CBAP Course: Key Insights & Transcript

[00:07] analyst professional sebap full course by simply love. If you're a business analyst looking to strengthen your requirement management, stakeholder collaboration and strategic analysis skills, then this course is designed

[00:20] actually for you. Throughout this course, you're going to learn about business analysis, planning, monitoring, elicitation and collaboration also requirements, life cycle management, strategy analysis and many more things.

[00:34] 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 certification. Then we are going to have Babok guide overview. Then business

[00:51] analysis, planning, elicitation and collaboration. Which BBOK knowledge area focuses on tracing, maintaining, prioritizing and approving requirements. Your options are strategy analysis, solution evaluation, requirement life

[01:05] cycle management, elicitation and collaboration. Please mention your Now before we move ahead, just a quick info guys. If you want to become a certified business analyst professional, then you should check out SimplyLearn's

[01:18] CBA certification training featuring IABA endorsed curriculum along with the Babok guide version 3. Also, you're going to get live online classes, exam application assistance, real world case studies, simulation assessments, and

[01:32] over 900 practice questions to help you prepare confidently for the CBA certification exam. So guys, hurry up now and join the course. The course link is mentioned in the description box. >> Now before we start with this topic

[01:46] project and everyone else before we start with this topic I have one question for you all. Question looks simple

[02:01] Question looks simple but the answer is not that simple. So I'm going to ask you all one question. Now question. Now take your time, think logically,

[02:14] try to think from the analysis perspective. Imagine that you are the BA, you are the business analyst and think from B perspective. Then answer this question. No emotional

[02:30] touch to the answer. Everything should be based on the analysis results. Keep question to you all is everyone all is everyone [clears throat]

[02:44] there is one 11year-old boy and there is one 45 year old woman Rafael Bruce and everyone else 11 year old boy

[03:00] 45year-old woman and you are the business analyst

[03:23] ask you, they request you to explain inflation to one of

[03:43] and why? Let me repeat my question. My question is the scenario is [clears throat] there is an 11year-old boy, 45 year old woman. There are two people here, two choices

[03:59] for you. You are the business analyst. You're getting some instruction from the senior management that there is one very core important topic inflation

[04:12] that you have to explain. You have to provide information and you have to select one of them. Who would you prefer

[04:24] Who would you prefer to work with? Who would you prefer to to work with? Who would you prefer to share the details of inflation and why? question open for you all to answer. Think logically.

[04:37] Take your time. Don't think emotionally. Think logically Don't think emotionally. Think logically and then answer.

[05:05] year old boy because it's easier to explain increase of price. Swati is saying 45 years

[05:18] 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 years as a experienced person year is

[05:34] equal to experience. Supri is saying I'll go with a woman Supri 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.

[05:47] 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's grown up and they understand through examples and 11

[06:04] boys uh is is won't understand things from with the help of examples boys are deaf and dumb do you think that

[06:16] Kuml is saying uh 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

[06:33] 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

[06:52] benefit what are the benefits that we'll realize if you explain to them nobody asked questions like what is the educational qualification yes don't you all think

[07:07] most asked yeah 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

[07:21] 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.

[07:35] This is my intent behind sharing this example. You all can see here 71% 71% of the failed software projects

[07:49] are traced to poor requirements globally. reason behind this huge percentage? Just look at this

[08:03] percentage. Only 29% is a success rate. just 29%. The main reason is assumptions, emotions

[08:18] and other aspects. Those should not be part of your analysis work. Analysis should be purely based on the factual evidences. Analysis should be based on your

[08:33] exploration, investigation. And there's no scope of assumption when we are doing our analysis.

[08:47] Imagine imagine if I ask this question that why 45 woman sati 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. So my preference is

[09:01] this woman. But was that information given in the case study? No. So here you should all should have asked this question that we need more information more information with regard to what

[09:15] exactly is the benefit why we have to explain this educational qualification their background

[09:29] so meaning to say it's an important thing to understand the business needs Get a stronghold over the existing behavior.

[09:42] Understand the context that is what context we're trying to bring about the change. Understand the existing behavior, functionalities, processes,

[09:54] infrastructure and all such things would then help you come up with the solution. Most of you were coming up with the solution based on assumptions with no factual evidences to support your

[10:08] argument. And that's the first thing that we need And that's the first thing that we need to inculcate. We need to start working in or we may say start to accept that it's an important thing for us to

[10:20] it's an important thing for us to collect the factual evidences first. Second point you all can see here on your screen everyone 40% of the effort in an average software project is in

[10:34] fixing errors. Swati and others why do you think why do you all think we have errors in any project? What's the main root cause of project? What's the main root cause of the errors in any project?

[10:53] What's the main reason of issues or defects in any project? Assumptions. defects in any project? Assumptions. Incomplete analysis. Yes. You don't understand the business needs.

[11:07] Yes. 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

[11:20] perfect person but testers are causing the problems is 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

[11:33] the testers. Yes. So don't blame testers. Put the blame on the BA first and then the testers. Yes. Okay. Requirement is halfcooked. Improper testing and documentation leads to all

[11:46] such things. Yes. And you all can see here requirements defects and is saying that sometimes change in the business requirement is also a reason. So in a way you are trying to

[12:02] 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 make uh those those those things like

[12:19] things there's something that we can restrict but some few things are beyond our control but the thing that's in our control is to do proper detailed analysis

[12:34] gain proper understanding of the requirements understand the business needs maybe then your business users will not come with um additional requirements more frequently. Maybe you'll be able to win their trust and

[12:49] 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,

[13:04] 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

[13:17] organized. They means a business user. But if you are coming with more structured approach, even they're also more structured accordingly. Yes. So in our live sessions everyone, we will talk about some standard set of

[13:32] practices. We will talk about few important tools and technologies, few important techniques. Those may help you improve on business analysis capabilities.

[13:48] 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

[14:01] solution. End toend solution would help you solve the business problems. make them realize benefits

[14:14] and the solution would be regarded as a valuable solution, a sustainable solution usable for the purpose. So all such things we'll discuss in detail in our live session.

[14:28] Business analysis body of knowledge will discuss in detail from chapter number 10 discuss in detail from chapter number 10 till the last chapter. knowledge areas, six underlying competencies. These all would help us

[14:44] 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

[14:56] 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 everyone and this was about having these W's on your screen. W's means you are

[15:09] W's on your screen. W's means you are asking questions to 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

[15:24] these W's here. But if you observe here there is one very important W missing here. This is known as 5W criteria.

[15:36] But one W is missing. Which W is missing? Everyone who and who represents missing? Everyone who and who represents who represents your stakeholders.

[15:48] So we will talk about the stakeholders. Yes. Not only the business users. Business users are part of the stakeholder group. The stakeholders can also include your technical experts, your quality experts and others. Okay.

[16:04] So we will talk about the stakeholders as who in detail. How to capture the stakeholder requirements and how stakeholder requirements act as a strong bridge in between the business requirements and the solution

[16:18] requirements. So this was about everyone. the five five WH criteria. The next thing on your screen everyone is you all can see here one maroon color or you can say red color

[16:33] lens on your screen. What do you all think is a use of this lens when you're doing your analysis? Why at all we have this lens here?

[16:50] get into the groove of the things. Deep dive. Okay, I'll take you all back to your eighth standard

[17:02] eighth standard physics or science subject. Eighth standard science. If I talk about any lens, what are the two important characteristics or properties of any lens?

[17:16] Some of you will be thinking are we in an analysis session or science session? [clears throat] Yes. No. No. I'm asking about the two characteristics. One is one is the magnification.

[17:31] magnifier zoom in and zoom out. And another thing zoom in and zoom out. And another thing is focus. something linked with magnification to drill deeper to bring in more

[17:46] drill deeper to bring in more transparency. Nobody's talking about this another feature that is focus. Focus on what focus everyone should be purely

[17:59] should be purely 100% on the requirements 100% on the requirements with no with no implementation biasness. with no with no implementation biasness. Everyone

[18:14] you are into a lasting role. Yes, you are focusing as Malik is mentioning on the solution and the needs and you are not influenced you're not influenced by a particular

[18:28] stakeholder group. You are a neutral observer bridging the gap amongst all the stakeholders. You're focusing on the solution. You are trying to come up with a

[18:42] complete solution in accordance with business needs with no implementation business needs with no implementation biasedness. Sometimes what happens is background or technofunctional background. So they are more inclined.

[18:58] 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 their ambiguities and their challenges. But at the same time that won't be a compromise with the system or solution

[19:12] quality. I'm not saying that you won't consider their request you will turn on to what they are saying. they are saying. The only thing is their suggestions,

[19:24] 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

[19:41] the you may say components of the solutions. Yes. So I have one question for you all here. Let's see how many of you are able to uh yes so I'm going to ask you all one

[19:56] question so that way I'll be able to expound more on that. So if you are able to answer this question you'll gain more clarity around this thing. So I have

[20:08] 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 Question on your screen everyone is which one of the following statement

[20:23] best describes the role of a business analyst and you have four options if you're able to select I can see log panchcha on your screen is that the right pronunciation if it's not you can

[20:38] right pronunciation if it's not you can rename so that I can use the same name you have four options See which option tells you about a See which option tells you about a neutral observer into a lasting role

[20:53] 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

[21:09] dwell deeper into this discussion. D is the right answer. Is everybody going with D? Vijay is saying I'll go with C with C and C is the best example for the

[21:25] implementation biased business analyst. People are going with C is implementation biased business analyst and D is the right answer.

[21:37] Let's see how Maduri Pavi and others are saying that as a BA I'll be lasting with project managers.

[21:49] Yes. Yes. That's that's my next point. Vijendra and others Vij is saying that I'll be lasting with my project managers, project team members and other business analysts in order to understand the

[22:02] structure 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

[22:18] structure without having a discussion with people like customer and the end user. Can you imagine ignoring your people who

[22:34] 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.

[22:50] 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

[23:05] 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, you have to talk to them for sure. Shani and others, you have to talk to them.

[23:21] and others, you have to talk to them. Solution delivery. But solution delivery is going to help you come up with a better solution. better solution. But Shivangi can you imagine

[23:34] getting the requirements or clarity on the requirements without having a discussion with the end user or the customer? No, the customer? No, you have to bridge the gap. You are into

[23:47] a lasting role. People are going with C. 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. This is a vision on your screen everyone.

[24:02] This is how BA works Shivani and everyone else. 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

[24:19] 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

[24:31] talking to you're having a discussion with the business people and also with with the business people and also with the solution delivery team and you are sandwiched in between the two stakeholders group.

[24:44] You are trying to gain the clarity around the business requirements from them and you are trying to remove the implications if they have any in the implications if they have any in creating the solution requirements.

[25:00] Gajula here. So BA is like a bridge. Yes. That's why he said into a lasting Yes. That's why he said into a lasting role between the business stakeholders requirements are properly delivered. Yes, you have to maintain the balance

[25:15] between the two. 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 you're able to come up with a solution

[25:31] 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.

[25:47] 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.

[26:03] participation. Thank you so much everyone for responses. So now everyone understood totally. Thank you Vijandra. So we have talked about everyone the first very important thing to start with

[26:17] and that is 5W and this process centric lens. I'll and this process centric lens. I'll summarize what we have discussed so far. summarize what we have discussed so far. So we have started with a discussion

[26:32] So we have started with a discussion wherein I mentioned that for any BA it's an important thing to perform research exploration investigation

[26:46] apply 5W analysis with with minimal scope of assumption no assumption your business analysis law that she She is old so she had

[26:58] 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 lens

[27:13] 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

[27:27] 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

[27:42] stakeholder group that may lead to a solution that is implementation biased or business users biased unbiasedness may lead to several errors or issues.

[28:03] present in this slide? Yes. that 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

[28:15] questions from you all. Yes. Do you want me to add this W so that people in the 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

[28:32] questions. Okay everyone, I hope everybody's with me till this point. 5W and the processcentric lens. Shall we move ahead and talk about defining needs move ahead and talk about defining needs everyone? Next thing is everyone

[28:47] 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

[29:03] to be solved or needs can also be in the form of or needs can also be in the form of opportunities to grow.

[29:16] in your LMS. We'll try to identify the problems. Let's read few paragraphs together

[29:28] and then I'll ask you all Sherad Bri Shivangi and everyone else if you all can come up with few important business needs. What is business analysis? So

[29:40] it's about doing your detailed analysis to a processcentric lens defining needs recommending solutions that enables change and this change helps in continuous improvement.

[29:58] Let's take one example everyone to understand to understand what are the enablers

[30:10] and why enablers are so important how they help you bring about the change For example, if I say the current state

[30:23] the current state or the average is state is I'm talking about the uni liver project one example from the univer project

[30:35] current state is that that the uni liver employees

[30:50] they're going to the cafeteria to have lunch or to have food. This is the current state and the future state or the change is

[31:03] that you have your mobile phone, you have your cell phone, your smartphone and you're having one app there as canteen ordering system and you're ordering a meal online. Imagine

[31:25] Sedant para Btak Krishna and Vina and others Gajula and others if you are a business analyst and you have to ensure that nobody's going to the cafeteria

[31:42] and everybody is using this canteen or drinking system app to order the food. How you'll enable this change? What are the necessary steps?

[31:56] 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.

[32:23] batch India hours had to say that shut down the cafeteria and they'll 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?

[32:40] No, 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

[32:52] app. Some Sachin is coming a very good point. We can come up with Chhatra say shutting down is not right. Yes, it's against the democracy. against the democracy. Yes. So, [clears throat] so

[33:07] um by giving discounts offers and you all would agree with me this may also all would agree with me this may also include proper training. You have to train your employees how to use it. Yes, training,

[33:22] mentoring, use uh usability aspects a good application to use and offers and offers discounts.

[33:42] tally of those that prefer eating in canteen and come up with certain important offers for them so that it it it it encourages them to use the new app. Yes. So enables everyone

[33:56] are all those important transition requirements at the workplace? So that may be part of the policy. You

[34:09] policies. Yes. So that may be the details around your solution requirements, loyalty, promotions. So in a way everyone I can understand now that you all are

[34:24] very very clear with this topic here. Enablers enablers are all those important transition requirements. Those may help you. Those may help your

[34:38] Those may help you. Those may help your organization transition to a new future state without any glitch. It's a hassle-free and a smooth transition to a new future state.

[34:58] to understand this thing and give you all a few more examples? this thing. Let's take one more example or two more examples.

[35:10] We all have witnessed the coid9 crisis. Yes. If I talk about the coid9 example

[35:25] office. Yes. But during the covid-19 crisis what happened? Was that possible to work from office? No. So there was a change and the change was work from home. This

[35:41] became very popular all across the world. Yes. This gave lot from different geographies. This happened everywhere. Work from home. What was the biggest enabler here everyone? What was the biggest enabler that helped

[35:55] What was the biggest enabler that helped us transition to this new future state project and others? What was the biggest enabler? The What was the biggest enabler? The biggest enabler was the internet.

[36:12] laptops allocated to everyone. Yes. And even few companies, I don't know about the others, but in my company, they provide the reimbursement to purchase the table, chair and

[36:26] everything. Even even even for the pen and copy that we use for everything we many of you got the reimbursement for tables and chairs. Yes. So table, chair.

[36:39] Yes. They are giving us some bottles and everything to laptop and everything. So what are these important things? Phone bills. Yes. And this is part of everyone business continuity plan. Yes. Business continuity plan.

[36:59] >> So somebody's sharing with me 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

[37:13] to have business continuity 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

[37:25] this is one enabler. Enabler is all those important things those may help you have a successful hassle-free transition to the new future state. I'll

[37:37] take one more example of the enabler so that it makes 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.

[37:54] 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

[38:11] 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 date of March as the last day. 7th of March.

[38:27] 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 lord not at present as is a state I use and everyone else you all are aspiring to be a certified

[38:41] business analyst. We all are here to learn the best practices. We all are here to learn what's there in the business analysis body of knowledge. We are we all are here to be certified business analyst. Yes. So at present you

[38:54] are aspiring to be certified business analyst. After 1 month's time if you submitted your projects if if you cleared your assessment you are the certified business analyst.

[39:09] This is your current state and this is your future state. 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

[39:23] the business analysis 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

[39:38] everything and now you can see the results. Yes. results. Yes. So, so Babok V3 is the biggest source, biggest enabler for you and me over the years. Yes,

[39:50] 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

[40:05] answer. You're ignoring her. That's not a good thing. So, so self- learning a good thing. So, so self- learning module lady with the present voice it's an important thing for you all to listen to those recorded videos to fill in the

[40:19] 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 to go through the class notes yes and then once you're done with these

[40:34] 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, then it's an important thing for you all to work on your projects

[40:49] parallely. During the weekday, you all have around 5 days time in between the two uh between uh like the sessions, projects, work on your projects and then you have to ask questions during the Q&A time. If you are working on all these

[41:05] things everyone this is the important thing indirectly I'm telling you about your homework for the upcoming sessions with the help of this example. Yes. So homework for you all is that whatever topic we discuss

[41:19] you all have to go through the Babok guide self-arning module class notes 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 the complete

[41:33] understanding of the business analysis all the important techniques and this interviews. Yes. So and and these enablers everyone one last thing here enablers everyone these are considered to be

[41:50] these are considered to be temporary in nature. temporary in nature. Once you enter in a good job role you'll forget about the

[42:03] 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. So enablers of one these are also considered to be the temporary

[42:18] requirements often unneeded once we transition to a new future state. Yes. Is everybody able to understand the reason why these are considered to be temporary because this is not something

[42:31] that we're 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

[42:43] different training program. Yes. So yes, 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 have a break. But

[42:57] just two or three more minutes I need to summarize everything. Yes. So Vijay is saying yes. These are dynamic. So simply enables if we're talking about shiagi vij and everyone else these all are imported transition requirements

[43:13] those will help you transition successfully hassle-free smooth with no barriers in the realization of value. It will help you ensure that there are no undesirable

[43:27] consequences when we are moving to when we are transitioning to a new future state. These are considered to be temporary in These are considered to be temporary in nature because once we have a successful

[43:42] transition to a new future state, these are often not required. Yes. So, so that's why these are the important things. is the enablers. I'll discuss this topic in detail here because they sometimes ask me this

[43:56] question in job interviews that what are the important enablers when we are you can easily answer them that these can be in the form of workshops, trainings, mentoring, creation of user manuals, training materials,

[44:12] 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 are done with our first topic and that is what is business analysis and

[44:29] let me summarize it in another 1 minute then we'll have a short 15 minutes break. So what we have discussed here everyone that business analysis is about research, exploration, investigation with the help of 5W analysis.

