was the most those days, FRD and FSD was the most critical document to create. But now documents.
[05:09:58] It's considered to be documents overhead and in most of the projects all across and in most of the projects all across the globe nobody's creating it now it's of no use in the agile world the tools like Jira Azure DevOps have made stories
[05:10:14] more significant more important and FSDs are not that important but yes we will talk about it I have FSDs in my drive talk about it I have FSDs in my drive link if you see here FSD and SRDS and
[05:10:27] link if you see here FSD and SRDS and we'll talk about it once we'll reach to this topic requirements analysis and design definition here we'll talk about FRDS and FSDs okay so there is a difference for sure
[05:10:43] okay so there is a difference for sure kind of those FRDs SRS FSDS but a very very very thin line of difference so those things we'll discuss in detail okay but for you all it's an important thing for you all to focus on tools like
[05:10:57] thing for you all to focus on tools like Jira focus on creation of the stories understand more about the story did I share with you all the mountain god software link in the previous session for you all [clears throat] yes so for
[05:11:11] you all it's an important thing to listen to Mike Con listen to Mike Con is the pioneer he's the one who was part of the agile community and if you listen to his videos if you go through how to
[05:11:27] write the stories here. This is what you need to focus more upon. FSDs and SRDs are not important for you. Okay. So go through his videos, see how the stories are created. See look at backlog stories and explore this link.
[05:11:44] Yes. And how to write these stories. I think I had shared with you all this girin syntax and all these things are important. FSD is not that important for you. Okay. But we will talk about that since I have spent more than 10 years 11
[05:12:00] years creating FSDs. I'll definitely talk about it. Okay. talk about it. Okay. Any other question from you all? If there's no other question, shall we start with the first topic for the day
[05:12:15] and that is business analysis planning and monitoring.
[05:12:28] Shall we move ahead? Yes. So thank you Shabas Bin and Yes. So thank you Shabas Bin and everyone else Gajula and all. So the first topic for the day everyone is a and others
[05:12:44] business analysis planning and monitoring Rafael and others. This is the icebreaking This is the icebreaking you may say knowledge area or a very
[05:12:58] important [clears throat] one to start with your analysis business analysis planning planning as well as monitoring
[05:13:13] as well as monitoring popularly known as BAPM business analysis planning and monitor. ing and this knowledge area has monitor. ing and this knowledge area has five important task everyone
[05:13:31] I'll use different ink here plan business analysis approach
[05:13:45] plan business analysis information management And at last identifying business analysis performance improvements
[05:13:59] CBAP examination for them it's an important thing to create some short important thing to create some short form like this A S G I P
[05:14:12] yes A is your approach today we'll discuss about the approach it can be predictive it can be adaptive A waterfall of the agile methodology. We'll discuss in detail today. A is your approach.
[05:14:26] S everyone is about the stakeholder engagement. Here we'll talk about how to identify the stakeholders, their characteristics, how to perform
[05:14:38] stakeholder analysis. Those all things are part of stakeholder engagement. G stands for governance. I stands for information management and I stands for information management and P stands for performance improvements.
[05:14:53] Please make a note of this thing everyone and then we'll start with 3.1 everyone and then we'll start with 3.1 plan business analysis approach. Once you noted down this part you can mention chat box is done or give me a
[05:15:06] thumbs up. We'll then start with 3.1 and we'll discuss plan business analysis we'll discuss plan business analysis approach.
[05:15:23] everyone 3.1 plan business analysis approach and let's see what we have as part of this task here. Plan business analysis approach everyone. So, thank you Samra Sup and everyone else for your
[05:15:37] confirmation. Let's [clears throat] start with the first one. plan business analysis approach. So you all can see on your screen here everyone
[05:15:51] everyone I share everyone else it says everyone define overall method to conduct business overall method to conduct business analysis activities.
[05:16:09] [clears throat] this can be a traditional method a traditional method this can be the modern day method the new method and now it can be a old method it can be a method when I was new
[05:16:25] to the analysis word it can be a method when you all are new to the analysis when you all are new to the analysis word yes so method can be every one the word yes so method can be every one the old one or you may say Old is not a good
[05:16:37] word to use. So I'll use the word traditional. Yes, method can be traditional. Method can be the legacy method
[05:16:50] can be the legacy method or simply in bracket old one. Yes. Like or simply in bracket old one. Yes. Like a train and method can be the modern method, the new method. Yes.
[05:17:09] the traditional method. This is method. And we'll discuss why it is known as predictive in few minutes. And the new methodology is known as can
[05:17:22] anybody guess what is the name given to the new methodology? The new ways of working that word is accepted. that word is accepted. The new method is adaptive.
[05:17:37] The new method is adaptive. Yes, adaptive is the new methodology. The adaptive, the advanced one, the adaptive one. Predictive everyone. If I adaptive one. Predictive everyone. If I talk about predictive examples can be
[05:18:04] very important and very popular when I was the college pass out. When I was looking for a job in those days, these methodologies were like you may say religiously followed in the IT
[05:18:19] world. But now after around 20 years or so, there's a drastic shift. These are considered to be the old school. These are considered to be outdated
[05:18:33] and these have all been replaced with adaptive methodology. And this includes agile and devops.