[44:45] with the help of 5W analysis. This research should be deep detailed. You have to dig deeper into the given problem. Get into the groove of the problem with the help of a processcentric lens. Processcentric

[44:58] level 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 as a strong

[45:12] bridge in between the business users and the technology experts. This will then help us define needs. Needs are

[45:24] needs are the form of problems or the opportunities to be solved. This will needs we can then recommend the solution based upon different types of analysis like feasibility gap risk impact financial and other types of analysis.

[45:40] 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 a smooth transition to a

[45:54] 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

[46:08] discussed as 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

[46:20] business analyst and here we'll talk about requirement elicitation discussion the key stakeholders and few more basic things. Okay, it's an important thing things. Okay, it's an important thing for us to perform 5WH analysis.

[46:35] Dig deeper into the problem, perform research, exploration, investigation through a processcentric lens. This helps us come up with a better solution for given business problem. So these were few things everyone that

[46:49] we had discussed before the break. Now we have to start with the next topic that is who is a business analyst. But before we start with this topic, if you

[47:01] all have any question, anything that discuss with me or other learners, you can please mention chat box. I remember before the break, one of our learner had one question. So let me first answer this question. Gajula

[47:16] Shat Miga what I see from the chat box here your name. Yes, we're pronouncing correctly. So you're mentioning here that enablers are temporary outcomes from the requirements of the present state. Based on this

[47:32] outcome, we'll further think about the correct solution for the problem or future state. Not exactly think about a solution here. Solution is clearly solution here. Solution is clearly defined. Kajuna and others. These are

[47:47] the requirements related to transition transition enablers can be equated with the transition requirements. What are the transition requirements?

[48:02] Transition requirements are all those important requirements. Those act as a catalyst. Those act as the important enablers. Those may help you

[48:14] 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

[48:30] 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 sort of user manuals,

[48:43] user guides and all those important things. Those may help you ensure that there's hassles and a smooth transition to a new future state. Okay. Now one more thing everyone before we move to the next topics is Gajula

[48:59] 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 here that when I search something on Google says something else

[49:12] so if you have any doubt everyone or if you have any difficult to understand don't search on Google search on bat times.com

[49:24] don't know how of you know about this web application bat times.com especially people who are new to the analysis world I request everyone to please click on this link and confirm is everybody able to access

[49:37] this link bat times.com please check and confirm you can give me a thumbs up if you're able to access this link bat times.com everyone is a

[49:49] very good and a reliable resource for any business analyst You all can see here there are a lot of 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

[50:05] events, webinar, conferences, communities, book store. You may find a book from your trainer in few months. 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

[50:19] 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 fetching information from reliable as well as some resources those are not at

[50:33] 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 charge GP I contradicting towards in the Babok guide.

[50:47] 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. So I request you all and especially everyone people who are new to the

[51:01] 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. Yes, you spend 20 20 25 minutes 15

[51:17] read newspapers. This is a newspaper for a B and I can tell you within 2 to 3 months you'll analyze you'll realize that you know so many things in the business analysis mode. You have so many things to talk about in

[51:32] 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 so many good people all across the globe. Yes. So this is straight from the

[51:49] 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 of bat times.com. So thank you um Gajula for asking this

[52:04] 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 answered your question. Yes, you're fine with the answer.

[52:19] with the answer. So it's all about all those important requirements those may help you have a hassle and smooth transition to a new future state. Yes, Gajula is there with us with me

[52:33] following. Any question? Anyone else with any other question Anyone else with any other question before we start with our next topic? Shall we proceed and discuss the next topic now?

[52:53] The next topic everyone is a Bruce and everyone is who is a business analyst. Now here you all can see here different

[53:06] color bubbles here. We'll focus on this third one first and we'll talk about the most important thing that is requirements. Elicitation

[53:19] elicits the needs from the key stakeholders stakeholders performs the elicitation.

[53:33] set of steps templates to follow and find question. Yes definitely yes. So so for this thing Shangu once into the knowledge areas we'll talk about some

[53:46] [clears throat] certain important techniques those may help you come up with more structured way of like going through this bib.com link. So for now

[53:58] you can search some basic things but for templates you'll have to give me another two sessions. So after the next two sessions you'll be able to uh apply

[54:10] right filters in bat times.com. For now you can search for some basic topics. Yes. So for templates we'll discuss in detail standardized templates like BRD FRD FRS and everything else. Okay. Perfect. So thank you showing it

[54:25] Perfect. So thank you showing it everyone else. Now let's talk about Let's see what is requirement solicitation, how it is carried out, what's the practical significance behind it and

[54:40] practical significance behind it and I'll share with you all one story. Now that story is something very much linked with your requirements recitation. So with your requirements recitation. So let's listen to this story and see how

[54:52] many of you are able to tell me the moral of this story. Yes. internal working team as well, right? Just with us. No, no, no. The

[55:04] stakeholder will discuss are all the important individuals or the groups who are directly or indirectly impacted by the change need of the So this includes as I mentioned before the break this may include your

[55:21] 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 may have both internal as well as the external

[55:36] stakeholders. So when we say stakeholders the stakeholder is not equivalent to business users. There's a misconception. stakeholders, it mean it means business team. No, even our poor technology

[55:54] experts are also the stakeholders. Okay. So, it includes everyone. This is list on your screen as if so. So, we'll discuss about this once you're done with u the requirements listation and who is a business and we'll talk about it.

[56:10] Yes, it depends. depends how you are how you're organizing the things in your 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

[56:24] stakeholders. Okay. So so let's focus on this topic first. Let's talk about the basic topic to start with and that is who is a

[56:37] business analyst. Now everyone before I share that story Now everyone before I share that story with you all we are talking about with you all we are talking about the who is a business analyst

[56:50] I want to start with and discuss with you all before we before I narrate that story to you all. The topic is the story to you all. The topic is the important discussion item is

[57:03] very basic thing. One thing is responsibility. Another thing is accountability very popular

[57:17] accountability very popular in any project. Responsible stakeholders in any project. Responsible stakeholders accountable stakeholders. What do you all think? Especially people who are new to the analysis world

[57:31] who are new to the analysis world is a major difference between is a major difference between a responsible person and an accountable person or do you all think it is one and the same thing.

[57:43] 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

[57:55] different from accountability. This question open for you all to This question open for you all to answer. What is a major difference between a thin line of difference between responsibility

[58:08] between responsibility and accountability everyone? and accountability everyone? Shuangi saying that BA is responsible in performing the 5W analysis. If BA is responsible then who is

[58:23] If BA is responsible then who is accountable? about execution and this is a brilliant answer. Let me

[58:35] add a red heart to your answer. Absolutely brilliant answer. response. Lo saying accountability is more about

[58:48] the ownership. Is that the ownership or the answerability? Are you fi are you correct with your uh word that you have used Lord? Think more about it. Is that the ownership or answerability?

[59:03] Responsible can be many but accountability lies only with BA. Radasha is saying for but for what is be accountable for everything. Accountability result focused and responsibility is about execution. This

[59:19] responsibility is about execution. This is also very good answer from Maliko. Responsibility is assigned task and accountability is obligation. That's also a wonderful answer. Assist is taking responsibility limits to

[59:31] 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

[59:43] now take you out to your class notes and let's read few things for the benefit of those who are not clear with this basic difference. So let's discuss this basic difference. So let's discuss this basic difference and then we'll discuss

[59:55] difference and then we'll discuss few more things. So let's talk about the responsibility versus accountability. Everyone

[1:00:07] can be defined as a sole ownership that is a responsible stakeholder a responsible stakeholder will perform the assigned task directly.

[1:00:23] It means owning the task, working on it and ensuring the completeness of the given task. Responsible person is regarded as

[1:00:38] carrying 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

[1:00:56] perform requirements gathering. B is responsible to perform 5WH but Shivangi if you are doing this thing

[1:01:08] not you think somebody should monitor what you are doing somebody should cross what you are doing somebody should cross check what analysis you have done yes or no there comes the importance of accountability everyone

[1:01:22] accountability can be defined as answerability involvement. What is peripheral involvement everyone? You are not doing involvement everyone? You are not doing the things but you ensure that the

[1:01:37] things are done in appropriate manner. You are tracking, monitoring and performing the evaluation. Accountability also includes providing a better environment

[1:01:51] wherein responsible stakeholders can work effectively and come up with required outputs. Is everybody able to understand this thing? So if Shivangi is doing the analysis 5W analysis and Somia

[1:02:08] is acting as a project manager 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 acting as an accountable person. She is

[1:02:25] answerable to what Shivani is doing here. But sometimes what happens is let us suppose Shivani is into a very senior position 15 to 20 years into business analysis. So nobody is monitoring what she is

[1:02:40] doing and she is directly submitting the 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 if somebody else is accountable so that

[1:02:56] you can cross check verify and come up with better quality deliverables. That's the difference between everyone responsibility versus accountability. So

[1:03:08] in simple terms somebody is doing the things he is responsible for those things. Somebody is tracking monitoring evaluating providing better environment. And the end he or she is answerable for those things that makes him accountable.

[1:03:25] Okay, I'll stop here. Request you all to read this. If you need more examples, I can give you all few more examples. It should be very clear to everyone.

[1:03:49] 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

[1:04:01] examples more example okay let's take one more example [clears throat] everyone if I talk about this live session

[1:04:15] there are two important stakeholder groups one is be by learners from different geographies. Some in early morning hours, some in midnight, some in evening, some in afternoon. And then

[1:04:29] there are two people from the simply law. Yes, one person was very proactive initially when we started the live initially when we started the live session, but he's on mute now. Akshhat

[1:04:44] if I ask a you listening he'll just respond as yes ash but he's not participating you another is your trainer will know when it comes to conduct the live session when it comes to train my

[1:04:59] learners when it comes to organize this workshop this is my responsibility but there's one person who is not involved involved but He's listening to everything.

[1:05:19] monitoring, evaluating. If I have some issues, if you have some problems with regard to the live session, he'll pitch in and answer and try to solve these issues. So, he holds the accountability. Ax he is the learn of success manager

[1:05:36] and I'm responsible to conduct this live session. Yes. So meaning to say accountability lies with people into the management in most of the cases

[1:05:49] and responsible person working on the given tasks directly. given tasks directly. Another example, let us suppose I say Another example, let us suppose I say Ishita, Isha and Vijendra are doing

[1:06:01] their analysis. They're having a discussion around few important solution discussion around few important solution options, detailed analysis. a product owner they come up with certain important

[1:06:16] 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 management PO they're not doing the analysis but they're providing

[1:06:31] instructions. they're coming up with certain evaluation certain suggestions those help you perform analysis within the timelines. So that's the importance of

[1:06:45] accountability everyone tracking monitoring and evaluation you're not doing the things but you are helping somebody you're providing a better environment so that people who are working they get better facility better

[1:06:59] working they get better facility better you may say help or you may say clear understanding on what needs to be done that's the difference between that's the difference between responsibility versus accountability

[1:07:11] is anybody able to understand this simple thing to understand. simple thing to understand. Yes. Any question from anyone? Yes. Any question from anyone? Perfect. Thank you. Now let's talk about

[1:07:25] since we clear with responsibility 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

[1:07:40] business analyst. We'll talk about the responsibility and one of the major what I think Shivangi you are mentioning few minutes back gathering the requirements doing the analysis and that is something linked with requirements

[1:07:56] 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 very popular book I don't know how many of you have read this book. How

[1:08:11] many of 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

[1:08:28] the oilish nations can easily relate with this book Arabian Knights. Yes. And the good thing with this book is there are lots of stories. Those may inspire you. Yes. to work efficiently as a business analyst. So in this book there

[1:08:44] was one story there was one story that can be that can elicitation. So let me narrate that story to you all this story. Yes everyone. [clears throat]

[1:09:03] world I'm talking about the Arabian world. 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

[1:09:19] detectives. Three detectives their names were Arabic but I'll just make it simple for you all as D1, D2 and D3. [clears throat]

[1:09:33] These detectives can be considered as modernday business analyst. And the detectives were gathering requirements for this king. They were having some very good experience. They were providing some very valuable

[1:09:47] 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 Understanding the concerns of people of his country and all such things.

[1:10:00] One fine day D1 D1 and D2 got to know.

[1:10:15] 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

[1:10:29] getting huge respect in the eyes of the king. thing because they had similar work experience similar ways of working 24 +

[1:10:41] 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. He

[1:10:56] knew that Da 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

[1:11:09] this activity that I'm going to assign to you? Now this time D1 pristine issue that whatever task king he's going to assign it to me I'll come up with the best possible result. So king shares with him a scenario. King

[1:11:25] So king shares with him a scenario. King says that as you know D1 that we are says that as you know D1 that we are kingdom K1 surrounded by kingdom K2 and kingdom K1 surrounded by kingdom K2 and K3. He said yes definitely yes.

[1:11:37] He said we got to know that few vagabonds have entered into our kingdom from K2 side.

[1:11:51] I wanted you to do some analysis. I want you to you to help me know who are these vagabonds, why they in our kingdom and come up with all the details around

[1:12:05] and come up with all the details around these vagabonds. share with you the information in a minimal time. Given went to that place

[1:12:20] tried to locate and identify the vagabonds within few hours he was able to locate them. vagabonds tried to get more information that why they are entering into this

[1:12:35] 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 So Dan had a discussion with the vagabonds.

[1:12:53] 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 vagabonds passing by our kingdom and they're going to kingdom K3. He said why they going to

[1:13:08] 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 much time do you think they'll require to come back? They said within one month

[1:13:20] they'll go back to their original country K2. country K2. King said how many men how many women are they carrying any instrument that may haram? Dan said I never inquired up

[1:13:33] to that level. I just know that these are the background bounds. They're going to attend mar and come back within one one week's time. So king asked D1 to one week's time. So king asked D1 to stand behind the curtains.

[1:13:51] D2 also had same set of questions for the king and king assigned the same task to D2 as well. Now D2 went to that place had discussion

[1:14:03] with these vagabonds had discussion with people around and D2 came up with a lot people around and D2 came up with a lot of information as compared to D1. King was asking several questions. D2 was answering all of them. D2 said yes

[1:14:17] 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 many women, they don't have any instrument that may they're going to go

[1:14:30] to kingdom K3 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 D2. But then all of a sudden D3 comes

[1:14:44] D2. But then all of a sudden D3 comes in. D3 had a fearsome face. D3 was in a hurry to share something with king. So

[1:14:56] D3 D3 said please stop then and they don't share this and bull stories 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

[1:15:09] are having very good discussion. So king said is that really very urgent. D3 says yes that's why I've stopped in middle. My apologies for that but I need a very quick discussion with you a very urgent discussion with you. King asked

[1:15:24] D2 to stop for a while and says 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

[1:15:37] 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 as D2 as well. Then king said then who

[1:15:53] as D2 as well. Then king said then who are these people? D3 said these are enemies disguised as vagabonds. They are around 15 to 28 at present.

[1:16:05] But thousands of them as per my analysis as per my experiments hidden trials I know there are thousands of them hiding behind the bushes in the countryside here.

[1:16:18] These people are locating our important army positions. These people are trying to understand the different things that they're doing here. creating and defining some strategy and

[1:16:31] 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 and bull stories it's an important thing for us to alert our army catch

[1:16:45] hold of these vagabonds and then come up with the strategy to win the war against these people here. King listens to D3. He comes up the to win the war and then again come up

[1:17:00] with stabilized kingdom and story goes on from there. on from there. My question to you all is what do you all think was a difference between

[1:17:14] was a difference between the analysis that D3 has performed as compared to D1 and D2. law is saying D1 and D2 are getting less salary. Less salary means less work. Yes,

[1:17:30] [laughter] that's not a right thing to say. I think it's a writer note. But my question to you all is what is the moral of the story law? Why do you think D3 was able to come up with a

[1:17:45] better solution? How D3 was able to say that these are enemies and why D and D2 that these are enemies and why D and D2 were not able to predict this thing?

[1:17:58] Vij is saying D2 a CB certified analyst. Yes, I do D2 or not. What else? Think more about it.

[1:18:12] detailed analysis. What else?

[1:18:28] detail. Let me explain this now. Everyone everyone, you are missing one very important thing.

[1:18:41] here. Maybe you are like mesmerized by the Arabian Knights. Let me make it very clear. D1 and D2

[1:18:56] their analysis was focused completely was dependent. Everyone if you all agree with me in the story we just listened to

[1:19:08] just that we have discussed D1 and D2 their analysis were completely dependent upon the information that they have gathered from Vega bonds

[1:19:21] gathered from Vega bonds and people around for the information the stakeholders may not know about the

[1:19:34] information. Yes or no? They are own they're your own people but they don't know that these are vagabonds or enemies disguised as vagabonds.

[1:19:50] D3 is performing a requirements elicitation. He is talking to people but along with that he's also doing his own research.

[1:20:05] He is also performing certain experiments. experiments. So moral of the story is it's an important thing it's an important thing

[1:20:19] important thing for a business analyst to perform requirements elicitation with the help of these three important pillars. Let's discuss the moral of the story now with the help of what's there

[1:20:33] 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

[1:20:52] explore and identify the information that is relevant to the change. Business analyst

[1:21:08] Collaboration that DA and D2 did. They both collaborated with people around in Vega bonds. But along with that we also have to do our own research.

[1:21:22] Look at the historically available information. Look at the existing information. Try to do some data analysis.

[1:21:34] Try to do some data analysis. Try to do some exploration and also perform experiments like hidden trials, When we are doing all these three things,

[1:21:48] then it is requirements, elicitation and this will help you gain clarity around 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 B must

[1:22:03] moral of the story is that every B must cry. 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

[1:22:18] you get the requirements. Crime means collaboration, and experiments would help you perform requirements

[1:22:30] would help you perform requirements elicitation in a very organized manner. 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%

[1:22:46] attendance in the live session. Is this good enough for them to become a Is this good enough for them to become a certified analyst? Is this just enough if you collaborate with me? No, you have to go through the

[1:23:00] Babok guide. You have to go through the class notes. You have to spend some time going through bat times.com. This is all your research. Go through the bat times.com. Read the articles. Go through the Babok

[1:23:15] guide. Do not completely rely on what you're getting from the trainer. you're getting from the trainer. Complete reliance may bring you to the same level as D1 and D2. But if you want to become a certified

[1:23:27] 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 the projects. Those are already there in your drive link. Yes. So requirement

[1:23:41] solicitation depends on three pillars. That was the moral of the story here. Collaboration, research and experiment. Now experiments we'll discuss in detail with the help of some tools. We'll install and we'll we'll talk about some

[1:23:55] 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.

[1:24:07] collaboration, you are gathering the requirements. your job interviews that what's the difference between requirements

[1:24:20] gathering and requirements elicitation. Would you be able to answer such interviews that what's the difference between requirements gathering and requirements elicitation? Requirements gathering primarily focuses upon a

[1:24:35] detailed discussion and engagement with your key stakeholders. But requirement solicitation encourage BA to not only collaborate but also do

[1:24:47] your own research and perform experiments to arrive at a better set of requirements and their corresponding solution. That's the moral of the story. Are you able to understand now what is

[1:25:01] requirement solicitation? Yes. So this is the moral of the story you all have to remember. C R E collaborate

[1:25:13] 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

[1:25:28] elicitation is just as just the 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

[1:25:44] today. So how to cry loud we'll discuss here we'll cry here loudly here we'll cry here in a very detailed manner. So here you'll find all about crying in here you'll find all about crying in detail.

[1:25:59] should perform requirement solicitation. Yes. Requirements. So let me add a red heart to this. So Shivangi is a very good point. So I'll not say it's better to say it's better to practice requirements solicitation.

[1:26:13] 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 gathering if the information is good thing. I'm not saying I'm not I'm

[1:26:27] not against you having a discussion the stakeholders you talk to them it's good stakeholders you talk to them it's good but 100% dependency reliance on what you get from the stakeholders is not a good thing.

[1:26:41] cross validate do the research perform experiments yes because you cannot assume that what they are getting from the stakeholders they are getting from the stakeholders is 100% accurate

[1:26:55] okay everyone Shivangi is you all are with me fine with the story the 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

[1:27:09] certified analyst so you have to cry Yes. So, so that's the moral of the story. It is set the requirement of the key stakeholders. The next thing is everyone discover, synthesize,

[1:27:23] synthesize, analyze the information, investigate and clarify stakeholders desires, desires, determine issues and their causes.

[1:27:36] 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 and

[1:27:52] what are the important knowledge areas? What are the important techniques? So What are the important techniques? So now let's switch our focus to the Baba now let's switch our focus to the Baba guide the table of content and let's see

[1:28:05] what all topics we're going to discuss in our upcoming 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 everybody is with me you have this table

[1:28:20] of content on your screen then we'll move ahead. you're ready. We'll then move forward with our discussion.

[1:28:44] everyone chapter number one. Ready everyone? Yes. Thank you. Chapter number one and chapter number two. These two chapters chapter number two. These two chapters are the basic

[1:28:58] 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 back guide. This is the

[1:29:13] 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

[1:29:26] 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 the FSDs we'll talk about the user stories

[1:29:42] we'll talk about the functional requirements nonfunctional 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 chapters as

[1:29:56] part of the introduction. Then everyone the chapter number three please focus here everyone chapter number three is the first knowledge area

[1:30:11] that we're going to start with. First knowledge area is business analysis, planning and monitoring. And here we'll discuss about five And here we'll discuss about five important tasks here. These are the

[1:30:26] important tasks to be performed by the business analyst. business analyst. 3.1 3.2 3.3 4 and 5. These will discuss in detail as part of chapter number three.

[1:30:40] Then after the first knowledge area, the second knowledge area is elicitation and collaboration everyone. Again, five important tasks here. Then the third knowledge area, requirements life cycle management, five

[1:30:56] important tasks here. Strategy analysis, again four important tasks here. Requirements analysis, design definition, six important tasks. And chapter number eight is the last knowledge area.

[1:31:17] chapter number eight total six knowledge areas we'll discuss in detail. And if I sum up all the important tasks here. We will discuss 30 important tasks

[1:31:30] here. We will discuss 30 important tasks as part of these six knowledge areas. So chapter number three till chapter number eight six knowledge areas having 30 total task in number. Chapter number nine everyone that we'll

[1:31:45] competencies and we'll talk about all these and we'll talk about all these underlined competencies and then the most important thing that we'll discuss parallelly with the knowledge areas is

[1:31:58] the techniques. This is the backbone everyone of this This is the backbone everyone of this certification program. The techniques few techniques like acceptance and evaluation criteria

[1:32:12] business cases concept modeling balanced scorecard. There are few techniques wherein we'll come up with techniques wherein we'll come up with some comprehensive documentation.

[1:32:26] While in few techniques like data flow diagrams, data modeling, business model and others will come up with certain important flow diagrams. In few will come up with the block

[1:32:42] diagrams. In few will create some BPMN notations, UML notations, lightweight documentations. So all these techniques all 50 techniques we'll discuss with the help of some examples in the live sessions

[1:32:59] of some examples in the live sessions user stories sort analysis use cases workshop these all techniques we'll discuss these techniques are going to help you work on the task in a very efficient manner and come up with the

[1:33:12] required output. So these techniques are very important. Chapter number 11 is something that we 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 risk

[1:33:25] master, PowerBI, SQL and others. So 11 is not part of the syllabus. We'll just talk about the last thing as chapter number 10. So if I summarize what is the

[1:33:37] structure of the map guide and the table of content for us. Chapter number one and chapter number two this is about the basics of business analysis or you can

[1:33:49] basics of business analysis or you can say introduction. chapter number three till chapter number eight total six knowledge areas

[1:34:01] 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

[1:34:16] discuss. Yes. And chapter number chapter number nine is about the underlined competencies. Yes. And chapter number 11 is something out

[1:34:29] And chapter number 11 is something out of scope for ECBA, ECBA, CCBA and CBA. and CBA. Yes. So these are the details around the

[1:34:42] uh the structure of the Baba guide. 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

[1:34:55] pasted one screenshot so that you all get the information right from the horse's mouth. So you can see here that

[1:35:07] 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

[1:35:25] perspectives 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

[1:35:41] 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

[1:35:57] part of 11 as well. If time allows I'll cover 11 as well but 11 is our you may cover 11 as well but 11 is our you may say the lowest priority. Okay. Sometimes we have the time in a live session so we can talk about it. Yes, since I have a

[1:36:15] 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. such things. Okay,

[1:36:30] program and you'll find separate trainer different trainer talking about those different trainer talking about those things. I am here to just talk about CBA business analysis for another one month. After that you'll find a different

[1:36:44] trainer for PowerBI, a different trainer for Tableau and other courses. for Tableau and other courses. Okay, six knowledge areas not five m six knowledge areas from chapter number three till chapter number six. Chapter

[1:36:59] areas. Six knowledge areas, 30 important tasks. Okay. Yes, Malik, Para, Shang, everyone else, Yes, Malik, Para, Shang, everyone else, you all are with me. So, let me reopen

[1:37:15] you all are with me. So, let me reopen the table of content here and go back to the table of content here and go back to what we had we had discussed. take a pause here. Wait for your questions before you move to the next

[1:37:29] questions before you move to the next topic. Yes. So this is about the syllabus. This is about what we will discuss in the next one month. Every weekend we're going to talk about these important

[1:37:44] topics. So this is about the structure of the So this is about the structure of the Babok guide and now we have completed

[1:37:58] 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,

[1:38:12] you are eligible to appear for the CBA examination conducted by IAB. Yes. So, just [clears throat] give me a second.

[1:38:31] not to wait for all the courses to be completed. If you're planning to appear for IB examination once we are done with our discussion and you have submitted your project as well as you have cleared the assessment you

[1:38:46] can you can simply appear for the examination. examination. Yes, for 7500 arts eligibility I have Yes, for 7500 arts eligibility I have created few important documents in your

[1:39:00] 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

[1:39:16] 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

[1:39:29] 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

[1:39:44] is equally valuable. You first find a good job, enter into a good job, ask your company to provide the reimbursement and then you may go the reimbursement and then you may go for it. There are so many learners

[1:39:57] were able to get an opportunity to work with some very good companies after getting the certificate from simple loan. Simple learning is a globally recognized education provider. We have footprints. We have presence in more

[1:40:09] than 150 plus countries. So the certificate that you get from simply is also very valuable. Don't think that you have to go for CBA in order to get into

[1:40:21] some good job role. Even this certificate has helped a lot of the learners getting it. Now talking about the getting it. Now talking about the eligibility thing. So, IABA

[1:40:33] offers three programs everyone. One is elementary certificate in business analysis wherein you need not to come up with any justification for experience. Anyone with 0 to one year of experience will go

[1:40:47] for it. It also offers program like CCBA wherein you'll need experience in between three two to three to four years

[1:40:59] I must say. Yes. And for CBA it is more than 5 years Yes. And for CBA it is more than 5 years which is equivalent to 7500 hours

[1:41:11] plus. Okay. The calculation how you'll arrive at this number how to justify these things you'll find all such calculations in your drive link under CBA registration related documents. Just go through those

[1:41:27] 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 Those will help you understand the things in a very simplified manner.

[1:41:42] 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 one thing very clearly straightforward to you all is you should try for CCB or

[1:41:56] 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, Canada and others they may think that

[1:42:09] I'm talking against IB. I am not against IBA certifications but I'm just telling 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

[1:42:22] 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

[1:42:37] providing the reimbursement then definitely go for it ECB TCB or SIBA. 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?

[1:42:53] 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 documents here. So if you'll go to if if you look at this uh document

[1:43:08] 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

[1:43:21] 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 I would say it's fine The certificate that you'll get from RN is also

[1:43:34] Okay. So you you'll find all these details So you you'll find all these details under CBA registration related documents, Excel sheets, you'll find application process, you'll find

[1:43:48] 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

[1:44:03] 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

[1:44:19] CBA CCBA ECB these all details you'll find in ECBA let me share this link here 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,

[1:44:34] 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. There's one more thing here everyone.

[1:44:46] IABA is very good at responding to their learners [clears throat] questions. So if you need some more information, you can simply drop them an email and you'll receive a response

[1:44:58] within 24 hours. And this I've 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

[1:45:13] 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

[1:45:25] find they'll come up with a very detailed answer to your questions. Okay. So any question that you all have 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

[1:45:39] years. Okay. So you can either talk to them or you can talk to me. You'll get the similar answer. Yes. Everyone with me on this thing. Questions from you all before you move to the next topic.

[1:46:04] 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 [snorts]

[1:46:19] today, but yes, we'll start [snorts] with this topic today. The topic is with this topic today. The topic is stakeholders. discussed today in the first half on high level.

[1:46:35] today in the first half on high level. Stakeholders can be defined as Stakeholders can be defined as an individual or a group that is directly or indirectly impacted by the need change or the solution.

[1:46:52] 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.

[1:47:06] 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

[1:47:19] in this diagram here? what blue represents, what yellow represents, what red represents. First, let's focus on the blue part. What according to you

[1:47:34] What according to you is this group all about? Blue faces, see on your screen, Bruce, these all are the stakeholders. Yes,

[1:47:47] perfect. This is a good answer. Thank you. you. These are external.

[1:47:59] 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 when we say internal or external, these are the relative terms.

[1:48:15] My question is external to what? Internal to what? Don't say Internal to what? Don't say organization. That's the wrong answer. organization. That's the wrong answer. Something else.

[1:48:30] External to what? Internal to what?

[1:48:44] I'm getting from uh again a very good answer from you and from you law. Yes, the correct answer is solution delivery.

[1:49:08] People who are directly involved in developing a solution. people who are directly involved in creating a product. These all are these tired faces. That's why these are tired faces because they are working day and

[1:49:21] night. They are the ones who are developing a solution. And why these are happy faces? And why these are happy faces? Because these are the beneficiaries.

[1:49:36] 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 are the ones who are not involved in directly developing this product.

[1:49:50] Yes, pect 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

[1:50:04] solution delivery. Some of my learners asked me this Some of my learners asked me this question that why not organization?

[1:50:17] 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.

[1:50:32] It may be that you are working on some in-house product. in-house product. So it's not always that your IT team is your service provider. IT team may also be part of your organization as well.

[1:50:47] 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.

[1:51:00] Okay everyone with me on this thing? Yes. Let's start with our discussion now and let's discuss about these important stakeholders.

[1:51:12] stakeholders. First a very popular answer. Thank you critical kit is saying I'm working as a business analyst part

[1:51:25] 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.

[1:51:40] Sometimes I get this question from the learners that is data analysis part of business analysis. Some people say is a product owner a business analyst. Some people ask me this question that is

[1:51:57] business analysis just about the process analysis and some people ask me that what is it what is the you may say what are the different roles that we have within business analysis

[1:52:11] 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 other batches so let me answer this question as well

[1:52:23] question as well in your Baba guide 1.3 page number three. You can see here the

[1:52:35] page number three. You can see here the very important thing mentioned here. very important thing mentioned here. Common job titles for people who perform business analysis includes business architect,

[1:52:50] business system analyst, data analyst, enterprise analyst, management consultant,

[1:53:02] process analyst, product manager, product owner, requirements engineer and system analyst. So you all can see here the data

[1:53:17] analysis not something outside the 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

[1:53:30] since I come from a technology background I got an opportunity to work as a system analyst and alongside I was also doing some data analysis. having some good experience into the business analysis world, I got the

[1:53:47] opportunity to work as a process specialist, process analyst. And then after few years, I got an opportunity to work as a product owner

[1:53:59] with this role as a management consultant in my current organization. So meaning to say that business analysis profile has several job titles.

[1:54:12] It's it's sometimes based upon your work experience is some price based upon your experience is some price based upon your skill set and also upon your background. Okay. So these are the common job titles for people who perform business

[1:54:25] analysis. The product owner, product manager, enterprise analyst, business system architect, system analysis, these all are part of the business analysis umbrella term. Okay everyone,

[1:54:41] let's come back to our discussion around the stakeholders and these are the key stakeholders on your screen. One very common question that I get from the learners is that what's the

[1:54:53] difference between the customer and the end user end user or these are one and the same thing. Let's discuss this thing with the help of few examples to understand the

[1:55:08] 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. [clears throat] So let me take you all your projects

[1:55:24] So let me take you all your projects and let me ask you all a few questions. So paranor

[1:55:39] number one it is canteen ordering system for uni lio and everyone else in this project canteen ordering system for uni liver who is the customer for the solution

[1:55:54] who is the customer for the solution delivery team and who is the end user. Unilver as an organization

[1:56:07] is paying for it. They have the legal rights. They have the legal rights. They are the ones who are owning this product. So uni liver is the customer.

[1:56:24] So uni liver is the customer. Whilst these 1500 employees till the Whilst these 1500 employees till the time they are part of uni lio they're able to access this application they are using it they're using it they're

[1:56:38] using it they're using it they're operating it so they are the end users operating it so they are the end users similarly if I talk about madri's library management system for the Stanford University

[1:56:53] in few minutes you have very good point so we'll come back to this question as well library management system for the Stanford here Stanford University

[1:57:07] Stanford University as an organization as an as educational institution is acting as the customer for the development team because Stanford University has the legal rights has the

[1:57:21] moral rights they have purchased used or they are paying for this product. But who is using it? Students, alumni, faculty or staff, these all are the end

[1:57:33] users. If I talk about WhatsApp pay, WhatsApp pay is owned by the company WhatsApp pay is owned by the company Meta or the Facebook. But who is the end Meta or the Facebook. But who is the end user? You and me who are using this

[1:57:47] 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 customer having the Mayo Clinic is the customer having all those legal rights while the medical

[1:58:02] staff, the patients, the doctors, the nurses and everyone else those all would nurses and everyone else those all would be the end users. the two. Now one of our learner is coming up with a very good question here

[1:58:17] that in some cases customer may also act as the end user. customer may also act as the end user. When customer himself or herself

[1:58:29] 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 I'll take a very simple example. Let us suppose there's one company Ford.

[1:58:45] 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? Business model was to come up with cheap cars. Cheap in the sense with very low

[1:59:02] prices. Yes. the the the cars with low prices as compared to companies like you may say BMW Mercedes and others they

[1:59:15] came up with a business model to produce and manufacture the cars with lesser rates so 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

[1:59:31] about food as a company and if I say Today I Isa or Pavi they pay for this car and they become

[1:59:43] the owner for it. Yes. Isa and Pavi are sitting on the Yes. Isa and Pavi are sitting on the back seat and there's one driver it then Isa and Pavi are the customer for Ford and this driver is the end user.

[2:00:04] 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?

[2:00:16] 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 in for it and they're also using it then in such cases customer is

[2:00:31] uh customer is 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.

[2:00:44] Yes. So that's about the customer and the end user. Everybody with me on this thing following this thing? following this thing? Yes. Now, now let's talk about

[2:01:03] let's talk about the last topic for the day and one last story to share with you 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.

[2:01:16] So many people here from USA and Canada here. here. So I'll share one story from

[2:01:29] the year 200 7 and 8. 2007 and 8 everyone or I can include 2007 and 8 everyone or I can include nine as well. These three years are

[2:01:43] considered to be bad for the business all across the globe. This was a period all across the globe. This was a period of great recession.

[2:01:57] And can anybody help me know what happened in US in 2008 and 9 that was happened in US in 2008 and 9 that was the major reason for the recession. Yes,

[2:02:09] 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 or as Vijend is mentioning here the Lehman Brothers collapse.

[2:02:28] the Lehman Brothers collapse? Especially people are joining here from US. bank then and we had a very strong relationship with this sanction

[2:02:42] institution. Yes. How the market bubble somebody is talking about? Yes. What is this housing market bubble everyone? What happened everyone? I'll just make it very short since we're into last 15 minutes.

[2:03:03] world I'm talking about the North American world American world real estate business was at its peak

[2:03:16] most of the people all across the world were planning to settle in US 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

[2:03:31] 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 skilled people. As a result of that there was a huge you

[2:03:45] must say exponential rise the real estate market and layman thought of making a lot of investments in the real estate business and they had huge investment in real estate business

[2:04:01] 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 investors people were not only people but the

[2:04:17] corporates the companies started to withdraw their investments from this withdraw their investments from this financial institution. Even in my bank wherein I was working as an operational you may say somebody who's into business

[2:04:30] 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

[2:04:45] As a result, what happened was they were short of you may say funds and I'll use liquidity. Liquidity was causing problems. Liquidity was causing problems. They never had cash or cash equivalents

[2:04:59] to return to their investors. As a result, what happened was they started to sell their properties, their investments in real estate and business.