[05:18:54] So everyone we have discussed here about the methods. These can be of two types traditional or the modern. Traditional methodology it is known as predictive methodology
[05:19:10] and the modern methodology it is known as adaptive methodology. Adaptive in the sense adaptive in the sense it is more flexible. Flexible in terms of
[05:19:25] delivery in terms of documentation in terms of communication in terms of release plan as well. So that's why it is adaptive and this is predictive. Please make a note of this everyone and then we'll discuss the
[05:19:42] differences between the two predictive versus adaptive. You first make a note of this thing also this it's mentioned your class notes. Once you are done with this thing give me a thumbs up. We'll then start with
[05:19:58] me a thumbs up. We'll then start with the difference between the two.
[05:20:10] so everyone let's [clears throat] talk about the differences about the differences and in your bab [clears throat] guide and in your bab [clears throat] guide in your baba guide
[05:20:26] missing your responses thank you for your thumbs number 27 I request you all to please open this in
[05:20:38] I request you all to please open this in pal on your screen as well this table pal on your screen as well this table that talks about the difference between predictive and adaptive. Please check and confirm. Is anybody able to find
[05:20:50] and confirm. Is anybody able to find this table in the book? this table in the book? Approach predictive versus the adaptive. Please check and confirm. Page number 27. Everyone.
[05:21:08] Yes. Lord S. Everyone else. Perfect. Now you all can see everyone. There are four important differences. People who are new to the analysis world, learners who are preparing for
[05:21:24] world, learners who are preparing for the job interviews, this table is very very important for you all. You all can bookmark somewhere, you all can write it somewhere that it's an important thing for you all to know the four differences
[05:21:39] between the predictive and the adaptive methodology. First one everyone is solution definition. Let's focus here.
[05:21:52] It says defined defined before implementation
[05:22:09] the analysis mode when we used to create FSD and SRD. Today you all had questions around it FSD SRD. So this used to happen when we used to write FSD and happen when we used to write FSD and SRDS.
[05:22:26] But now what is happening? If you look at this keyword here, If you look at this keyword here, define in iterations
[05:22:38] to arrive at the best solution or improve an existing solution. us to understand. Let's try to understand this thing with the help of one example. The very first point solution definition.
[05:22:52] now. So So let me create some let me create some data here some example here. So we are
[05:23:05] talking about a approach and let's first talk about the predictive one. The predictive approach in the predictive approach everyone there was one target
[05:23:21] SDNC that was very popular. Can anybody help me know what are the important steps that we follow in the SDLC the software
[05:23:36] development life cycle. people from the engineering background, people who [clears throat] have been into analysis or development for some time. What is the SDLC software development
[05:23:50] What is the SDLC software development life cycle? Let me write it here.
[05:24:09] requirements gathering. You have gathered the requirements and you come up with
[05:24:42] you'll ask your development team development team to develop the code or code implementation. I'm just covering the basic steps, not
[05:24:56] all the steps. Then what will happen is developers are going to develop the code and then once the implementation is done and then once the implementation is done code implementation
[05:25:13] here again and again complete implementation
[05:25:35] On this is done then there'll be testing quality analysis quality assurance I must use the word quality assurance for the complete solution.
[05:26:00] complete solution. Then what will happen after the testing? What's the next thing? The user acceptance. Yes. After user acceptance, what you'll do? You'll go live.
[05:26:19] or you will push the change the change to
[05:26:34] Yes. So user acceptance is about this sign off and then you deploy to the live environment. Yes. And then if there is some issue then you will maintain the things. Yes. These are the important steps
[05:26:47] Yes. These are the important steps everyone. what we used to do in the predictive world
[05:27:00] in the predictive world and let's see let's try to understand what is happening in the new agile world. In the predictive approach, the release plan
[05:27:14] is equal to sometimes [clears throat] 3 months. It can be 6 months or in even few projects
[05:27:26] or even one year. or even one year. Yes.
[05:27:40] meaning of release plan. Yeah, release plan simply means you analyze, you deliver a solution within a given time frame. That's a release plan.
[05:27:52] Now what is happening everyone in the adaptive world adaptive world in the adaptive approach there is a slight twist in the tail there's a slight difference
[05:28:07] slight difference release plan
[05:28:21] but what we are doing is there is a concept of partial release or you may say
[05:28:33] or you may say incremental sharing the complete product at the end of 3 months we are sharing the partial
[05:28:49] solution after certain time period. Let us suppose I say we are coming up with a partial release that after every two weeks will deliver
[05:29:03] will deliver for RN requirements solution as one. for RN requirements solution as one. Yes. Now everyone, if two week is
[05:29:17] cycle number one, how many such short cycles we'll have in 3 months? Very simple basic mathematics. Release Very simple basic mathematics. Release plan is of 3 months and we are planning
[05:29:31] to deliver some part of the solutions, some part of the requirements after some part of the requirements after every two weeks. So we have total every two weeks. So we have total six times we'll deliver it. T1, C2, C3,
[05:29:46] T5 and C6. Is everybody clear with this thing that Y6? Yes, because our release is divided into smaller short cycles of 2 weeks
[05:30:00] duration. Now what is happening in what is Now what is happening in what is happening here is in C1 you deliver S1 happening here is in C1 you deliver S1 in C2 you deliver for R2
[05:30:15] S2 and in C3 what you're doing is R3 and and in C3 what you're doing is R3 and for this one S3 and similarly for this one S3 and similarly similarly for C6 you have R six
[05:30:31] similarly for C6 you have R six and you have S6 as a solution. So what is happening here everyone? Instead of delivering the complete solution, instead of doing the complete analysis
[05:30:45] instead of doing the complete analysis up front, what we are doing is we are coming up with the incremental delivery concept, the action release concept and concept, the action release concept and these two weeks are the iterations,
[05:31:01] the repetition that we have within this 3 month cycle. Now my question to you all is which approach do you all think is more flexible? Which all approach do you all think is
[05:31:17] better? The second one adaptive or the first one predictive in terms of solution delivery. The second one is more productive everyone. The reason is the main reason is if
[05:31:33] if something goes wrong in the first cycle, something goes wrong in the first cycle, you have the ability, you have the flexibility to make corrections in the upcoming
[05:31:46] cycles. It brings in more visibility. Now you all can see here after every two week if I'm sharing something with Anurag Anurag has more visibility. Anur is not waiting for 3 months to get
[05:32:02] over to look at what what's the product what it looks like. Every two weeks he's getting some flavor of the solution. Every two weeks he's getting something to test and analyze.
[05:32:16] He can come up with his continuous feedback. He may come up with his comments. He may come up with sort of plan to make certain improvements. That way it helps us come up with a rapid delivery, a quality delivery and more
[05:32:32] delivery, a quality delivery and more you may say ability to negotiate, ability to adapt and this way it helps us come up with a better quality solution. Now everyone
[05:32:47] this two week cycle if it is consistent throughout the if it is consistent throughout the release plan there's name given to it. What is the name given to fifth iteration everyone?
[05:33:01] This fifth iteration that we're talking about what's the name given to it? Fifth iteration. A sprint is the right answer. A sprint is the right answer. everyone these fixed iterations
[05:33:17] these fixed iterations of two weeks this is your sprint now I'm not saying that it's always two weeks you may customize it in your project and make it one and a half week or something like that so let's see how it is created
[05:33:31] like that so let's see how it is created so in your Jira in your Jira everyone you all can see I have this backlog here and in my backlog you all can see here and in my backlog you all can see here that I just remove this and start from
[05:33:46] that I just remove this and start from the scratch. If you see if I delete this I have an optional button to create the sprint and it says add dates. Now sprint number one duration if I make it as two weeks and update you all can see here
[05:34:01] that two week cycle we have here and then if I create another sprint so this will be another sprint it should reflect the dates let me make it as 2 weeks
[05:34:16] the dates let me make it as 2 weeks the starting date today and update why it's not but it should reflect the date Here you can see a sprints are date Here you can see a sprints are created with a given dates here. So this
[05:34:30] concept of the sprint everyone helps us divide the release into smaller short iterations. Yes is
[05:34:44] is asking is saying that is adaptive something different from the predictive something different from the predictive in terms of the SDLC? No. The same thing is followed. It's a release within a release.
[05:34:57] The same thing is followed in agile as well. But the only thing is the main important difference is the requirements gathering that we're talking about is gathering that we're talking about is not gathering the complete requirement.
[05:35:12] Adaptive comes up this concept of partial breaking down into smaller fragments iterations. So cycle is going to remain the same but the only difference is it's not the
[05:35:27] complete requirement. You are going to gather the requirements for sure. You are going to talk to the stakeholders but not on the complete thing but on the partial things that makes this approach flexible.
[05:35:41] Okay. And then one very important thing is that BA is not going to analyze the things in the sprint. A sprint is for the technology and
[05:35:54] testers to work. Your analysis must be ready before the start of the sprint. So BA never works in a sprint. BA always works in the in a sprint. BA always works in the release cycle. Okay. Pash and others are
[05:36:10] I making sense to you all. So BA is not working in sprints. A sprint is not for BA to work. BA should be ready with his or her solution before the start of the sprint. BA is analyzing the things concerning
[05:36:26] the whole release plan and then it's for the team to divide to smaller chunks and prioritize it. So if I go take you all back to your first point, it will make more sense to you all. If you look at first point Raj and everyone else
[05:36:43] solution definition defined before implementation to maximize control and minimize risk but here solution is not the complete here solution is not the complete solution. It's a partial solution define
[05:36:57] iterations to arrive at a best solution or improve an existing solution. Is everybody now able to understand point number one? Yes. Is everybody able to understand this thing?
[05:37:12] Example, as I mentioned, example can be let us suppose I say you are developing let us suppose I say you are developing canteen ordering system. Yes, you're developing canteen ordering system and it has
[05:37:27] several requirement components to create a login page, food menu, payment gateway. Yes. Food for delivery feedback.
[05:37:40] If you are in the predictive world, all these requirements those are prioritized these requirements those are prioritized for the release must be closed first. You should come up with the solution, get the sign off and then you'll start
[05:37:54] with implementation. But but in the agile world, even if you have got this sign off on the login page feature, you may start with your feature, you may start with your development.
[05:38:12] sign off may help you start with your development but in the previous one the complete approval and sign off was required to start to start with your to start with your implementation. So it's defined
[05:38:27] before implementation solution but here it's not about defining the complete solution. is about some part of the solution discussed and agreed and you solution discussed and agreed and you may start with your deep
[05:38:42] are you with me vija and others. So the important thing here is that [clears throat] me talk about the risk as well. The important thing here is this is a very rigid approach.
[05:38:57] rigid in the sense let me let me take you [clears throat] all back you have a very good question let me answer this so software development life cycle was religiously followed in the waterfall
[05:39:13] methodology why the name waterfall everyone can anybody anybody guess why the name was defined as waterfall
[05:39:27] for the predictive approach. Waterfall because what? How water falls? What what's the flow? Water falls from the high altitude to low altitude. Yes. It will go with gravity.
[05:39:44] Yes. It will go with gravity. Yes. High to low. And it has steps. Imagine. Imagine Anurag and Kitika are the two business users
[05:39:59] the two business users and Vijayra was the BA gathering the requirements from them and they provide some sign off here. They say okay they give you a sign off start with your development.