[2:05:11] And then what happened? When they started to sell the things, 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

[2:05:26] significant drop in the prices of the real estate properties because somebody 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

[2:05:41] depths 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

[2:05:57] Switzerland yes the name is Basil some people say Basel in India there was one committee that was established and one committee that was established and the name of the committee was BCBS

[2:06:14] Basel committee for banking supervision and they came up with some important princip principles and it was made mandatory for all the European banks. It was made mandatory for all the North American banks to

[2:06:30] 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

[2:06:44] 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,

[2:07:00] rules, regulations. Those are going to help you avoid the uncertaintities in the business. They are going to have they're going to help you ensure that your solution is within the given limitations

[2:07:15] and it's 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,

[2:07:30] 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.

[2:07:45] India. CB. If I talk about the banks nationalized or the private banks then what what's the name of the uh the regulatory body? It's the RBI. Yes. Similarly in UK and US as well we

[2:08:01] have different bodies monitoring the activities of different people like in activities of different people like in is anyone joining here from UK here? is anyone joining here from UK here? in UK I work with the HMRC her majesty

[2:08:15] Queen Elizabeth department HMRC now it's the name of the king after the death of the name of the king after the death of the U queen so HMRC is about the tax collections in UK and they come up with all those norms for the tax collections

[2:08:30] so meaning to say regulatory bodies play a very important role when they talk about policies rules compliances and other things. So first thing that we discuss everyone was about few statistics that IAB has gathered from

[2:08:48] different projects all across the globe. It's not just the IT service management projects. It's all the projects in different domains and they have come up with these statistics. So we had discussed about these

[2:09:02] statistics like 71% of failed software projects globally. This 29% success rate 40%

[2:09:15] of the effort in an average software project is in fixing errors requirements defects account for 56% of the rework. And we also looked at few uh

[2:09:28] numbers to understand the money invested and wasted in all these activities. 250 billion plus of annual waste. So others you all can see here is trace to poor

[2:09:41] requirements globally and 194.4 is spent on software percentage. 46 billion is spent on fixing software

[2:09:53] requirement servers. So you see here the major problem is the poor requirements and the good opportunity for us is to learn the

[2:10:05] standard set of practices, the good practices, the important the important tasks. Those are going to help us provide a better solution, a complete solution, an end toend

[2:10:21] solution for the given business problems. So this was the very first thing everyone that we had discussed that what what exactly the purpose of business analysis why at all we need a good business certified business analyst

[2:10:35] 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 analysis.

[2:10:48] Here we had discussed about the very first thing as the five WH criteria. Five WH criteria as we had discussed yesterday

[2:11:01] that it helps it encourages. It is very useful to do the detailed investigation,

[2:11:13] exploration, research through a processcentric lens and that way we'll be able to gain more information, more clarity and those things will then help us define the

[2:11:29] business needs. So business needs we have discussed these can be in the form 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

[2:11:42] found there were needs in the form of problems. Now today we'll discuss another project wherein 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

[2:11:56] 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 a given business problem to identify the

[2:12:09] 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 technical

[2:12:26] analysis variance analysis so many types 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.

[2:12:41] This solution would then enable a change and this change helped in continuous improvement. Yesterday we also discussed about sorry the enablers the enablers

[2:12:55] and we discussed about the importance of enablers. Everyone enablers can be enablers. Everyone enablers can be defined as the transition requirements. Enablers are all those important set of activities and tasks. Those are

[2:13:10] performed by the business analyst. These tasks and activities would help you ensure that there is a hassle-free and a smooth transition to a new future state. Enablers can be in the form of business continuity plan. Enablers can

[2:13:27] be in the form of certain trainings, mentoring, user manual creations, advertisements, offers and all such important offers and all such important activities. Those may help you

[2:13:41] transition to a new future state without any barriers in the realization of value. To avoid any undesirable consequences to avoid any barriers in realization of value, enablers are of utmost

[2:13:55] importance. But the very important thing here from the job interview's perspective, enablers are considered to be temporary requirements. temporary in the sense these are no

[2:14:10] longer required. Often it's not like you'll just completely ignore them but in most of the cases these are no longer required once they successfully transition to a new future state. That's why these are also known as the

[2:14:25] temporary requirements. So they were ask such question job interview that why the enablers and transition requirements are considered to be temporary in nature. So you can mention that once we have a

[2:14:37] successful transition to a new future state, it is no longer adding much value. So this is temporary. Okay. Yes. So we have very good question from Swati here and [clears throat] let me

[2:14:53] 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 let's talk about what Swati is mentioning here.

[2:15:06] Swi is coming a very good point and let's discuss this thing. Swati is and let's discuss this thing. Swati is saying at simply learn we have courses related to analysis and courses also related to analytics.

[2:15:24] What's the difference between the courses offered by simple lawn? Those analysis. Yes. Is that what you're asking? Yes, si. So let me ask [clears throat] this question to my learners here everyone more than 70 plus

[2:15:38] 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

[2:15:55] getting very popular nowadays and that is

[2:16:09] 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

[2:16:22] 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.

[2:16:37] versus analytics. What's the difference? Anyone? Okay, let me make it simple for you all. Analysis is undemanding the problem. What is

[2:16:52] analytics? Bad vision saying analytics is backed by data and visualizations. An analysis is not backed by data visualization. In analysis, it is prohibited to use data analysis. Is that so?

[2:17:13] analytics is datadriven and analysis not datadriven. very simple for you all to understand and let me clear the cloud of confusion

[2:17:25] here. Very simple differences everyone. I'll just add one more term. I think this will be very clear to you all. will be very clear to you all. If I add one more word here

[2:17:39] If I add one more word here is statistics and I say that I'm removing this sis from analysis and this part from statistics

[2:17:54] and this part from statistics and combining the two together. analytics is not something outside analysis word.

[2:18:06] analysis word. Analysis is a broad and a huge umbrella term that includes different types of research, different types of you may say

[2:18:18] 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

[2:18:30] formulas measures of central tendency mean median mode correlation regression cluster analysis probability distribution functions permutation combination principles.

[2:18:46] combination principles. that dimension or that segment within that dimension or that segment within analysis is known as analytics.

[2:19:01] 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.

[2:19:13] So wherever you find certain formulas being used in an analysis mode, it's being used in an analysis mode, it's nothing but one branch of analysis that is analytics. Okay. So analytics is not something

[2:19:27] outside analysis. It is an integral part of your business analysis work. Like if I tell you about uh my current [clears throat] profile, so in my

[2:19:39] 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 coming in. So then like two years back I had to like register for a PG program in

[2:19:53] machine learning and AI and I 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 not coding the things, I'm not like

[2:20:08] 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 your question? So analytics in those

[2:20:23] courses you'll find that there will be focus on Python there'll be focus on statistics probability distribution functions. So

[2:20:35] 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 the uh the content and the syllabus. Okay. And you'll find tools

[2:20:51] 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

[2:21:05] I can share those details, but those are not part of your syllabus. Okay, getting it. The simple answer is when you rely on mathematics to take certain decisions. When you rely on statistics to come up with any

[2:21:21] particular solution for a given business problem, this is known as analytics. As simple as that. Okay. Any question from anyone?

[2:21:40] 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.

[2:21:54] mathematics or statistics. Okay, fine with this description the definition everyone. So this was about everyone what is business analysis the standard definition

[2:22:07] and then everyone we had discussed about another very important topic another very important topic who is a business analyst and here we had discussed about the very first thing the very basic

[2:22:21] topic to start with we have discussed about responsibility versus accountability responsibility is more about the ownership working on the given task directly. You

[2:22:35] own the things, you work on it, complete it. But there's some other person, some other group who is tracking, monitoring, evaluating what you are doing.

[2:22:51] 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

[2:23:06] responsible person. So accountability we had discussed more about the answerability while responsibility is more about the ownerships. And then everyone we had discussed about

[2:23:20] requirements elicitation yesterday. Requirement solicitations is to draw explore and identify the information

[2:23:32] that is relevant to need change or the solution. And yesterday everyone we had discussed about three important pillars to requirement solicitation. Pillar number one, pillar number two,

[2:23:45] pillar number three. Can anyone of you recollect and mention in the chat box those three important pillars to requirement solicitation that we had discussed yesterday? Yes. Whenever you get some requirements to

[2:24:00] analyze, you start crying. When you are crying, it means you are collaborating with your key stakeholders to gain more and more information. The stakeholders may not know about the full information with the project and

[2:24:17] others. Maybe that stakeholders are also new to this project. So it's also very important along with collaboration gathering the requirements collaboration gathering the requirements you also do your own research.

[2:24:30] 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

[2:24:44] the shareepoint and Jira and other tools. tools. So research is more about analyzing, discovering the information, synthesizing the information,

[2:24:57] information, getting some insights from the existing data. Those all things will be part of the research. Research can also be in the form of document analysis. Let us suppose I say I share one topic

[2:25:13] with you all and Kitika and Projecta sharing this or like Kitika and Projecta sharing this or like Kitika and Projecta are search this thing on bat times.com. Don't you all think if Praa and Pritika are looking for the information on bat

[2:25:29] times.com this is also kind of a secondary research when you look for secondary research when you look for something Yes. on Google or some other external source. Yes. So if you're doing your research as I mentioned yesterday

[2:25:43] 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 research after the live session prefer data times.com

[2:25:59] okay that's the best way to do your own research. Don't go over chat GPT. And one more thing yesterday somebody was asking me this question that what's the role of AI in the business analysis world

[2:26:12] 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 the source from where you have picked this information

[2:26:28] and always cross check the source [snorts] before you accept what is the answer from Chad GPT. Okay, I can tell you my experience.

[2:26:41] We were using Chad GPT in our project for some very important projects but we for some very important projects but we found around 60% of the information was found around 60% of the information was not correct.

[2:26:57] when you are like searching something on chat, Jupiter or any other AI tool. chat, Jupiter or any other AI tool. they think it so so AI is good but blindly following what AI is doing is not the right thing to do ask AI from

[2:27:13] not the right thing to do ask AI from where you got this information thing that when you do your research you search for a reliable source

[2:27:25] and then the last thing is experiments in the experiments yesterday we had discussed about that we'll discuss in our sessions to come how to create the PC's prototypes

[2:27:39] uh the MVP. Yes. So for experiments everyone I have one homework for you all and very short and very interesting homework is everyone homework for you all is and this we'll

[2:27:53] 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 bat times.com

[2:28:05] and this is something linked with yes so this article let me share in the yes so this article let me share in the chat box especially for those people who are not from the BS business analysis profile and they are planning to switch

[2:28:18] to BS profile people from sales and other domains the homework is please click on this link and confirm. You can give me a thumbs up on this link. Is everybody able to access this link? Demystify

[2:28:32] MVPs prototypes and other the B landscape. Now the homework for you all is everyone just read through what is prototype.

[2:28:45] Just read through what is prototype, what is proof of concept, what is MVP, what is MMF,

[2:28:57] 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 next session that is on Saturday, next Saturday,

[2:29:09] we'll talk about these important concepts in detail. Okay, people have some misconception about these things when I talk about these in the live session. Some people come up with some uh irrelevant counter

[2:29:23] questions. So to avoid such things, I'm requesting you all to read through this requesting you all to read through this article on bat types.com and then in our next session we will discuss these topics in detail. Prototype, PC's, MVP,

[2:29:39] MMF and MLP. And it's very important for people who are preparing for the job interviews. One more link I would like to share with you all here before we move ahead and it's important for those who are

[2:29:53] preparing for job interviews. At simply learn we have created few questionnaires especially for people who preparing for job interviews. Again one more link. I'm sorry I'm sharing so many links with you

[2:30:07] all. Please click on this link as well. bookmark this link and help me know if I if you are able to access this link. Top 65 plus business analyst questions and

[2:30:19] answers. Yes. Now here what we have done everyone this is especially for those people who are preparing for the job interviews. You all can see here we have come up with some very basic questions to start with and there are more than 65

[2:30:35] plus questions. I'm covering all of them in the live 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

[2:30:52] 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 questions during the Q&A time. So you all can parely start going through these

[2:31:06] 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

[2:31:20] 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. So first three questions you all can go through read

[2:31:34] through this thing and if you find anything difficult to understand we can discuss in your live session. Okay. So you all can bookmark these two links 65 plus interview questions and how to differentiate between the P um MVP and

[2:31:52] others. Okay. So everyone we discussed about the requirement solicitation the three important pillars to it then we also discussed about the structure of the Babok guide and let me ask you all one

[2:32:08] question here. Yesterday we had discussed about the structure of the business analysis body of knowledge and here we are discussed about few important things dash many knowledge areas

[2:32:23] dash number of tasks dash number of techniques and dash number of underlined competencies

[2:32:39] right answer also. What do you think 50 is a huge number? 50 50 is the number of techniques,

[2:32:55] 30 important tasks and six underlying competencies. Yes. So, six knowledge areas from chapter number three till chapter number eight.

[2:33:07] six knowledge areas. These knowledge areas include 30 important tasks and chapter number 10 is about the techniques. Chapter number nine is about underlined competencies. Chapter number 11 we had discussed is not part of your

[2:33:23] syllables. Yes. So thank you Kika.

[2:33:35] 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 submpetencies so correct

[2:33:51] Gajula thank you thank you Gajula Kitika Jagen Bruce Vina Dennis Nikita and everyone else for your participation so everyone These were a few important

[2:34:06] 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

[2:34:23] the day everyone to start with is everyone the BACCM [clears throat] model. So let's talk about the BACM model now. But before we start with this topic and talk about the business analysis core

[2:34:41] concept model. Yes. Now before we start with this topic I'm coming up with one statement I'm coming up with one statement and you all have to come up with the

[2:34:55] and you all have to come up with the answer. My statement is backup model. The BACCM model The BACCM model is considered to be an icebreaking step.

[2:35:10] A trigger to understand the highle requirements those can be then transformed into the low-level requirements.

[2:35:23] My question to you all is what are the highlevel requirements and how these requirements are different from the low-level requirements.

[2:35:37] Backup model is going to help you gain clarity around the highle requirements. and how these are different from the low-level requirements. This question is

[2:35:51] especially for those who have spent some time in business analysis world. This question only for those who are there into business analysis profile for some into business analysis profile for some years or some or more than 10 years. You

[2:36:05] have some experience into business analysis role. You all can share your 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

[2:36:19] This question is open for you all to answer. class notes. The answer is in your class notes.

[2:36:39] So in your class notes session number one

[2:36:56] let me first read the answer from the learners and then I'll come up with what is there in the bab Right. Employees saying highlevel requirements

[2:37:08] describe what the business needs are. Okay, perfect. Hi saying highle requirements are ones which has maximum reach and has severe impact on business.

[2:37:22] High level requirements where multiple stakeholders required to involve kal is saying high level requirement usually or combination of many low requirements. Yes. So KL has the answer that's closest

[2:37:35] to what's mentioned in the Bible of guide. Jagan is coming up with a very simple answer. Jagan is saying basically it is non-technical. Absolutely wonderful. Yes. What else?

[2:37:50] Shuga is mentioning here is yes correct. Low level one describe how solution is 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

[2:38:05] new to the analysis but to understand this matter. High level requirements everyone [clears throat] [clears throat] is considered to be the top view

[2:38:18] is considered to be the top view sorry top view or the bird's view when the requirements are mentioned in the form of an overview or summary. This is termed as a highlevel requirement.

[2:38:35] Highle requirements can be categorized as as bird's view or a top view. bird's view or a top view. Any BA needs to break it down and

[2:38:47] 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.

[2:39:02] 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

[2:39:18] me a thumbs up. Learners will prefer to go for this last Learners will prefer to go for this last one. HMS from healthcare. In healthcare one project number four. Yes Bima L you all are going for HMS and

[2:39:35] HMS is a very good project I must say. So you have made a very good choice. HMS So you have made a very good choice. HMS is one of my favorite project and it's analysis world to select this one HMS. It's one of the better projects.

[2:39:49] 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

[2:40:01] create this product HMS this is the highle requirement for us. Just the summary that we need to develop an advanced solution HMS

[2:40:13] 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.

[2:40:31] name of the patient, their medical history, their contact details, the residential address and other scan copy of the existing tests or existing consultation with other hospitals.

[2:40:47] 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.

[2:41:03] For consultation with the doctors, they 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, what else can be part of it?

[2:41:20] Lab tests, laboratories, yes, blood test and all such things, radiology and all such things. Then radiology and all such things. Then medicines, then something else. When you

[2:41:35] medicines, then something else. When you are decomposing this summary or highle requirements into smaller fragments, these all represent your lowlevel these all represent your lowlevel requirements.

[2:41:50] 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 mentioned this thing at the time of appointment itself. Yes. So I am more

[2:42:05] interested in payments that's why payments I had mentioned here itself before we go to the medicine part. Okay. So payment is first in sense itself. so payment is a very important thing that you are mentioning here. Yes. So,

[2:42:20] that you are mentioning here. Yes. So, HMS we are trying to come up with someone is mentioning about the companies like Tokyo. Yes. Uh and other

[2:42:32] 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

[2:42:46] trying to define the low-level requirements. difference between highle requirement and the low-level requirement? Highle requirement simply means a summary overview or just a top view.

[2:43:06] But low-level means you are doing your detailed analysis. You are breaking it down into smaller fragments. Okay. Now I would also like to share with you all everyone one very important

[2:43:22] tool that may help you that may help you create the low-level requirements. create the low-level requirements. So let me share give me a second. Let me

[2:43:35] open one good diagram and then I'll share with you diagram and then I'll share with you all. Just allow me one more minute. So this is what one thing I want to share with you all here everyone.

[2:43:49] 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. This is one very good tool everyone and the name of the tool is creately. Now

[2:44:06] the name of the tool is creately. Now creately tool everyone this helps you creately tool everyone this helps you not only create some good visuals but not only create some good visuals but they also share with you all some sample

[2:44:18] or some examples. Those may help you understand how to use a given template. understand how to use a given template. Like if I click on this one, size here.

[2:44:32] 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 canteen ordering system. Now you all can see here that for this website

[2:44:46] website you have to create one homepage header sidebar logos header should include logos navigation. So you can see a breakout. This is the main topic. This

[2:45:03] is the main topic. This is the subtopic. subtopic into further subtopics and that way we are able to come up with low-level requirement. Creation of a website is kind of a

[2:45:19] 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 and come up with the smaller granules in the form of low-level requirements.

[2:45:34] 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 expectation from a BA to create something on these lines to represent

[2:45:48] high level and low-level requirements. So creately tool you all can try as a basic tool to start with and you all can see here everyone on top you have the

[2:46:00] option to edit this template. So you can also edit this template and So you can also edit this template and customize it as per your requirements. So you you just simply need to click on edit and you can edit the text here and

[2:46:18] make it as your own template. So for create need to work you can any you can create need to work you can any you can open any template click on edit and then double click and change whatever you want to like you can make it as canteen

[2:46:33] ordering system 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 can play with this if you want to add few things just C and Ctrl + V and

[2:46:48] you'll find that there'll be more icons here. So, you can play with this tool. 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.