[05:40:13] start with your development. Anurag and Isha. Isha are the human beings. They are not robots. And it may be that Anra has given this sign off. But then later he thinks that he wants to add few more things. It may happen.
[05:40:28] Yes. Anorag and Isa. It may happen that Anurag and Issha changed their mind and they want few more things or they want to exclude few things. They have given the sign off but that sign off doesn't mean that it's the end of the vote that
[05:40:42] you cannot make changes. It may be that want something new or want to delete something and there problem starts to happen. There was no scope hardly any
[05:40:55] happen. There was no scope hardly any scope of making changes to the already ex you may say agreed upon requirements of the corresponding solution. Changes was not welcomed here. If there are changes, yes, you cannot change
[05:41:09] things in between. If there are changes, you are requested to create one change request and this used to be prioritized after 3 months. Imagine. Imagine if an has missed something during a sign off as a business user. He has to wait for 6
[05:41:24] as a business user. He has to wait for 6 months to get this thing. And now 6 months time in the modern day agile, do you think anybody is going to wait for 6 months? No. No client, no team. In 6 months there's
[05:41:38] a lot of change. Yes, you may find in 6 months the complete development team has switched another company. You won't find the same developer that was there 6 month before. Yes, if you if you look at the trend
[05:41:50] earlier people used to spend 15 years 20 in the same company but if now if you talk to people the young blood they'll say in last four years I 11 companies but that never used to happen 20 years back.
[05:42:03] Yes. So what is happening everyone? The thing is we are in the adaptive world. Yes. It's about the rapid delivery of the software, the quality delivery and that's why the traditional approach
[05:42:18] traditional yes constant change and and the ability to handle that change that the ability to handle that change that makes this approach more fruitful more you may say acceptable [clears throat] to everyone.
[05:42:31] question? Are you able to understand this thing with the help of example that I shared with you all? So the example is if you come up with the complete solution first and then try to implement it. It's the predictive approach. But if
[05:42:46] you're able to get the partial sign off on even some part of the solution and if you're able to start with your implementation, it's you are working in the iterations, the small cycles, the small partial release within a given
[05:43:00] release. Second point everyone is the very important one and that is level of formality everyone. Now today I remember somebody was mentioning that did we talk about FSD,
[05:43:17] SRD, SRS SRS and I said no the reason is if you look at the second point you'll get the answer some I'm not able to
[05:43:29] recolct the name was that you p somebody else who talked about FSDs today so you else who talked about FSDs today so you all can see here information is captured in the standardized template in the old world
[05:43:53] I'll add BRD to this list as well. But now in the agile world they're using this new terminology and that is the light
[05:44:07] weight documentation. analysis world I'm talking about 2008 or 9 in those days when we used to create
[05:44:21] the FSDs this used to take more than 2500 pages use case documents more than four to five pages long
[05:44:34] and nobody's reading it everybody is scared to see such a heavy textual document but just for For the sake of SOPs, we were doing it. SOPs, we were doing it. But now those FSDs, SRDs, SRS have all
[05:44:50] been replaced with the lightweight documentation using tools like Jira, Azure DevOps. Even some of you would be using Rally as
[05:45:03] well, Trello. These all two helps us create some short crisp and you may say create some short crisp and you may say lightweight documents like epic features
[05:45:16] stories. So now it's more informal approach in So now it's more informal approach in the agile world. Okay, is everybody with stories and why we never talked about
[05:45:28] it? because this is considered to be comprehensive document heavy textual documents and in the agile world this is not required
[05:45:45] question that are you in favor of this thing do you think it's a good practice I don't think so I feel that these documents should still be created but the problem is you don't have that much of time in the agile world to write
[05:46:00] those comprehensive documents. These document used to help us in knowledge transfer, understand the things better, know all the important protocols. But now since we are in the agile world,
[05:46:14] everybody is the mad race to develop better software rapidly of the software. significant. It's all about creating some short CR It's all about creating some short CR documents using the tools like Jira,
[05:46:29] Azure DevOps and others. Yes, everyone is everybody clear this the [clears throat] second point level of formality. So in simple terms
[05:46:43] protocols, the SOPs, the standardized templates are getting replaced with
[05:46:55] lightweight documentation. Comprehensive documents are getting replaced with some small short crisp documentation
[05:47:07] documentation documentation. So that's why it's an important thing for BAS to know how to use the tools like Jira, Azure DevOps and web.
[05:47:23] In the first session, we have discussed about this thing on high level. In our sessions to come, we'll talk more about Jira. How to create the Jira dashboards, how to write your stories, how to link them with features and all such things.
[05:47:35] them with features and all such things. We discussed how to manage the backlog, how to prioritize it. All such thing we discussed using Gen tool. Third point everyone is about the activities.
[05:47:50] Very similar to solution definition. Same thing goes with activities as well. Activities required to complete deliverables are identified first.
[05:48:03] Very similar to solution. All the activities have to be defined. But here it's not important to define all the activities.
[05:48:15] Activities are again joined with small iterations with deliverables first and then associated task are identified. So even activities are not completely defined here. activities also in the
[05:48:30] defined here. activities also in the short iterations based upon the solution that we have. So that's about the activities and the So that's about the activities and the last thing is here past or perform
[05:48:42] specific phases. Phase can be of 3 months, 6 months, even one year. But here we have iterations. Those will be of 1 week to 4 weeks
[05:48:57] something in between. Ideally in most of the projects you Ideally in most of the projects you follow two week situation.
[05:49:09] So this is a complete you must say set of uh differences on your screen. I request you all to read through all the uh four differences. uh four differences. Third point okay let us suppose I say
[05:49:23] Third point okay let us suppose I say let us suppose I say is and one activity is let us suppose I say I'll make very simple for you all.
[05:49:39] I'll make very simple for you all. If I say your solution is canteen or system. So this is what you have to create
[05:49:52] to come up with the more simplified solution. And here in the predictive approach what you'll do is you'll come up with WBS
[05:50:04] work breakdown structure and decompose everything login page email address user ID
[05:50:17] password one-time password department and other details. First breakdown. Second breakdown of the food menu all
[05:50:29] the food items. Third about your payment gateway all the options. Fourth about your food delivery all the options. This is how you come up with the you may see
[05:50:42] here activities required to complete deliverables are identified first. This is how you'll come up with the things in the waterfall board. You define all the activities here and then you start with your development.
[05:50:56] your development. But in the adaptive world, this is not required to have everything. Let us suppose you're prioritizing login page in the scrum
[05:51:09] sprint one. You just need these details to start with. In the second sprint, you'll need these details. So it's not required to have everything before you start with the
[05:51:23] development. Whatever you prioritize as a solution for that thing you'll need the set of activities. the full activity. You don't need the complete list of activities. You only
[05:51:36] need the activities those are pertaining to those are linked with the partial solution that you're going to implement. Okay. Are you with me everyone? So activities are also you may say
[05:51:51] partially prioritized not the full set of activities. of activities. That's how we work in the agile mode. In That's how we work in the agile mode. In simple terms, it's about
[05:52:04] partial delivery concept wherein you break down the requirements into smaller chunks and work in an incremental delivery.
[05:52:16] Incremental means step by step, one by Incremental means step by step, one by one, not everything in one go. one, not everything in one go. Okay. So that's about the activities
[05:52:28] deliverables first and then associated tasks like you all must have seen this that now in the agile [clears throat] mode in the user stories we have an
[05:52:40] option to add the subtasks. How many of you are doing it? Subtasks are nothing but the activities those are within the given solution. Yes,
[05:52:55] getting it. And I saying in planning are we not going to break down and then prioritize? Yes, you are going to break down. But in the predictive thing, full breakdown. There's a difference here. It's a full breakdown
[05:53:12] It's a full breakdown and here it is partial breakdown. and here it is partial breakdown. Partial breakdown everyone helps you prioritize a smaller things a small little things in the first few weeks.
[05:53:27] little things in the first few weeks. It's not about the full breakdown full solution and then implementation. No, you are coming up with an incremental delivery and and others. So breakdown is not the full breakdown. It's about the
[05:53:41] partial breakdown based upon the solution partial solution that you have solution partial solution that you have prioritized and accordingly you work. Yes, you're working in bits and pieces. That's the you may say the good thing
[05:53:55] That's the you may say the good thing with adaptive vote. Getting my point? with adaptive vote. Getting my point? Yes. So it's not about like I'll give you one more example in in when I used to be uh like if I
[05:54:09] take back to the year 2012 when I started as a trainer in those days what used to happen that when we used to start with our live session
[05:54:21] sorry I used to tell my learners that today we'll discuss these topics and today we'll discuss these topics and we'll target to closed in today itself and this chat box was not there. We used to have the traditional uh Cisco
[05:54:38] application WebEx if you all have heard of. In WebEx we have an option to of Q&A and what used to happen I used to continuously speak for 2 hours and after
[05:54:50] 2 hours I used to open that Q&A when all the questions were listed and then I used to go through those questions one by one. But now you see the change. I I covered. I just mentioned this is the topic for today's discussion and then
[05:55:07] questions paralleling. What is happening? This is the agile training as well. Yes, we are not focusing on the whole thing. We are just focusing on one thing at a time. People gaining agreements. We are resolving conflicts,
[05:55:23] building consensus and then moving forward. That's a good thing with agile everyone. Yes, it may be difficult to decide on the timelines. No, let me make it very
[05:55:37] [clears throat] clear. Espin planning Espin planning when we talk about the adaptive work, it's part of your planning that you decide before the start of the cycle
[05:55:51] what is going to be the duration. Like for example, if I say release one and we decide together as part of the management team that for this release we'll have 2 weeks iteration. This is going to be fixed throughout the three
[05:56:09] month cycle. If you're not able to deliver something within a sprint, it deliver something within a sprint, it may be like pushed to the next sprint. like if you promise that we'll deliver something and we're not able to then
[05:56:25] there will be penalties. No, you have come up with certain estimates you'll try to complete it. If not that's push to the next sprint. Yes. So it's not difficult. It's very planned approach. It totally depends
[05:56:39] upon how management decides how to size these sprints. Usually you'll find 2 weeks duration but in few projects it may extend to 3 weeks 2 and a half weeks based upon what management decides.
[05:56:55] Yes. But what agile community suggests the ideal duration of 2 weeks duration. Okay. Yes. Anna is Shivangi
[05:57:08] Pabi and others are you all with me? like we have SDLC of predictive what do we have as it's the same thing it's not something different you have to first
[05:57:23] differences in SDLC also what you were doing you first gathering the requirements then development the same thing happening agile mode as well but the only difference is that it's not the
[05:57:39] only difference is that it's not the complete solution it's the partial solution solution. Same thing is there in agile as well. It's a release within a release but the only difference is the
[05:57:52] only difference is the the partial release part of the solution not the complete solution. Okay.