[2:47:04] 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. Sean again everyone else

[2:47:21] you have so many things 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 if I show you the creately tool

[2:47:46] must But since Vio is a traditional tool, there's so many companies who are like planning to transition from vis to some new tools with better uh visualization. So Visio is the best one I must say. But

[2:48:03] So Visio is the best one I must say. But but you can use u other tools. Yes, nowadays. So you can see here Lucid is also very good one. Yes, Lucid will discuss. Lucid we'll talk about Lucid as well. So I

[2:48:18] have Lucid in my list. So we will talk about Lucid as well. So Lucid chart is also a very good one. BPMN will discuss using the Lucid Draw.io as well. If you see here draw is already there on my

[2:48:33] 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. This is your list one that we'll discuss. This is the creately. So one by

[2:48:47] 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

[2:48:59] the feature list. Is that simple for you all? Yes. Just use this template and create the list of features. Yes. Shawangi and everyone else

[2:49:11] following this thing and and if you find anything difficult session and we can discuss those things together okay we definitely have questions and I'm here to answer your questions okay

[2:49:27] I'm here to answer your questions okay so try it yourself see if you're able to 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

[2:49:40] some other other uh template you can go to this WBS and you can use some other template as well. So I 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

[2:49:56] can use this curved one this is also good one if you see here this curved one project title 4.1 4.2 try to this way also.

[2:50:15] No types of map and all is not part of the syllabus because it it just in your web 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

[2:50:29] 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

[2:50:42] thing is that you know the highle department and using different types of map you're able to decompose it. Okay, getting it.

[2:50:54] But we but do we give the input to this tool and generate the template with the 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

[2:51:08] simply edit or if you find this tool a bit complex 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 draw.io Here you can create

[2:51:22] your own. You'll not have any sample one to edit. I've shared with you all this to edit. I've shared with you all this one because here you'll get some sample templates to refer. So you can explore creately. If you find this good, you can

[2:51:36] use this one. Else I'll share with you all five to eight more tools. Those may help you come up with some better revenge. Okay everyone? So is everybody clear with the difference between the highle

[2:51:52] versus low-level requirements? If somebody asked you this question in your job interviews, especially people who are new to the analysis world, would you be able to answer such questions? Highle requirements versus low-level

[2:52:04] requirements. Yes. So that was about everyone the high level versus lowle. Now let's drill deeper into these core concepts here and

[2:52:18] let's talk about these six core concepts. concepts. First one is everyone the needs. Yesterday everyone we had discussed about the needs and those are all in the

[2:52:33] about the needs and those are all in the form of problems that we had identified in the uni liver project. Yes. Yes. Today we'll discuss another project

[2:52:47] wherein you'll find that there is no problem as such but there is an problem as such but there is an opportunity to grow. Context everyone is a very important thing. circumstances

[2:53:02] that influence or are influenced by and provide understanding of the change context is about everyone yesterday if you all remember

[2:53:22] question 45 year old woman an 11 year old boy the context and I think Shivangi was the only one. I

[2:53:38] think uh law as well one or two lawyers who asked this question that why we are doing this thing and nobody asked everyone was coming up with the assumptions based solution. Yes. So what is the context everyone? Context

[2:53:53] background, the existing behavior, what exactly is happening in the current behavior that may help you come up with a proper definition of business needs.

[2:54:10] Context is something that will help you understand what are the existing functionalities, how organization operates at present,

[2:54:22] what are their strengths, what are their weaknesses. That way you'll be able to understand what are the important business drivers for the change. Is everybody with me on this thing? So

[2:54:38] context is a very important thing to analyze first. When you analyze the current state, it will help you then define the context. Context is going to help you understand the business objectives,

[2:54:53] the business drivers. Yes. So that's why context is important thing when you are analyzing the highle requirements. Vijendra I think you had this question on context are you fine with the answer

[2:55:09] now yes everyone yes everyone so this is your BC model with six core concepts one more example okay let's talk about

[2:55:25] one more example okay let's talk about let's talk about the WhatsApp pay in WhatsApp pay vend and others what is the context for the Why Meta as a company is planning to launch a new app or

[2:55:43] planning to launch a new product? What's what's the context? Context is anybody help me know what's the context has a very good point digital payment has a very good point digital payment but why at all the digital payment

[2:55:58] 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 for them. There are several things if you see here. First important thing is that

[2:56:12] globally people are transitioning to the digital 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

[2:56:29] are switching to digital payment. So it's in demand. So that's why they're going for it. And they also have a huge customer base. So they think this will be a profitable business for them. Yes. But ultimately that was not the

[2:56:44] good business for them after 6 years or 8 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?

[2:57:02] were the key business drivers behind it? Okay. So, so that's about the context. friends while chatting and while watching reals. Yes, I'll add one more

[2:57:16] 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 help you understand the background and this will help you understand what

[2:57:32] 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

[2:57:45] It will help you in simple way in in simple terms context is going to help you understand the existing behavior the current behavior the asis state

[2:57:57] the background and then you can easily come up with the complete definition of need and then the corresponding solution

[2:58:11] few more examples if you're not clear with this thing I have few more thing few more examples if you want to understand context better. Yes. No. Okay. Perfect. So we we are done with this topic now.

[2:58:26] BCCM model learners who are preparing for the CCB and CBA examination. You all can create one short form to learn this thing as N CS

[2:58:39] and CVs. N CS and CVS are the six core concepts N CS and CVS are the six core concepts need change solution

[2:58:52] context value and the key stakeholders NCS NCS and CVS.

[2:59:06] Yes, everyone with me. NCS and CVS. Okay. The next topic is relatively more Okay. The next topic is relatively more important everyone and that is the requirements classification.

[2:59:19] Here Vij and others will discuss about context one more time with the help of one B template. So you'll understand context better once we'll talk about BD

[2:59:31] in detail. Okay. So we'll revisit context one more time. Requirements classification schema is our next topic. And you all can see here everyone four different types of requirements.

[2:59:49] Business requirements, stakeholder requirements, solution requirements and then the transition requirements.

[3:00:01] Yesterday we had discussed about the transition requirements in the form of enablers. So today we are going to focus upon these three that is business stakeholders and

[3:00:17] that is business stakeholders and solution requirements. stakeholder requirements these are combined together and they're documented in one standardized template and can anyone of

[3:00:33] template the business analysis standardized template that captures both business and the stakeholder requirements yes absolutely wonderful answer Dennis and Ahmed answer is B

[3:00:49] R D BRD is one standardized template wherein you'll find a complete description of the business requirements

[3:01:01] and the stakeholder requirements. Business requirements and stakeholder requirements. These are also known as the highlevel requirements. Here you'll find some summary, some short descriptions

[3:01:17] short descriptions and then when you perform your detailed analysis, when you apply several important techniques, it will then help you break down this

[3:01:30] BRD into smaller fragments. And this fragment level information is And this fragment level information is your low-level requirement. And this is defined as the solution requirement. Everyone

[3:01:50] good question that you are asking me and I'll come up with the answer in few minutes. Solution requirements. Solution requirements everyone is nothing but

[3:02:04] the low-level details. How well you are able to break down the summary the overview into smaller granules.

[3:02:16] 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.

[3:02:36] now discuss one sample BD. So this will help you understand a very better manner of what exactly the B represents and what exactly business requirements represent. So let's discuss one sample B now

[3:02:52] 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 whether your business users are writing it or the BA is doing it. Okay. So let's

[3:03:07] discuss on sample BD now and with the help of BD let's see what [clears throat] 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

[3:03:23] directly take you all to the very important thing and that is project summary you all can see here it's mentioned let

[3:03:35] me increase the font size. I hope it's very clearly visible to you on my screen. The project summary. Yes, you can see here Yes, you can see here project summary,

[3:03:49] objectives, background, and then at last you'll find the business drivers.

[3:04:03] Objectives. It should describe how this should describe the overall goal in developing a project. Highlevel description just the highle description not the details. Highlevel descriptions

[3:04:16] descriptions of what the product will do how they're aligned to business objectives and the requirement for interaction with other system. This is also very

[3:04:29] important thing. Second thing is everyone give Second thing is everyone give background. at this explanation here provide a brief history

[3:04:47] provide a brief history of how the project came to be proposed including business issues, problems identified

[3:05:03] and expected benefits of implementing the project and developing department.

[3:05:15] List the business drivers that make development of this product important. This can be financial, operational, market or environmental. And Vijendra, you had this question on context.

[3:05:29] These three things you'll be able to define if you know this core concept. define if you know this core concept. Context.

[3:05:42] context if you know it will help you define the objectives define the objectives that what product is going to do how they're aligned to the business objectives

[3:05:57] and how the requirements are going to interact with other system the linked systems. What are the financial benefits? What are the monetary benefits? Operational benefits,

[3:06:11] market condition, environmental conditions. All such things can be conditions. All such things can be easily defined if you know the context.

[3:06:23] Law is saying what's the difference between the objectives and the drivers? Yes. So what are the drivers of the one? Let us suppose I say let's try to one example. If I say canine ordering system,

[3:06:43] with me office productivity. Yes or no? productivity. Once you'll come up with this app, this will help you out with the office productivity. Operational benefit is that it will

[3:06:59] Operational benefit is that it will drive employee satisfaction. Now law and web are not going to stand in long cues waiting for the tables to be vacant. This will help uplift their

[3:07:12] 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.

[3:07:28] And that way you may also then you may also attract people and people are now willing to work with unilo instead of filing for job instead of requesting for job with other companies they're now preferring unilo

[3:07:43] because it has got better facilities employee centric better products better employee centric better products better services. So these are the drivers. Now objectives? Objectives tell you that

[3:07:56] 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?

[3:08:11] Okay. If I ask for one question law and others can ordering system what are the important interactions? One interaction is the order from the employee.

[3:08:26] Yes. Employees going to order. Second is order received by cafeteria management team. Yes. Delivery boys getting the details

[3:08:41] of the order and also customer providing the feedback. Yes or no? Dissolve would be part of the Yes or no? Dissolve would be part of the objectives.

[3:08:56] having having a small area. I don't know. I'm not able to remember the name. Uh I think Nikita or somebody else pantry yes somebody talked about yes pi you talked about it pantry. So that can also be part of the objectives.

[3:09:12] Is everybody with me following this thing? So what we are doing here is as 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.

[3:09:24] Project summary is something that defines your business requirements. If they ask you this question in your job interviews that what are the

[3:09:36] 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

[3:09:51] 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

[3:10:07] scope is something that can be linked with stakeholder requirements. It says describe what work is in scope for the project

[3:10:22] 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

[3:10:37] stakeholders. Now my question to you all is ideally we should just focus on something that lies within the boundaries in scope things

[3:10:52] but in the biit is mentioned everyone sorry in the beard 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.

[3:11:08] Can anybody help me know what's the purpose? What's the intent behind defining both in scope as well as the out of scope requirements? What's the purpose?

[3:11:23] Why at all you're focusing on both the things things the main purpose is everyone to prevent scope creep. Nice, you're coming up with the right

[3:11:38] answer. I hope you have not copied it from the third line here. It's your own logical thinking that you've come up with this answer. Yes. So, it's a brilliant answer. Yes. If we are not defining

[3:11:52] the out of scope requirements then the chances are unintentionally or due to some assumptions these are absorbed in your solution.

[3:12:09] the help of one example. Yes, let's take one example to understand this thing better. Yes, [clears throat] let's take one example to understand this thing better. So

[3:12:25] another point but at least we should have certain important have certain important uh boundaries to define. So scope change can be managed but it's an important thing to

[3:12:39] first define the boundaries like if you all see here on your screen everyone I have an example to share with you all here let us suppose I say I'm talking about food order

[3:12:58] law and others you all can see here that only 1,500 employees may order food. Here a login page to validate the users must be created. It will help in authorization and

[3:13:13] It will help in authorization and authentication. outside your deliver is authorized to order food.

[3:13:28] Now this way if you're capturing the inoscope and out of scope requirements it will help our technicians our technology experts understand technology experts understand how to come up with thick and strong

[3:13:42] how to come up with thick and strong boundaries for our solution. ensure that it's just these labor employee and no other person

[3:13:54] how you'll ensure that this thing happens? What you'll do then? happens? What you'll do then? You'll simply you'll simply try to come up with certain authentication as Issha is mentioning here. A very good point

[3:14:09] that you can only login if you have the official email ID and u and and one time password shared over your ID if you if you if you're able. Yes. So ID password

[3:14:22] integrated with employee ID which is a very good point. Yes. The employee ID authentication. Nowadays we have this SSO feature in most of the companies. Yes, single sign on that's also very

[3:14:37] good authentication feature. How many of you using it? It's a very 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

[3:14:51] authentications at their end they'll take you to the next page if yes. So server authentication may help like order timing. like order timing. Employees may order food during the

[3:15:04] Employees may order food during the weekdays only, not on weekends and between 12 noon to 2:00 p.m. only. It's not like if you have uh uh like you enter into the office at 9

[3:15:18] 9:00 a.m. in the morning and you feel hungry and you're ordering food. Yes, it's just about 12 to 2 p.m. that you'll be able to order the food. So that way if you are able to come up with certain important

[3:15:31] restrictions, boundaries, you are able to define the project scope. Yes, SSO may cause problems. Yes, it has some

[3:15:43] 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 as well as the out of scope requirements.

[3:15:56] Out of scope requirements would help you ensure that you prevent scope creep.

[3:16:09] they may ask you this question. People are new to the analysis world. How do we prevent scope creep in any project? How do we ensure that the project scope

[3:16:21] 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

[3:16:35] This will help them create thick and strong boundaries considering that what 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.

[3:16:51] 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

[3:17:06] 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 more example. Yes, let's take one example. Let us suppose I say

[3:17:21] example. Let us suppose I say I'm talking about hospital management I'm talking about hospital management system and in hospital management system we have one form as patients registration.

[3:17:40] 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

[3:17:57] 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

[3:18:14] is one combo box a list box wherein they're all names displayed. XYZ books an appointment with this doctor.

[3:18:30] The appointment is scheduled scheduled timings is also mentioned timings is also mentioned and when Maduri is going to the hospital she's there in the OPD

[3:18:45] and she shares the details of the appointment. She's surprised to know that this doctor is no longer impedent with Mayo Clinic. This doctor left the

[3:18:58] organization, the hospital one month back. has traveled 15 kilometers to consult this doctor and now hospital is saying

[3:19:13] this doctor and now hospital is saying that he's no longer implemented. This appointment is getting cancelled. What is the flaw in the business model What is the challenge and how you'll

[3:19:26] 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

[3:19:40] doctor is getting impendled, his name, his details should be removed his name, his details should be removed the same day to avoid any cures and confusion. His name appearing in this list is

[3:19:54] His name appearing in this list is causing scope creep. for Maduri. It may cause problems for others as well. So this list of doctors should only include the active doctors.

[3:20:12] Active in the sense those are impanled with Mayo Clinic. People who come from database development background. Simply in our database table we may add one flag as active or inactive and only active names

[3:20:27] are displayed inactive ones are the creep and these should be removed. Yes and everyone else are able to understand how to prevent the scope understand how to prevent the scope creep condition. So scope creep is about

[3:20:42] your solution your solution having some redundant duplicate or unwanted components. Those are causing unnecessary noise. This may also

[3:20:57] result into some employee dissatisfaction, employee complaints and dissatisfaction, employee complaints and sometimes very severe issues. sometimes very severe issues. Okay. So that's about the scope creep

[3:21:09] Okay. So that's about the scope creep and how do we remove this vij 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

[3:21:23] 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.

[3:21:47] So, lawyers, if you look at this question here, organization and you are with another business analyst Steve on the requirement solicitation for a

[3:22:01] on the requirement solicitation for a new solution. that you'll need to be tracing the requirements

[3:22:14] requirements in an effort to prevent a scope creep. What is a scope creep? And you all have four options on your screen.

[3:22:32] Hammed is quick to answer. says option number A and A is the right answer.

[3:22:45] as more requirements often unneeded often unneeded are added to the scope. So that's why option number A is the right answer. Thank you everyone

[3:23:00] for your participation here. So we have discussed about everyone the the business requirements and the stakeholder requirements

[3:23:12] everyone. Let me summarize what we have discussed. Then we'll have a short break 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

[3:23:27] case study to share with you all. So business requirements are the statements of goals and objectives and outcome that describe outcome that describe why a change has been initiated.

[3:23:41] The stakeholder requirements describe the needs of the stakeholders that must be met to achieve the business requirements.

[3:23:54] Solution requirements that we're going to discuss after the break. Describe the capabilities and the qualities of the solution that and the qualities of the solution that meets the stakeholder requirements.

[3:24:08] meets the stakeholder requirements. can be functional or nonfunctional in 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

[3:24:21] you all and then we may have a short break. One last question 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

[3:24:38] good one and you may find such questions in your job interviews as well an organization won a project

[3:24:53] won a project for an e-commerce website BA has gathered the requirements from the client

[3:25:08] analyzed and documented it and got it reviewed from peer BAS and got it reviewed from peer BAS as well as the development team. Review has been from the BAS and development team.

[3:25:21] During the implementation, development team is not very clear with a few requirements. So they communicate the problem with be

[3:25:33] and a very surprising thing here is everyone when VA goes to the client for clarification client says that they never asked for this thing. Why you developing this thing? We never asked for it in the whole process

[3:25:48] for it in the whole process which step you all think BA has missed which led to this confusion and you all are wonderful with your and you all are wonderful with your answers. Answer is

[3:26:01] without without answer is B. B is the right answer. People are saying A. You can see here that he has gathered the requirements, analyzed

[3:26:15] and documented it. So he has gathered it, he has done his research, he also documented. So he has followed crying. He has cried. Yes, he has cried. But the challenge is the review is only internal.

[3:26:35] everyone. You're just talking to BA as a development team. Can you ever ignore your business users and start with your development? No.

[3:26:47] 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 analyst in any project the moral of the story is without the

[3:27:02] the moral of the story is without the approval of the key stakeholders it's an important thing to get the things validated things validated without their approval we cannot arrive

[3:27:14] without their approval we cannot arrive at a final solution. You have to gain consensus. If they have questions, you have to resolve their conflicts. Build consensus.

[3:27:29] Make them understand the things. When everybody's on the same page, the common page, the common understanding, then only you can start with your implementation. Moral of the story is the stakeholder

[3:27:42] 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

[3:27:59] key stakeholders. Okay. So answer is B everyone not A. Okay. Is everybody agreeing with this thing or do you have some difference of

[3:28:11] opinion you 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

[3:28:26] you have to get the sign off like even 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

[3:28:41] everybody agrees, everybody is with me 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.

[3:28:53] Yes, same thing happens in the project as well. 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

[3:29:09] done and then you may start with your implementation. Okay. So, so the same thing is mentioned in your slide as well. If you look at your uh presentation here,

[3:29:23] it's very clearly mentioned solution that meets the stakeholder solution that meets the stakeholder requirements.

[3:29:36] statement is the stakeholder requirements the stakeholder requirements act as a strong bridge

[3:29:49] the solution requirements. Without crossing this bridge, without gathering the requirements, without requirements elicitation,

[3:30:01] you won't be able to come up with a proper solution. And this is the major flaw in most of the cases. This is a major reason for

[3:30:14] poor requirements that we we are not we we are not getting the proper sign off. You don't involve the key stakeholders and then we come up with an incomplete

[3:30:27] solution. Business people blaming the BA BA blaming the the business team and eventually everything collapse. Yes, project shut down and you're looking for a new job. So, so, so things should be

[3:30:41] 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 the BD. Yes. In conjunction with your domain,

[3:30:55] team. 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 discussion with them, gain the approvals

[3:31:10] 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 what law is mentioning here. So you can

[3:31:23] remove that question mark and replace with fully stopped. Yes, that's the moral of the story. Yes, everyone. So after the break we'll discuss some very interesting case study and we'll again talk about these

[3:31:36] 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 do you all think can be a good solution

[3:31:51] 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 It's there in your class notes. Session number two.

[3:32:06] My screen requirements, classification, schema, case study. Yes. [clears throat] and then you all have to think, analyze

[3:32:18] and come up with a solution for this case study. So this is basically from my project. This is the real time case study from This is the real time case study from what we did few year back. So

[3:32:33] there is one application everyone the website that is primarily designed for those employees employees who are on the verge of retirement

[3:32:46] or simply resigning from the company. This application helps them raise a few tickets and request for reimbursement and helps them raise request for pension and private fund withdrawal

[3:33:05] This happened in my project. We started getting complaints that this application getting complaints that this application was causing some problems. was causing some problems. performance was very low sometimes

[3:33:18] performance was very low sometimes and sometimes it was not responsive and on few occasions it goes down completely.

[3:33:31] and there were lots of complaints from different business users. So this was assigned to me to like discuss and resolve this problem. So I then discussed this problem with my production support manager

[3:33:45] and he shared some valuable inputs. He mentioned that this application was designed 10 years back 10 years back and the scalability was marked as 20.

[3:34:00] So when we say scalability was marked as 20 this simply means there can be 20 concrete users to this application not more than that. If there are more

[3:34:12] than that yes users has at a time asa is mentioning here. So 20 concurrent users if the more than 20 it may start to create some problems.

[3:34:29] 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 may say huge traffic

[3:34:45] traffic and the traffic increased many folds and sometimes there are more than 300 plus users there are more than 300 plus users logging into the application.

[3:35:03] This is your case study on your screen. Now Aayush Ritika and everyone [clears throat] else imagine if you are a BA like me

[3:35:16] facing such problem in the project Shazada what do you think can be a possible solution

[3:35:35] What do you all think can be the best approach to ensure that people are not facing this problem?

[3:35:51] What can be a good solution for this case study? Everyone for this case study? Everyone questions open for you all to answer. Jagan is saying that [clears throat] very simple thing is

[3:36:07] increase the bandwidth of the database in the cloud in infrastructure. So similar suggestion I had for [clears throat]

[3:36:21] 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 please increase the scalability up to 500 and so that everybody can use it

[3:36:37] 500 and so that everybody can use it but Jagen when I said this thing the production support manager had a smile on face. He said if it was that simple we would have already done this thing. The challenge is it's our own dedicated

[3:36:52] The challenge is it's our own dedicated servo. developed this thing and if we'll try our level best

[3:37:04] we can increase the scalability up to 50. Then I said 50 is not going to solve the purpose. We need something that's more than 300.

[3:37:23] Now what PNI and KL are suggesting that was my next suggestion application then he said that why you're telling me

[3:37:35] application get approvals on the budget 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

[3:37:51] give you [clears throat] suggestions on the new u product to be created. Now, now if you realize here

[3:38:04] look at the situation people are still create a new one. Do you think um Rome was built in a day? Do you think we can create an application within a day or two? No.

[3:38:19] upgradation or a new application, transitioning to a cloud platform. This will take time and do you think people during the COVID 19 crisis are going to wait for a new

[3:38:34] application to be launched? Are they going to use that application Are they going to use that application heaven or hell? No. They need an heaven or hell? No. They need an immediate solution first.

[3:38:50] thing. Now I'll share with you all good answers. Let me read few more answers before I come up with my

[3:39:05] solution. AI is saying I would first find out how the trend of the visitor had changed during the co postcoid and I'll find out

[3:39:18] 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. Lo is saying that short-term fix is performing tuning infrastructure

[3:39:30] scaling. Absolutely wonderful answer. Thank you. Common is saying advise them to root the requirement from the alternate source.

[3:39:42] 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

[3:39:55] and resign. It's not about how many people are going 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

[3:40:09] relaxations everybody is interested to withdraw the amount. Yes. Because government had given the option that you can mention that you are going through COVID crisis and you need

[3:40:21] money and you can easily get that money from your funds. from your funds. So [laughter] this was the problem. So not only people who are resigning even people who are part of the job yes

[3:40:36] just to go out with friends and family and enjoy some time in the hilly region they're taking out the money in the name of covid-19 crisis people misusing the government relaxation increase the scalability dedicated email

[3:40:51] to raise request so that someone can raise request on behalf of them that's that 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

[3:41:05] have come up with is the best solution in the world. No. But this solution in the world. No. But this solution all the business users agreed to all the stakeholders authorized to provide signoffs. They approved it

[3:41:22] and everybody was agreeing to this solution. 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.

[3:41:36] So everyone [clears throat] this is the solution on your screen.

[3:41:48] I just rearrange few things. It's clearly visible to everyone. Solution everyone Solution everyone was divided into two parts.

[3:42:06] the strategic solution. Point number one is strategic solution and point number two is the practical

[3:42:21] and point number two is the practical solution. what is the difference between

[3:42:35] the strategic solution and the tactical solution? A strategic solution everyone is a structured is a structured organized and welldefined solution

[3:42:50] 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,

[3:43:02] a solution with minimal defects, a solution with all those capabilities, those may drive customer satisfaction. That's the strategist solution. So as most of you were saying Jagun and everyone else we raised one request to

[3:43:17] create a new application with the scalability marked as 1,000 everything on the cloud platform the advanced application based on the AI

[3:43:29] 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 deliver the new application with new

[3:43:45] deliver the new application with new capabilities. there was a workar around that we came up with. First thing that we did was as per the suggestion from the

[3:43:59] production support manager the scalability was increased from 20 to 50. This was the maximum value. This is the

[3:44:11] now the maximum scalability on the main login page. One functionality as a counter was introduced.

[3:44:24] 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

[3:44:41] 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.

[3:44:55] There's a scheduleuler that monitors the ideal time for the logged in users. If the ideal time crosses 15 minutes, then users are automatically logged out

[3:45:09] and the users in the queue get the opportunity to log in. get the opportunity to log in. Now that way we were able to come up Now that way we were able to come up with a solution for this problem

[3:45:24] 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.

[3:45:43] we have few functional aspects functional solution or you may say functional set of requirements

[3:45:55] and there are few nonfunctional requirements as well

[3:46:10] 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.

[3:46:24] But let's keep this topic for the Q&A time. We can discuss this thing. So let me first complete this thing. Now if you see everyone in this in this in this solution here

[3:46:40] we are talking about certain important features to be developed certain important functionalities are introduced and we're also talking about certain nonfunctional requirements.

[3:46:56] What are the nonfunctional requirements of the work? Nonfunctional requirements are the requirements those you cannot see but you can feel kind of an abstract now like the better performance

[3:47:14] like the better performance better usability availability scalability. So these are all the environmental conditions

[3:47:26] those help those support the proper working of the functional requirements. Now let's look at few examples of nonfunctional requirements

[3:47:39] 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 Baba guide everyone if I take you all to chapter number 10

[3:47:55] the technique section here you will find page number 303 15 categories of nonfunctional requirements

[3:48:10] I request everyone to please check and confirm is Is everybody able to find confirm is Is everybody able to find locate the 15 NFRS in the Bab guide? locate the 15 NFRS in the Bab guide? Please check and confirm.

[3:48:27] of nonfunctional requirements. This includes includes availability,

[3:48:45] portability, reliability, scalability, security aspects, security aspects, usability, ease of use, certifications,

[3:48:58] compliances, localizations, even the service level agreements, extensibilities, these all are extensibilities, these all are considered to be the nonfunctional

[3:49:12] considered to be the nonfunctional requirements. supporting conditions. environmental conditions environmental conditions those may help those may support

[3:49:27] functional requirements to work efficiently. The more popular ones nowadays everyone they may ask you such questions in your job interviews that what are the commonly used or commonly you may say

[3:49:42] defined NFRS in any project. The answer is security. Answer is performance efficiency. Answer is usability, system availability, maintainability. These all are few you may say important

[3:49:59] and efforts to consider. All 15 are important but these are the All 15 are important but these are the more popular ones. usability, security, more popular ones. usability, security, performance, efficiency, maintainability

[3:50:13] and availability. Okay, let's discuss one question and with the help of that question we'll see if you're able to understand we'll see if you're able to come up with the right

[3:50:28] you're able to come up with the right answer. The question is everyone right question. Yes, this question

[3:50:51] BA Jack is working on developing an e-commerce is working on developing an e-commerce website. the key stakeholders involved in the project.

[3:51:04] Then he did his research. After discussion with the key stakeholders, he drafted the requirements and decided to present it to the stakeholders for the present it to the stakeholders for the confirmation.

[3:51:20] Now when he was having a discussion with the key stakeholders, that an important nonfunctional requirement is missing.

[3:51:34] Which of the following statement is supporting this finding? Now the hint is now the hint is you all have to

[3:51:48] select the option that's a supporting condition can feel law and ven are going with

[3:52:04] swast is also going with rajika is also going with and I'm also going with C is the right answer also. Absolutely wonderful and I really

[3:52:16] appreciate that everybody is going with C. It means you all are following what 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.

[3:52:31] Why C is correct everyone? And let's see why A B and D are incorrect. Option C is correct everyone. The reason is if you see it's mentioned the system must not allow a transaction

[3:52:47] to fail. And what exactly they are doing? They're coming up with fail over setup of servers.

[3:52:59] In a way they are trying to come up with better performance,

[3:53:20] you all think can be added to it apart from performance, scalability and availability, system maintenance?

[3:53:34] Yes. So these all NFRS are catered when we talk about failover setup of servers. thing that law you are mentioning here. I have one more question to discuss with

[3:53:49] you all. Let's see if you're able to answer this question. Jim needs a separate application server

[3:54:04] to help deal with increasing amount of work. Here means increasing amount of work. Here means this mean simply means load or capacity.

[3:54:21] to deal with increasing amount of work. Which of the following best describes the gym's requirement? Answer is the

[3:54:34] 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

[3:54:48] A? And 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 or to deal with increasing amount of

[3:55:04] load, do don't you think this is something linked with the environmental conditions? This is something a supporting condition. So the answer is nonfunctional requirements are given

[3:55:18] nonfunctional requirements are given option number B not the option number A and let's read few things here you'll gain more clarity nonfunctional requirements capture conditions

[3:55:32] that do not directly relate to the behavior or the functionality of the solution but rather describe environmental conditions under which solution must remain

[3:55:48] effective or qualities that the system must have. or qualities that the system must have. Yes, Dragon and Kl are you fine with the answer? Are you now agreeing that option number B is correct not the option

[3:56:03] number B is correct not the option 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

[3:56:18] 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

[3:56:33] 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

[3:56:48] 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.

[3:57:01] Is everybody fine with the homo? just to go through these 15 NFRs 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.

[3:57:17] Okay, is everybody fine with functional and non-functional requirements? and non-functional requirements? Play it once more. Okay. So this is the drive link that helps with du not and here you will

[3:57:36] find one folder as the map ebook where you'll find the link to download the map you'll find the link to download the map guide.

[3:57:51] Yes, everyone. So now we have discussed the surgical So now we have discussed the surgical part. We have discussed about these four part. We have discussed about these four different types of requirements.

[3:58:03] If you all are with me, shall we proceed and talk about very very good tool today? A very interesting tool and that is Jira.

[3:58:15] tool and that is Jira. Jira is a very popular tool in the agile projects nowadays and Jira helps us capture all these four types of requirements.

[3:58:30] If you all are with me and no other question for me TFS is also a good one. Now the name for TFS is changed. TFS is now known as

[3:58:42] Azure DevOps. Yes, average it was 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 TF is also a very good one I must say

[3:58:57] but we'll talk about Jira first the reason is for TFS trial version Microsoft ask for the credit card details the detail although they won't deduct any payment but they ask for the details

[3:59:13] And that's why people find it difficult to or reluctant to install this. So we will talk about Jiraa first and then we'll also talk about TFS. Is there anyone is using rally in their projects?

[3:59:27] projects? R A L Y Rally for the documentation talk about all such tools but first today we'll talk about the most pioneer

[3:59:44] today we'll talk about the most pioneer one the legacy tool that is Jira. Yesterday I given you all this as an optional homework to see if you're able to install or create your credentials on Jira.

[4:00:03] 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

[4:00:18] your credentials on Jira yesterday? Vendi saying yes. Jagan 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 and how many of you

[4:00:33] [clears throat] and and how many of you are not able to and you need my help. Malik says done install. Thank you. Shanoga says yes. Jagen okay let's not okay let's discuss this thing now let's see for the benefit of people who are

[4:00:47] new to this to how to create your own credentials and how to use this um um um credentials and how to use this um um um Jira and how do we create Yes. So yes. So so you'll get the answer to

[4:01:03] 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. I'll start from the scratch.

[4:01:20] 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?

[4:01:36] topic now. Jira Jira everyone is one tool a document collaboration and project management tool. This is owned by one Australian

[4:01:49] company at Lacian. And this tool helps us And this tool helps us create some important BA deliverables

[4:02:04] level as well as the low-level requirements and Jira tool in a way reduces the dependency on Microsoft dependency on Microsoft products like word PPT and others

[4:02:19] and Jira also acts as the document repository. about. How to create your own credentials.

[4:02:32] How to create your own credentials. How [snorts] to use this tool to write How [snorts] to use this tool to write the different or capture different business analysis deliverables. That was short description about Jira in

[4:02:46] your drive link. Let me share drive link first. first. In your drawing link there is one folder In your drawing link there is one folder as tools and within tools

[4:03:00] you'll find here modeling and design related tools and within this you'll find Jiraa installation procedure.

[4:03:13] installation procedure. You simply need to click on this link You simply need to click on this link or you can copy this or you can copy this and then

[4:03:29] you can find here the Jira page. For me it says continue because I 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.

[4:03:45] your personal email ID. Never mention your official address because it may create some problems because they'll they may come up with certain advertisements and other over your email official email. So

[4:04:00] other over your email official email. So mention your personal email address. address, it will automatically create your own site and then you can click on continue. Once you click on continue, it will then

[4:04:16] take you to the next page and it will 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

[4:04:31] next page. You all can see here there are three important templates here. Canbun, web design and scrum. projects for defect fixing for production support.

[4:04:47] Canburn 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 approach to plan, prioritize and schedule sprints using the scrum

[4:05:01] 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

[4:05:15] let us suppose I say I have I have see shazad name on my screen. So I have see shazad name on my screen. So Shazad

[4:05:31] project shaza capab sample project and I click on get started. So tasks assets

[4:05:43] and click on next and again click on next. Then it says Jira better than when used together but I'll do it later.

[4:06:03] Kenban will discuss Kenman will discuss Shahes. Canon is basically one of the agile approach that is generally used for the production support for maintenance and for the short duration

[4:06:17] projects. So canon is less popular approach as compared to scrum is scrum is more privileged is scrum is more popular is scrum helps to handle the software development projects better. So that

[4:06:31] that's why we're discussing scrum first. We'll also talk about canban. What is We'll also talk about canban. What is canban? Kman is one of the agile canban? Kman is one of the agile approach to handle and manage the small

[4:06:45] duration or the production support related projects. 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

[4:06:59] 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 you

[4:07:11] problem. The important thing is are you able to see the name of the space and also are you able to see the button like create and others are you able to find J on top everyone?

[4:07:26] Yes or no? Karishma, Shanoga and Nads, is everybody able to reach till this page or do you all have any issues?

[4:07:38] Now the next thing is everyone click on this plus. Is everybody able to find spaces in the left hand section? A space with the Saturn icon. Yes, a space. Click on this plus

[4:07:55] and then once you click on this plus you'll find here. you'll find here. Okay, let me slow down a bit then I'll wait for people to reach till this page and then we'll move ahead.

[4:08:15] dashboard, we'll then move ahead. Danish number one

[4:08:33] G link once more. Okay, let me show G link once more. So this is G link. So let me repeat the steps. Let me repeat the steps.

[4:08:46] No, the answer is no. We'll talk about it in detail. toggle to scrum. So you can go to the spaces and from there you can simply

[4:09:01] Yes. So people who have selected canburn or any other um template you can simply click on a space and then you can easily change the template. Okay. So you can

[4:09:13] simply go to software development and from here you can again select this from here you can again select this scrum. Okay. So let me repeat the steps everyone. Let me repeat the steps. First important thing is for you to click on

[4:09:28] 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. address, then [snorts] it will

[4:09:40] address, then [snorts] it will automatically 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.

[4:09:55] Once you select this 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.

[4:10:07] Then click on continue and the job is done. It will take you in the main Jiraa dashboard. On main Jera dashboard, let me repeat this is the main Jiraa dashboard. You have to click on this space this plus

[4:10:21] have to click on this space this plus button this plus icon here in this software develop. Now you all can see one more thing here that Gina can see one more thing here that Gina has a diversified use. It's used in

[4:10:33] has a diversified use. It's used in sales analytics operations designing finance 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

[4:10:49] just confined to software development. It's also used for analytics. It's used for HR analytics. It's also used for marketing, product management, work management. We are going to focus on software development.