[05:58:08] But the first thing is Shivang and others are you all clear with this table that you all see on your screen. Is everybody clear? If they ask you this what is the timing, what is the level of formality, would you be able to answer
[05:58:23] such questions? Yes, Shang and everyone else. So this was about everyone. The first thing the first thing as part of PL thing the first thing as part of PL business analysis approach
[05:58:37] is yes value saying solution updates then development also updates definitely. Yes. So as as you'll come up with the new solution the development is also going to increase and by the end of the release you'll have the complete
[05:58:52] solution ready and the complete you may say development being done. So that's how it works in agile the partial release concept the iterations and the incremental delivery. Yes, everyone now. [clears throat]
[05:59:13] question for you all Shivangi and everyone else let's dig deeper into this thing and my question to you all is in your slides the elements Aki Pi and
[05:59:28] everyone else based on a discussion IBA should have mentioned that planning methods are of two types that planning methods are of two types predictive and adaptive.
[05:59:45] surprise, their mention falls between their mention falls between Aki, Pagni, Shivangi, Gajula, Isha, Yush, what do you all think? Henna Rafael what
[06:00:03] what do you all think? Henna Rafael what do you all think is the significance the importance of these two words falls between they should have simply mentioned that planning methods are of two types
[06:00:17] predictive or adaptive why they are saying planning methods fall between predictive or adaptive any guess any idea it's a very simple question to Answer
[06:00:33] question to Answer what fall between signify anyone
[06:00:45] lawyer saying we typing we know the answer it's a basic one yes
[06:00:58] is coming up is a very good answer this simply means It's not something in [clears throat] black and white. There may be few things in gray as well.
[06:01:12] not simultaneously, but there can be a mix of the two. but there can be a mix of the two. Law, you are still typing.
[06:01:34] this is the hybrid methodology. we have fully transition to agile ways of working.
[06:01:47] But since I am the product owner, I come from a traditional background. So I always ask my team to create the BRDs.
[06:02:02] other team people are not creating it. I definitely create it because this always helps.
[06:02:15] So what we doing here? We are into the agile methodology but we're also accepting some good practices from the old world. And this is a mixed bag and this makes it the hybrid methodology.
[06:02:31] about you all but some of my learners told me that in their project they still told me that in their project they still create the use cases and based on the use cases they then create the user stories
[06:02:50] required in the agile world but they are doing it because there may be few people like me in the other projects as well who are from traditional background and they and and they prefer this thing.
[06:03:07] others very basic thing that it can be in any project that you're following the traditional ways of doing the things. It can be that you have completely
[06:03:21] things and it may be that in your projects you have somebody like me, somebody like more as well than me and they are not able to forget. They're not able to
[06:03:38] absorb and accept all the new changes and they still going with some old traditional ways of doing the things that makes your planning methods hybrid.
[06:03:50] Yes. Law is saying you old people are not able to adopt the new things. Yes. [laughter] It's it's not about accepting the new things. It's about recognizing there was good things in the old. Yes. You cannot simply say this is a old
[06:04:06] blood and replace it with young fellow like Issha. Yes. All people have some good things as well. At least they're good in philosophy. Good in giving you good in philosophy. Good in giving you some good lectures. Yes. So, so meaning
[06:04:18] some good lectures. Yes. So, so meaning to say planning methods can be of two types predictive adaptive. It may also be a mixed bag with a combination of
[06:04:30] methodology. And third methodology is known as hybrid. Yes, Shivangi is everyone else you all are with me following the significance and meaning of false between. So false
[06:04:45] meaning of false between. So false between is is a combination of the two best practices from both the words combined together. Now second thing everyone is everyone on your screen
[06:04:59] formality and level of details of BA deliverables and level of details of BA deliverables are based on the planning approach. Oh sorry. So we discussed this thing few minutes back that in the predictive
[06:05:14] minutes back that in the predictive world we had the comprehensive documents as part of BA deliverables and these are the form of BRDs, FRDS, FRS, SRS, release notes, user manuals, user
[06:05:32] guides and all such documents. But now in the agile world we have a new concept a new terminology being used and that is lightweight documentation
[06:05:46] using tools like Jira Azure DevOps and others. Yes the AEX the stories and others. Yes the AEX the stories and others.
[06:05:58] element simply means all the important constituents constituents or components within a given task. So if or components within a given task. So if task is one then elements are like t11
[06:06:14] task is one then elements are like t11 plus t1 2 + t13. plus t1 2 + t13. is is something like one task may have several elements and all these elements combined together tell you about what
[06:06:28] are you going to do as part of a particular task. Okay. So these elements help you understand what are the important activities to be performed by important activities to be performed by a beer within a given task. Okay.
[06:06:49] So you in simple words can elements are the subtask within a given task. Okay everyone now the third point everyone let's discuss this thing. [clears throat] Third point is
[06:07:03] and this for you all to answer it can everyone else. Let us suppose any activity is assigned to you. You all had this question few minutes back that what exactly is the activity?
[06:07:19] Any activity let us suppose I say to functionally break down the requirement is one activity. Another activity is to manage the resources in your project. Another activity is to define all the
[06:07:33] non-functional requirements. Baba guide says that if any activity is assigned to you break it down into smaller fragments
[06:07:45] break it down into smaller fragments into smaller task. Why do you all think it's an important thing for Kitika and others to break down the activities into
[06:07:58] smaller tasks when they plan for business analysis approach? How is that going to help you? How is that going to help you? If any activities assigned to you
[06:08:12] guide says break it into smaller fragments. Why to break into smaller fragments? Why not analyze the complete activity in one go? How this will help?