[4:11:03] I'm going to select scrum here. Use this template team managed. And then you can mention the name of your space like I can mention here um

[4:11:29] 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

[4:11:43] 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. Shoga, you

[4:11:55] talked about it. Yes. So you can simply say I'll do this thing later say I'll do this thing later and this will take you to your Jira main and this will take you to your Jira main dashboard mainia dashboard.

[4:12:09] dashboard mainia dashboard. Yes everyone now you all can see here I Yes everyone now you all can see here I have Shazant as one project another as Rafaelio. Now everyone [clears throat]

[4:12:22] section of scrum then you have to we shall mention the name of your project you can mention any title like vishal's project or cbab anything as a title and

[4:12:34] 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

[4:12:48] 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

[4:13:00] okay for now we'll move ahead with our discussion but if you have questions regarding this if you are 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 during the

[4:13:14] and no it's for everyone so during the 15 minutes Q&A time you can share screen with me and we can discuss together your questions.

[4:13:26] After click on it's not taking you to the main same screen. So if you find there's an option to skip something you skip that part. It may happen in the trial version you may get some different screen. Okay. So see if you have an

[4:13:39] 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, Or if it's asking to type something, write something, write some test thing

[4:13:52] 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

[4:14:06] 20 30 minutes or so and during the Q&A you can share your screen with me and we you can share your screen with me and we can discuss in last 15 minutes today. Okay. So people who are facing problems not to worry last 15 minutes is for you

[4:14:21] all to to share your screen with me and we can discuss together. enabled. If you see here, I will follow this option enabled. Not sure this

[4:14:36] enabled for you all or not, but for me it is enabled. I can simply take the it is 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

[4:14:50] it should be enabled for you all as well. If it is not, yes, enabled for you Aush. So check or if if you're able to just click on or if if you're able to just click on this one you see on my screen and you'll

[4:15:03] be able to simply share your screenshot with me. And and if you have some questions or if you're not able to

[4:15:16] screen with me and we can do it together. Okay. Okay. Everyone shall we talk about the one very basic thing today to start with

[4:15:29] if you all are with me and you all have this Jira page this Jira dashboard on your screen shall we move ahead yes let's talk about everyone the first very important thing in your drive link everyone

[4:15:44] in your drive link there's one folder as class notes there's one folder as class notes within page you'll find one document as

[4:15:57] within page you'll find one document as Jira basics. click on this link and let's read few things together.

[4:16:14] B artifacts or documents that we're going to discuss today everyone. One is the the one is the epic

[4:16:27] one is the epic another is the user story. represents the highlevel requirements

[4:16:45] while user story represents the low-level requirements. In the epic we can capture what we have in BRD in a very short form or in a very summarized way. We can capture the things in the epic.

[4:17:02] things in the epic. User story is deco composition of the highle requirements into smaller fragments. fragments. So one epic everyone

[4:17:15] So one epic everyone may have several user stories and user may have several user stories and user stories.

[4:17:41] and the stories are the low-level requirements or simply you can say requirements or simply you can say solution requirements.

[4:17:55] ordering, if the epic is online meal ordering, yes, I'm coming coming back ordering, yes, I'm coming coming back again and let me repeat this thing. Shamaga and others. If my epic is online meal ordering,

[4:18:12] my epic is online meal ordering, then corresponding stories can be a login page, the food menu, food delivery, payment deductions

[4:18:26] or the feedback from the employees. These all are my stories for the given highlevel [snorts] requirement online. So what exactly epic means as you want the summary

[4:18:42] the summary the overview or simply the highle requirements and this highle requirement can be broken down into smaller fragments and these are the low-level requirements

[4:18:57] the solution requirements yes and Malik is extending this thing 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

[4:19:12] other activities. Absolutely wonderful. But till this point I'm not going to third level 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

[4:19:25] to child relationship? If you are then let's try to do this 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

[4:19:41] more examples if you're not clear with this. or you all are clear with this? Not clear. Let me let me discuss one more

[4:19:53] example. Let me discuss one more example. Let us suppose I say my epic is the hospital management system. This is my epic

[4:20:07] to create the hospital management system. This is my epic. system. This is my epic. Epic may include several features. This includes several features that needs to be developed

[4:20:27] vij and everyone else hospital management system. hospital management system. I'm defining some short small stories as I'm defining some short small stories as patient registration.

[4:20:42] registration. Story number one. Story number two talks about the appointment with doctors.

[4:20:57] medicines and the lab test. Story number four talks about billing. Story number four talks about billing. So you all can see here that one epic the highle requirement HMS can be broken down into smaller

[4:21:11] low-level requirements. This was the first topic that we had This was the first topic that we had discussed today. If you all remember discussed today. If you all remember absolutely wonderful analogy Kitika is

[4:21:24] coming up with Kika is saying that when we look at the table of content we look at the table of content yes in the morning for people who who are joining from us in the morning when we talk about the the the table of

[4:21:40] content this is the highle requirement the table of content but if I click on any of these topics I'll get the details this is the low-level department are you with me Vijay and everyone else

[4:21:56] so what we are trying to understand here is the epic is the epic epic is the highlevel requirements the summary and this epic can be broken down into

[4:22:11] and this epic can be broken down into smaller fragments and these fragments smaller fragments and these fragments these granular level details are my solution requirements. The low-level requirements. Now this was a theoretical

[4:22:25] part. Let's establish this relationship in Let's establish this relationship in Jiraa by performing some basic steps. Let's do this thing in Jira. to everyone

[4:22:39] to everyone on the top of this page the top 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

[4:22:54] this blue button on top yes or no yes click on this blue button yes or no yes click on this blue button and then you can see here you'll find

[4:23:06] and then you can see here you'll find Here work type as user story. Now here now here just make it a bigger screen and instead

[4:23:18] 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 as epic in this drop-own list. Vad is saying

[4:23:32] 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, then it means that you have not selected the scrum template. So, you simply need

[4:23:48] to go to people who are not able to find the epic. You simply need to go to this page, click on this plus, select software development template, then scrum, then create your own new

[4:24:04] space, then click on submit, and then you'll find it. Okay, Madur, if you're not able to find epic and the story in this list, it means you are not at the right space.

[4:24:21] You have to create the scrum space using this plus icon here. Okay. And if you face any problem doing this thing during the Q&A mad and you can share your screen with me and we can discuss.

[4:24:36] Okay everyone. So epic I have selected and then the So epic I have selected and then the summary I have mentioned here as canteen ordering system.

[4:24:50] Description we're not discussing today. 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 and then just click on create.

[4:25:05] 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 RCSP something like this and this is the epic created here.

[4:25:21] 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 create the app the way we have done here? Yes. Perfect. Now, now everyone

[4:25:40] let's try to create. Yes. Yes. You are getting SCSP because you're using your name Shabbaz. I think it is Shabbaz. it is Shabbaz. C I'm not sure why C. But SP means scrum

[4:25:55] project. Okay. Like for me it is Rafael. 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

[4:26:10] blue button. Work type we'll select as the story and the story we'll create one

[4:26:22] and the story we'll create one login page

[4:26:34] 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

[4:26:49] drop-down 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

[4:27:05] type as story and summary you can mention here as login page as part or

[4:27:22] 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 refill and others learners were not

[4:27:38] able to find a 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

[4:27:58] ordering system summary system summary and then you can simply click on create button. When you click on create button again

[4:28:13] 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

[4:28:29] 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.

[4:28:43] 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 icon.

[4:28:56] Yes, it's the same thing. Yes, it's the same thing. You can add a parent or you can do it like this. So I'm just showing you how to do it also add a parent to it. That's also fine. So you can simply add the epic

[4:29:12] 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

[4:29:26] that there is one epic as can ordering system there is one epic as can ordering system and child work items include the story and child work items include the story that you have created.

[4:29:41] Is everybody able to establish the parent to child relationship in the the parent to child relationship in the Jira tool? Please check and confirm. Now you can add several stories here like you can add here. Second thing is

[4:29:57] another story here and you can mention here the food menu. This is your next story food menu. Another story can be your

[4:30:21] gateway. Just tell me another story here. food delivery. So now we are able to establish what we discussed theoretically

[4:30:37] discussed theoretically that one AIC this highle requirement may have several low-level requirements in the form of

[4:30:50] low-level requirements in the form of user stories. perform this basic activity? Are you able to establish the parent to child

[4:31:03] relationship, the epic and the user stories everyone? the epic and the user stories everyone? Yes or no?

[4:31:15] So what is the problem that you're facing? Probably you're not able to. What's the reason? If you can share the reason with Okay. There are people with answer as no as well. Okay. So, so okay. So, we can

[4:31:31] another 15 minutes. Okay. We'll have created appe. Okay. If you're not able Okay. Yeah. Let me let me answer this

[4:31:47] thing. I got your point. 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 Rafil and then you'll find one tab as backlog

[4:32:04] RF Shabbaz and others are you able to find this backlog just below the name of your project

[4:32:16] yes click on the backlog And then in the backlog if you mouse And then in the backlog if you mouse over you'll find an option to add the epic. Please check and confirm. In your

[4:32:31] 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.

[4:32:49] 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,

[4:33:01] and under recent you'll find it. Okay, if you go to recent you'll find all the recent items that you have created. Yes, Jagger. Thank you for mentioning this. So you can find under recent all your recent activities.

[4:33:16] 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 stories that you have created.

[4:33:30] Baba says then yes yes so if I begin another adding parent is like adding an epic. Yes. So you can simply one more work around is

[4:33:45] you can simply one more work around is one more alternative is you can simply edit your story and in your parent you can add video which you can see here when I've added the epic automatically in the parent the name is displayed here

[4:34:03] in the parent the name is displayed here in ordering system the answer is yes adding a parent is like adding an epic epic is acting as the parent for any epic is acting as the parent for any given user story.

[4:34:22] um extend the Q&A today to 20 minutes so that you all can share your screen with me. I'll just try to wrap up everything other 10 minutes. Okay? So that you all can share your screen with me and we can

[4:34:35] sort out your issues. So we'll have 20 minutes Q&A today. 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

[4:34:49] screen with me. People who are 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

[4:35:01] yours. You all can share the screen with me and you can discuss with me in depth. So everyone you all can see here that in the backlog I have so many items here so many stories here and

[4:35:17] stories here and if I move towards right there's one drop down here with options like in progress done and view workflow.

[4:35:29] like in progress done and view workflow. If I click on this view workflow, perform requirements traceability. Here

[4:35:44] traceability. Here we can track and monitor the work items. we can see, we can examine, we can evaluate whether the item is moving towards the completion or not.

[4:36:00] So that's another very important feature 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

[4:36:14] my question. If you'll focus here on this part, progress. Then from in progress to done.

[4:36:28] Yes, this I have changed from in progress to done. And the name of the story is RCSP2. Now I'll refresh my screen.

[4:36:41] And on refresh of the screen you'll find that in my backlog that in my backlog that is story no longer exist.

[4:36:59] I'll change the story to done and then I'll refresh the screen.

[4:37:11] 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?

[4:37:23] when I'm changing the status to done? A simple straightforward answer is A simple straightforward answer is backlog means remaining work items. When I change the story status to done, it means it has been completed.

[4:37:38] 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

[4:37:55] 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

[4:38:07] 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.

[4:38:21] Go to the backlog and this story reappears. reappears. Same thing I'll go to the more option recent and I'll check for

[4:38:37] and I'll check for the other story that I have here the other story that I have here and I can again change the status and it will be back in my board again.

[4:38:55] 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

[4:39:09] point I must say. This is just to explain you all Sean and others the workflow but ideally in a sessions to come we'll discuss how to come up with a come we'll discuss how to come up with a sprint backlog how to plan the sprints

[4:39:22] this 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

[4:39:34] very valid point and thank you for coming up with this 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

[4:39:48] I have mentioned this thing but yes, your point is very valid one. It is something that we can easily do with the help of a sprint planning. Here we cannot directly remove or add the items.

[4:40:02] Okay, correct. Absolutely correct. Okay, thank you. Thank you. uh SH Metro for coming up with such brilliant comment that to the last 30 minutes

[4:40:14] appreciate your patience and responses if you want other than recent how can we if you want other than recent how can we edit from done to in progress so that you need to plug and play I mean yes I can tell you different alternatives but

[4:40:29] it's for you to plug and play with this app and see where you'll find all such options okay there are several ways to do this thing you can do it here. You can open the work item, go within this thing and plug and play with different

[4:40:42] options. Okay? So I leave it to you all to do this thing. Yes, the 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.

[4:40:57] the stories and everything. Okay. Now how to write the story? We Okay. Now how to write the story? We have not discussed this thing yet. have not discussed this thing yet. This is something I'm giving you all as

[4:41:09] a homework today and then we'll discuss on this thing in our next session. How on this thing in our next session. How to write the stories? I have one link that I'm going to share with you all now and then we'll discuss this thing in

[4:41:25] and then we'll discuss this thing in detail in our next session. So how to write the stories? This is one very good This is one very good uh link. I'm sharing with you all this

[4:41:39] link and this is from very famous personality in the business analysis world. You all must have heard of one name as Mike K. Is anyone who knows about who is Mike Kh? You'll see his face here. Mike K. a very

[4:41:57] famous personality in US and Canada. He is one of the pioneer is somebody who He is one of the pioneer is somebody who was one of the drivers behind this agile methodology being adopted by so many countries so many projects. So Mike Con

[4:42:13] has suggested few things how to write these stories. these stories. So before you listen to what Babe has to say about how to write the stories is better to listen to someone straight

[4:42:28] 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 corn is suggesting you to write the stories and then we'll discuss in the live session how to write the stories in

[4:42:45] detail. Okay, J is also ticketing tool used by operations to raise the tickets. But we'll not focus on ticketing. We are not

[4:42:57] here to learn production support. We are not here to raise tickets. We are here to learn analysis. So, Jira has a diversified use. But we'll just focus on

[4:43:09] 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 of stories aex and create some important

[4:43:25] ber deliverables. Yes. Let me share the link. This is the mountain goat software everyone. And mountain goat software everyone. And here everyone you'll find more than 200

[4:43:38] 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

[4:43:52] can visit uh his website and go through his articles, go through his videos and also on YouTube you'll find a lot of videos Mike Con telling you how to write

[4:44:04] the good stories. So, first give priority to Mike Con then your trainer priority to Mike 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

[4:44:19] we'll discuss 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

[4:44:32] knowledge area, business analysis, planning and monitoring. planning and monitoring. So everyone in our first two sessions the introductory sessions we had discussed about we had covered chapter

[4:44:46] number one and chapter number two on the Bible guide. I hope I believe I presume that everybody has got access to this book that you see on your screen. Is anyone who is joining in today and he or she was not there in the first two

[4:45:00] sessions and you need access to this book. Yes, you all have the access. Is anyone with the answer as no?

[4:45:12] book. Perfect. So everyone in our very first session, the very first topic that Paul had discussed was about what is business analysis. Here we have discussed about the importance given to the five WH analysis

[4:45:29] importance given to the five WH analysis to ask questions gain more clarity to ask questions gain more clarity work on the factual evidences

[4:45:41] zero level of assumption research exploration investigation through a processcentric lens focusing upon the business objectives

[4:45:55] stakeholder. No implementation biasedness and these all things would help us come up with a proper clear definition of business needs. Then the corresponding solution.

[4:46:09] This would enable a change and this change would help in continuous Alongside we had also discussed about the purpose of the BR guide everyone and with the help of the statistics we try to understand the importance and

[4:46:24] 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

[4:46:36] 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 web guide.

[4:46:52] Then after these things we have discussed about everyone who is a business analyst. Here we had first discussed about the Here we had first discussed about the major difference between responsibility

[4:47:05] versus accountability. Responsibility is more about the ownership working on the given task directly while accountability is more about tracking, monitoring, evaluation,

[4:47:19] providing environment and it's more of an answerable role. Yes. And then we have discussed about the responsibilities of the business analyst and the very important one is to perform requirements elicitation.

[4:47:34] Whenever a B is performing the requirement solicitation, it's an requirement solicitation, it's an important thing for him to cry. three important pillars to the requirement solicitation.

[4:47:47] Collaboration, research and the experiments. Collaboration we'll discuss in detail maybe in a tomorrow session as part of plan stakeholder engagement. We'll talk about how to identify the stakeholders,

[4:48:02] their characteristics, how to perform a stakeholder analysis, create certain matrix like receive matrix, stakeholder matrix and others. So collaboration we'll discuss in detail as part of 3.2. Research also we'll discuss with the

[4:48:17] help of few important techniques like data mining, data modeling and others. Research is more about discovering the information looking at historical data and identifying certain patterns and trends in historical data. All such

[4:48:32] exploration would be part of the research experiments. We'll discuss if time allows today as tomorrow we'll talk about creation of proof of concepts PC's

[4:48:44] creation of the wire frames and we'll discuss hen trial as well trial these all are the important experiments performed by the business analyst. So that's how we had discussed this is what we had discussed about everyone as

[4:49:00] part of requirement solicitation 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,

[4:49:16] 30 important tasks clubed under these six knowledge areas and 50 important techniques to accomplish these tasks to work on these important task as part of work on these important task as part of these six knowledge areas.

[4:49:31] 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

[4:49:45] and here the very important topic that we have discussed the first topic is the we have discussed the first topic is the backup model the BACCM model or simply business analysis core concept model. Now the question for you all is

[4:50:00] Shivangi, Vijendra and everyone else here we had discussed about the six core concepts. Can anyone of you help me know

[4:50:13] what are those six core concepts 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

[4:50:31] need we had discussed that this can be in the form of okay so not to worry let me share just give me a second guys let me share the v

[4:50:43] uh the drive link it's an important thing for everyone to have access to this link so those of you who are not there

[4:50:55] previous two sessions. So please bookmark this link and here 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.

[4:51:10] Please check and confirm Vive and others who were not there in the previous sess previous two sessions. Check and confirm. Is everybody able to download the book with 514 pages? Yes, Vive. And how about

[4:51:27] Yes, Vive. And how about uh the Gupen? Yes, you are with me Vina. Perfect. So everyone we have discussed about the topic that we had discussed in our previous session. And one more thing

[4:51:41] Vive and Rupend since you were not there in the previous two sessions you'll find in the previous two sessions you'll find the recordings in your LMS under my the recordings in your LMS under my classes here. I'll strongly recommend to

[4:51:56] 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. So please ensure that

[4:52:10] you go through the recordings really help you understand the topics better. Okay. So thank you Vive and Bendra. Yes. Okay. So thank you Vive and Bendra. Yes. So we have discussed about need

[4:52:24] change solution context value and the key stakeholders. As part of needs everyone we discussed about that needs can either be in the

[4:52:36] form of problems or this can also be in the form of opportunities to grow. For problems we had discussed the canteen ordering system. project and for the opportunities we have discussed about the WhatsApp pay.