[06:08:31] clarity. A is saying we can complete task in parts. It will make iterative saying it's more efficient and all these answers. So so wonderful
[06:08:46] answers. Yes, brilliant. Thank you so much everyone for your sponsors and everyone else. Yes, it can be completed easily. Now let me explain this thing. So these all answers are wonderful answers. Thank
[06:09:00] all answers are wonderful answers. Thank you Samrats [clears throat] correct. So in your class everyone session number
[06:09:13] three page number five I mentioned few points. Let's see if you all agree with this thing or do
[06:09:28] you all differ. And you have some questions for me. We are talking about everyone the work breakdown structure.
[06:09:46] Breaking down the activities into smaller tasks and it has a few advantages as listed below.
[06:10:04] granularity that is analysis that is analysis at the more fragment or atomic level and what exactly happens everyone when we're able to
[06:10:16] when we're able to decompose the things into smaller fragments we are able to gain more information more detailed view that makes the things simple to understand and then your team
[06:10:32] is going to make less number of assumptions. our live session about did we discuss about this tool? Let me show you that
[06:10:44] about this tool? Let me show you that tool once more. structure this would help us
[06:10:56] come up with more fragment level information that's the first thing information it will help us in task allocation that it will help us in task allocation that is suppose is a lead BA of the product
[06:11:11] owner and she's getting some requirements to analyze she's creating some smaller features and those features can be distributed among several bees and they all are working on those features.
[06:11:24] So it also helps in task allocation and in a way makes tracking, monitoring and tracing easier and in turn this helps in delivering better quality of product to their users.
[06:11:38] one. Let's read [clears throat] this third point. third point. Third point say one analysis at the granular level helps to ensure that
[06:11:54] that solution aligns with the stated requirements and this helps to avoid the scope grip condition. What happens is if you're able to come
[06:12:09] up with more simplified information, more detailed information, clear information, precise information, this helps everyone develop a clear this helps everyone develop a clear understanding and then chances to absorb
[06:12:25] Creep is any redundant, duplicate, or unwanted component can be minimized. So they ask you this question that why at all we should do this thing. This
[06:12:37] will always help us come up with more simplified solution, more detailed view simplified solution, more detailed view of the solution, more granularities, more fragmentation and that helps to avoid any creep any redundant or any
[06:12:55] avoid any creep any redundant or any duplicate components in our solution. duplicate components in our solution. And fourth point that you want is about something linked with point number three. It also helps you define
[06:13:10] the scope. This helps to get clarity on the important requirement components and in a way it will help you define the scope a way it will help you define the scope for the given set of requirements.
[06:13:23] Fifth point is summary of all the four points above. It says WBS promotes autoomicity. Autoomicity is all about regularity,
[06:13:35] fragment level information, low-level information. information. So this is how point number three helps you in coming up with more accurate solution
[06:13:48] without a redundant or duplicate components. So I request you all to please read all these five points on your screen. I'll these five points on your screen. I'll take a pause here.
[06:14:02] important techniques. Those we'll discuss in the sessions to come like functional decomposition, requirements, disability, mind mapping. These all are going to help us perform WBS in a very organized manner.
[06:14:25] I hope you've got the answer to Gaja to your question. After each sprint it will go to development not all. If it is all then
[06:14:38] development not all. If it is all then it is your waterfall. If it is each it is your agile. Okay Gajula. So that's a good thing with agile that after each any one you're done with sprint number one you you're done with your
[06:14:53] development you go to the next one. So every sprint you'll find the development as well as testing to come up with a partial solution not wait for all the sprints to be done. A sprints are meant for development and
[06:15:09] testing. The scope clip we had discussed the previous session as well. Let's discuss this in one more time. Whenever you find everyone whenever you find
[06:15:25] the answer is it's not documented it's visualized and you can see here all these templates Anna here. So WBS is generally visualized and you can see all these templates. Let me share this link once
[06:15:41] templates. Let me share this link once more. So WBS is generally in the form of a block diagram, a chain diagram kind of an organizational model sometimes. So it an organizational model sometimes. So it is generally visualized not docu you can
[06:15:55] document it for sure but the better approach will be you create some block diagram like this. Yes, coming to your question projector here. A scope grief simply means
[06:16:10] when your solution has certain redundant or duplicate has certain redundant or duplicate components. For example, let's take one example. [clears throat]
[06:16:27] you have one important feature. [clears throat] Book an appointment with [clears throat] Book an appointment with doctors. is filling this form and she is getting an option to select
[06:16:42] the doctors from the list of doctors. You select one doctor book an appointment but when you reach to the OPD when you reach to the hospital you find that this
[06:16:57] reach to the hospital you find that this doctor is no longer impended. He resigned from this organization from this Mayo Clinic this Mayo Clinic two months back.
[06:17:13] happy. She is saying that I have traveled 15 kilometers to consult this doctor and he is no longer impended. Why you have not shared this information with me before? Subrajaka. Imagine if you are a be how
[06:17:26] you would correct this problem. What you'll do then What you'll do then as a BA you'll ask your development team as a BA you'll ask your development team that in the database add one flag
[06:17:41] that in the database add one flag as active or passive and only active doctor should be displayed on the screen yes or no. If somebody has left the flag should be P for him. If somebody is active is the flag should be A. And that
[06:17:58] way you'll be able to ensure that there's no scope creep. And why the scope creep is happening? This scope creep is happening because you have not come up with the detailed information.
[06:18:12] information. Update the list. Yes, update the list so that you have the active doctors in the list available here and there's no one who is no longer impented appearing in this list.
[06:18:26] So a scope level one is when unintentionally or intentionally you find there are few things added to this solution and that's causing noise
[06:18:38] that's causing chaos and confusion that's not required but it's part of your solution. Yes. Voice and send notices when a Yes. Voice and send notices when a doctor leaves to re they should do. Yes.
[06:18:54] And hide those things is mentioning. Yes. Hide those things. If somebody is passive his name should not be populated. It's a very simple. If you have to write this code in Python or in C# it's very simple. If an else
[06:19:07] statement you have to write and this helps you come up with this refined set of list. Is everybody clear with what is scope creep? So scope creep is everyone I have written the definition here. Let's read
[06:19:22] this. [clears throat] A scope creep is when solution grows larger in size and accommodates a few unwanted duplicate and components. This cause components outside the
[06:19:36] solution boundaries to penetrate and become part of scope requirements. Examples of a scope creep everyone in HMS a list of doctors at Mayo Clinic include
[06:19:52] some doctors those are not impendent this is redundant information scope this is redundant information scope in canon ordering system
[06:20:07] yes Vina very good answer here Vina is saying that scope creep to prevent scope creep Yes, I'll add just prevent to prevent scope creep is about prevent scope creep is about avoiding any redundant
[06:20:21] duplicate or unwanted information or any unwanted content. Yes, it's all about wrong, unwanted.
[06:20:33] Yes, it's all about wrong, unwanted. Sometimes information is correct but it's not valuable. then as a winner we have to remove those things. So it's all about the requirements that add value to your solution.
[06:20:49] Yes, sometimes what happens is we add a lot of things and those are not adding any value. Those are also redundant. Those are not wrong but redundant in Those are not wrong but redundant in nature out of scope requirements. Yes.
[06:21:02] In canteen ordering system, employees of nearby offices ordering food is again the scope creep. Okay, is everybody clear with the scope creep? When I when ask this question, are you
[06:21:17] When I when ask this question, are you clear with what is scope creep and how to avoid scope creep? You'll be able to avoid scope creep if you're coming up with more detailed analysis. You've done your proper research.
[06:21:32] your proper research. you have factual evidences to you may you have factual evidences to you may say um support your arguments. So this is about everyone the WBS very important thing you all can use uh this
[06:21:46] important thing you all can use uh this these templates to come up with the WBS. Now I have one homework for you all. I hope you all have got access to the
[06:22:01] project LMS ordering system library management ordering system library management WhatsApp pen HMS. Yes. Now and others the homework for everyone is in your projects there's one
[06:22:16] task here. Write down the main feature that needs to be developed. Please check and confirm everyone. Is everybody able to find this task in your projects? Write down the main features that needs to be
[06:22:29] down the main features that needs to be developed. Now you all have to use the WBS template something like this. You can use any tool of your own choice and then come up with a functional
[06:22:41] decomposition and in tomorrow's session during Q&A you all can share with me how you have worked on this task and if you have any question we can discuss. You just simply need to let us suppose I say I'm talking
[06:22:55] need to let us suppose I say I'm talking about the HMS. So for the HMS about the HMS. So for the HMS this is the first level. Next level deco composition can be patient registration, appointment with doctors.
[06:23:10] appointment with doctors. What else? Lab tests medicines. What else? Your billing. and then decompose this one. So this way you all have to create one WBS
[06:23:26] for the task that you have in your projects and it's a common thing in each and every project everyone in WhatsApp page you'll find it as task number seven in HMS you'll find it as task number five okay
[06:23:43] to work on this thing and then you can share your findings your analysis whatever you have documented in tomorrow's session That's for you all.
[06:23:55] Next thing everyone is the timing for the business analysis task to be performed. So timing as we have discussed in that table that timing have discussed in that table that timing is in the form of phases.
[06:24:10] This can be of 3 months. This can be of 6 months. Yes. And timing in the agile world is in the form of
[06:24:23] iterations. Now everyone let me make it very clear Sometimes they ask you this question in job interviews. They ask you is iteration equivalent to sprint? Answer is no.
[06:24:40] If let me explain this thing. If iteration is of fixed duration,
[06:24:54] let us suppose I say in this 3 months cycle I divide this into two week cycles two week cycles or 3 week cycles
[06:25:07] or four week cycle. If I have four week cycle then I'll have If I have four week cycle then I'll have just three sprints. just three sprints. If it is two then it will be around six
[06:25:21] sprints. If this remains constant throughout the cycle this fixed iteration is known as a sprint. But let us suppose I say my iteration
[06:25:40] But let us suppose I say my iteration one is of 2 weeks duration. one is of 2 weeks duration. Iteration two is of just 5 days or you can say simply one week. 1 week is equal to five working days. Then 1
[06:25:57] and 1/2 weeks then 3 days. Then 2 days. This is not fixed
[06:26:11] these variable iterations are not sprints. Here we come up with the sprints. Here we come up with the terminology as WIP work in progress. And when we have such iterations
[06:26:24] And when we have such iterations everyone in any agile project, such agile project is known as canburn canburn and this one is known as scrum
[06:26:42] we were creating the credentials on Jira I requested you all to select scrum and ignore canban. The reason is canon is more for defect The reason is canon is more for defect fixing production support and short
[06:26:57] duration projects. Is scrum is more popular agile approach. The reason is it helps in coming up with very organ structured development
[06:27:09] since we have fixed iterations in the form of sprints. So that's about the timing for the business analysis task to be performed.
[06:27:21] session. If you found this course helpful then do not forget to like, share and subscribe to SimplyLearn for more business analysis and CBA certification tutorials. Thank you guys for watching this video.