[4:52:53] have 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

[4:53:07] 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

[4:53:21] circumstances. that influence or influence by and provide understanding of the change that why a change has been initiated. So context is about the background. Context is about the summary the existing

[4:53:34] behavior that helps us understand three important things. So context would help important things. So context would help us define the business objectives, the business drivers and also the background.

[4:53:51] So somebody asked you this question in 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 in creation of BRD

[4:54:06] 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 if you know what is the context. So

[4:54:22] that's why context as one of the important core concept is most important one. Okay. So we have discussed about the context in detail and then we have discussed about everyone value

[4:54:36] parameter. Value can be further broken down into two smaller factors. Can anyone of you recollect what are the

[4:54:48] two important measures? Those may help you define the value parameter. So Shivangi is coming up with the best answer, the first answer, the the best answer, the first answer, the right answer. And we have also

[4:55:02] seen Shivangi and Kitika is also the right answer here. Business value right answer here. Business value everyone and the customer value. Business value everyone we'll discuss in detail with the help of Yes. So you are

[4:55:17] correct business value we had 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

[4:55:33] 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,

[4:55:48] 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.

[4:56:01] Customer value is a bit straightforward. Customer value can be measured with the help of two factors. Can anyone of you recollect those two important factors? Those may help you define the customer value or measure the

[4:56:17] customer value of the one. One is house of quality One is house of quality and another is voice of customer.

[4:56:29] 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

[4:56:45] valuable product. 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

[4:57:01] 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

[4:57:15] important for people who are preparing for the job interviews and also people who did the analysis want to know and understand what is MVP what is P what is prototype what is MLP what is

[4:57:31] MMF so all such thing you'll find in that article so today we'll talk about that article as So house of quarantine would help you define the minimum valuable product. What is MVP? This we'll discuss today in

[4:57:45] detail. And then we have discussed about voice of customer. Voice of customer is voice of customer. Voice of customer is more about the feedback, the review comments, the suggestions from the key stakeholders.

[4:57:58] So BCC model these key terms were we discussed in detail and then we discussed about everyone the requirements classification schema requirements can be broadly classified into four major categories everyone

[4:58:16] 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 to the requirements that we We had

[4:58:28] discussed in our previous session four different types of requirements. Ashwaryia Pney both of you are wonderful with your answers. Vijendra

[4:58:42] Maduri Glennice yes what you are mentioning requirement that's also correct. Thank you Isisha. Thank you. Yes, you Isisha. Thank you. Yes, but your answer is uh something that's a

[4:58:57] things. Let's first talk about the fundamental requirements then the fundamental requirements then the derived ones. Okay. So we had discussed about first thing as highlevel statements of

[4:59:11] goals and objectives those are your business requirements. business requirements. Then it's an important thing for a BA to understand the concerns, ambiguities,

[4:59:25] challenges faced by the key stakeholders. faced by the key stakeholders. Document their viewpoints and views. Understand what are their expectations. Understand what issues they are facing.

[4:59:39] And those all things are part of the stakeholder requirements. stakeholder requirements, business requirements combined together, these

[4:59:53] are documented in one standardized template and that is known as BRD. Yes. Now these two are everyone considered to be the highle

[5:00:06] requirements. BRD is the high level requirement and then what you'll do as a business analyst is what Glennice is mentioning analyst is what Glennice is mentioning here that we'll then perform our

[5:00:19] detailed analysis perform research exploration and investigation apply several techniques and those will help us come up with the solution requirements everyone

[5:00:34] and these solution requirements are The low-level requirements and the solution requirements can be further deco composed into functional further deco composed into functional and nonfunctional requirements.

[5:00:52] nonfunctional 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. Yes, there are total 15 NFRs. Can anyone of you recollect at least

[5:01:06] five NFRs out of the 15 in your Babok guide? Those NFRs, what if you all recollect, performance, efficiency, the one of the very important one?

[5:01:20] Performance, efficiency, maintainability, maintenance, security. Gajula, you're talking about one of the very important one. So, let me add a red heart to your answer. Rajula you're talking about one of the

[5:01:35] 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 this question that if you have to prioritize the NFR which one would be

[5:01:51] the top in the list so you must say security scalability system availability.

[5:02:03] system availability. Power is a very good point, compliances, localizations and one very important one that you are and one very important one that you are missing is usability, ease of use.

[5:02:15] missing is usability, ease of use. 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 Shabas is talking about. Yes. So

[5:02:29] these all are important NFRs that we had discussed. 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

[5:02:43] find in few books that NFRs are also considered to be environmental conditions supporting conditions. Yes. So functional requirements, non-functional requirements, we had

[5:02:57] discussed a third pillar and the fourth one is your transition requirements. of requirements that we had discussed in detail as part of requirements

[5:03:11] classification schema. We had also discussed about one BD template not the full but yes first few pages we had discussed as part of the B template and then we had also discussed about everyone the Jira tool and there we had

[5:03:27] 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 parentto chat relationship

[5:03:39] and establish parentto chat 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

[5:03:52] discussed on high level. We'll discuss in detail designs as part of chapter number seven again. So these were everyone few important things that we had discussed in our previous two sessions.

[5:04:06] Today we're going to start with a very important the first knowledge area business analysis planning and monitoring. But before that if you all have any question if you all have anything that

[5:04:21] you have gone through during the weekdays and you want me to cover that 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, you can do that. uh one

[5:04:35] more time. So few has one question for us. Transition requirements if you all remember we had discussed that these are all enablers. If you all recollect this was the very

[5:04:50] 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

[5:05:04] successfully without any hassle without any barriers without any hassle without any barriers in the realization of value. Transition requirements can be in the form of training,

[5:05:16] business continuity plan, advertisements, offers and all those temporary requirements. Those may help you ensure that there's hassle-free and a smooth transition to

[5:05:30] the new future state. And we'll also discuss this thing that these transition discuss this thing that these transition requirements are often unneeded once we successfully transition to the new future state.

[5:05:45] Okay. And if somebody asks you the example for it. So example is your workshops, trainings and even the business continuity plan. These all are part of

[5:06:03] which is the same thing. Do these things may 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

[5:06:15] solution and then come up with the enablers because the reason is ven and enablers because the reason is ven and others br the highlevel information with highle information would you be able to train people no you won't be

[5:06:31] able to tell the nitty-gritty you won't be able to explain people in detail if you're just going with the creating a transition requirement a good practice will be that once Once you have a solution ready then according

[5:06:45] to the solution you come up with the transition requirements. That's why 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

[5:06:59] close to business requirement but it is closer to solution requirements. Getting it? So it is derived from it for sure. But yes, it will be a good thing to have first solution, then you come up with a workshop or training program.

[5:07:15] 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

[5:07:28] as well. If you go to this one, you'll find here [clears throat] topics as data conversion, training and business continuity. These here data conversions. If you have trainings,

[5:07:45] business continuity and they are temporary in nature. simple terms it helps

[5:07:58] it helps your user gain more confidence. your user gain more confidence. It helps you promote your product. It helps you promote your product. It helps your user make an effective use

[5:08:11] of the solution of the product being delivered. As simple as that. delivered. As simple as that. Getting it.

[5:08:24] requirements. Any other question from you all before we start with our first topic for the day? day? Fr. Yes. Now P is a very good point. Pav

[5:08:37] Fr. Yes. Now P is a very good point. Pav 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

[5:08:50] today we'll discuss FRD in detail but let me make it very clear in the agile world in the modern day agile mode in your world I'll not say my word because when I started FRD was the most critical

[5:09:06] document to create but for you all people who are new to the analysis world creation of stories

[5:09:21] features. This is considered to be the lightweight documentation. The new documentations and FRD, FSDs, SRS

[5:09:36] FSDs, SRS are no longer significant. We will talk about it. I have some FR 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 more

[5:09:49] about the stories how to write the stories how to document how to write the stories how to document them how to create the appex FSD FRD SRS is now thing of the past when I was new to the analysis world in

[5:10:05] those days FRD and FSD was the most critical document to create but now these are considered to be comprehensive documents ments it's considered to be documents overhead and in most of the projects all across

[5:10:20] the globe nobody is creating it now it's of no use in the agile world the tools of no use in the agile world the tools like Jira Azure DevOps have made stories more significant more important and FSDs are not that important but yes we will

[5:10:36] 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 SR studies and we'll talk about it once we'll reach to this topic requirements analysis and

[5:10:50] design definition here we'll talk about FRDS and FSDs FRDS and FSDs okay so there is a difference for sure okay so there is a difference for sure kind of those FRDs SRS FSDs but a very

[5:11:04] 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 thing for you all to focus on tools like Jira focus on creation of the stories

[5:11:18] understand more about the stories did I share with you all the mountain goat software link in the previous session for you all yes [clears throat] so for you all it's an important thing to listen to Mike Con

[5:11:34] to listen to Mike Con is the pioneer he's the one who part of the agile community and if you listen to his videos if you go through how to write the stories here. This is what you need to focus more upon. FSDs and FRDs

[5:11:49] 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. Yes. And how to write these stories. I think I had shared with you all this

[5:12:06] girin syntax and all these things are important. FSD is not that important for you. Okay. But we will talk about it since I have spent more than 10 years 11 years creating FSDs. I'll definitely talk about it. Okay.

[5:12:23] Any other question from you all? If there's no other question, shall we start with the first topic for the day and that is business analysis planning and that is business analysis planning and monitoring.

[5:12:45] Shall we move ahead? Yes. So thank you Shabas Vin and Yes. So thank you Shabas Vin and everyone else Gajula and all. So the first topic for the day everyone is a and others

[5:13:00] business analysis planning and monitoring graph and others. This is the icebreaking This is the icebreaking you may say knowledge area or a very

[5:13:15] important one to start with your analysis business analysis planning as well as monitoring

[5:13:30] popularly known as BAPM business analysis planning and monitoring. And this knowledge area has five And this knowledge area has five important task everyone.

[5:13:48] I'll use different ink here. Plan business analysis approach.

[5:14:02] Plan business analysis information management. And at last identifying business analysis performance improvements

[5:14:16] important thing to create some short form like this A S G I P.

[5:14:29] Yes A is your approach. Today we'll discuss about the approach. It can be predictive. It can be adaptive a waterfall or the agile methodology. We'll discuss in detail today. A is your approach.

[5:14:43] S everyone is about the stakeholder engagement. Here we'll talk about how to identify the stakeholders, their characteristics, how to perform stakeholder analysis. Those all things

[5:14:57] are part of stakeholder engagement. G stands for governance. I stands for information management and P stands for performance improvements.

[5:15:09] 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. mention chat box is done or give me a thumbs up. We'll then start with 3.1 and

[5:15:26] thumbs up. We'll then start with 3.1 and we'll discuss plan business analysis we'll discuss plan business analysis approach.

[5:15:40] everyone 3.1 plan business analysis approach and let's see what we have as part of this task here. Plan business analysis approach as well. So, thank you Samra Sup and everyone else for your

[5:15:54] confirmation. Let's start [clears throat] with the first one. plan business analysis approach. everyone I wish and everyone else it says

[5:16:10] everyone define overall method to conduct business analysis activities.

[5:16:26] this [clears throat] can be a traditional method 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

[5:16:41] 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 everyone the word yes so method can be everyone the old one or you may say Old is not a good

[5:16:54] word to use. So I'll use the word traditional. traditional. Yes, method can be traditional. Method Yes, method can be traditional. Method can be the legacy method

[5:17:07] can be the legacy method or simply in bracket old one. Yes. Like a train and method can be the modern method, and method can be the modern method, the new method. Yes.

[5:17:25] the traditional method. This is And we'll discuss why it is known as predictive in few minutes.

[5:17:37] And the new methodology is known as can anybody guess what is the name given to the new methodology? The new ways of working that word is accepted. The new method is adaptive.

[5:17:54] 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

[5:18:21] 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

[5:18:33] say religiously followed in the IT world. world. But now after around 20 years or so, there's a drastic shift. These are considered to be the old school. These

[5:18:47] are considered to be outdated and these have all been replaced with and these have all been replaced with adaptive methodology. And this includes agile and

[5:19:01] and devops. So everyone we have discussed here about the methods. These can be of two types

[5:19:15] traditional or the modern. Traditional methodology it is known as predictive methodology

[5:19:27] and the modern methodology it is known as adaptive methodology. Adaptive in the sense adaptive in the sense it is more flexible.

[5:19:39] Flexible in terms of delivery in terms of documentation in terms of communication in terms of release plan as well.

[5:19:51] So that's why it is adaptive and this is predictive. Please make a note of this predictive. Please make a note of this everyone and then we'll discuss the differences between the two predictive versus adaptive.

[5:20:05] First make a note of this thing also this mention your class notes. Once you are done with this thing give me a thumbs up. We'll then start with the thumbs up. We'll then start with the difference between the two.

[5:20:27] so everyone let's talk [clears throat] about the differences about the differences and in your bab guide and in your bab guide in your bab guide

[5:20:43] was missing your responses thank you for your thumbs So 27 I request you all to please open this in P on your screen as well. This table

[5:20:59] in P 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 and confirm. Is anybody able to find this table in the book?

[5:21:17] please check and confirm. Page number 27. Everyone. Yes. Lord. Everyone else. Perfect. Now you

[5:21:30] all can see everyone. There are four important differences. People who are new to the analysis world, learners who are preparing for the job interviews, this table is very very important for you all. You all can

[5:21:47] bookmark somewhere, you all can write it somewhere that it's an important thing for you all to know the four differences between the predictive and the adaptive methodology.

[5:22:03] First one everyone is solution definition. Let's focus here. It says defined defined before implementation

[5:22:26] the analysis world when 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.

[5:22:43] But now what is happening if you look at this keyword here if you look at this keyword here define in iterations

[5:22:55] 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.

[5:23:09] now. So So let me create some let me create some data here some example here. So we are

[5:23:22] talking about everyone the approach and let's first talk about the predictive one the predictive approach in the predictive approach everyone there was one terminology

[5:23:38] SDC that was very popular can anybody help me know what are the important steps that we follow in the SDLC the software development life cycle

[5:23:56] [clears throat] people who have been into analysis or development for some time what is the SDLC software development what is the SDLC software development life cycle let me write it here

[5:24:25] requirements gathering. You have gathered the requirements and you come up with

[5:24:58] you'll ask your development team to develop the code or code implementation.

[5:25:10] I'm just covering the basic steps not all the steps. Then what will happen is developers are going to develop the code and then once

[5:25:22] the implementation is done code implementation here again and again complete implementation

[5:25:52] On this is done then there'll be testing must use the word quality assurance for

[5:26:04] for the complete solution.

[5:26:17] 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.

[5:26:35] or you'll push the change the change to

[5:26:51] 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. Yes, these are the important steps

[5:27:04] Yes. Yes, these are the important steps everyone. what we used to do in the predictive world

[5:27:17] and let's see let's try to understand what is happening in the new agile world in the predictive approach approach the release plan

[5:27:31] the release plan is equal to sometimes 3 months is equal to sometimes 3 months it can be 6 months

[5:27:43] or even one year. Yes,

[5:27:57] meaning of release plan. Yeah, release plan simply means you analyze, you develop, you test and then finally deliver a solution within a given time deliver a solution within a given time frame. That's a release plan.

[5:28:09] 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

[5:28:24] slight difference release plan

[5:28:38] but what we are doing is there is a concept of or you may say incremental

[5:28:59] sharing the complete product at the end of 3 months we are sharing the partial solution after certain time period. Let us suppose I say we are coming up with a partial release that after every two

[5:29:15] weeks will deliver will deliver for RN requirements solution as one. for RN requirements solution as one. Yes. Now everyone, if two week is

[5:29:33] 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

[5:29:48] to deliver some part of the solution, 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,

[5:30:03] T5 and C6. Is everybody clear with this thing that why six? Yes, because our release is divided into smaller short cycles of 2 weeks duration.

[5:30:19] 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

[5:30:32] 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

[5:30:47] and you S6 as a solution. So what is happening here everyone? Instead of delivering the complete solution, instead of doing the complete analysis

[5:31:02] instead of doing the complete analysis up front, what we're doing is we are coming up with the incremental delivery concept, the actual release concept and concept, the actual release concept and these two weeks are the iterations.

[5:31:18] the repetition that we have within this three 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

[5:31:34] 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

[5:31:49] if something goes wrong in the first cycle, you have the ability, you have the flexibility to make corrections in the upcoming cycles.

[5:32:05] 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 over to look at what what's the product,

[5:32:21] 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. He can come up with his continuous

[5:32:34] 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 way it helps us come up with a rapid delivery, a quality delivery and more

[5:32:49] 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

[5:33:03] this two week cycle if it is consistent throughout the if it is consistent throughout the release plan there is name given to it. What is the name given to fixed iteration everyone?

[5:33:18] 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. on these

[5:33:32] fixed iterations of 2 weeks. This is your sprint. Now I'm may customize it in your project and

[5:33:44] something 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 that I just remove

[5:34:01] 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

[5:34:13] duration if I make it as two weeks and update you all can see here that two update you all can see here that two week cycle we have here and then if I create another sprint so this will be

[5:34:26] another sprint it should reflect the dates let me make it as 2 weeks the starting date today and update okay it should reflect the date not sure

[5:34:38] why it's not but it should reflect the date here. So you can see a sprints are created with a given dates here. So this concept of the sprint everyone helps us concept of the sprint everyone helps us divide the release into smaller short

[5:34:53] iterations. Yes is is asking. Bish is saying that is adaptive something different from the

[5:35:05] adaptive something different from the predictive in terms of the SDLC? No. The same thing is followed. It's a release within a release. The same thing is followed in agile as well. But the only thing is the main

[5:35:19] important difference is the requirements gathering that we're talking about is gathering that we're talking about is not gathering the complete requirement. Adaptive comes up this concept of partial

[5:35:34] breaking down into smaller fragments, iterations. So cycle is going to remain the same but the only difference is it's not the complete requirement. You are going to gather the requirements for sure. You

[5:35:48] are going to talk to the stakeholders but not on the complete thing but on the partial things that makes this approach flexible. Okay. And then one very important thing is that BA is not going to analyze the

[5:36:04] things in the sprint. A sprint is for the technology and testers to work. Your analysis must be ready before the

[5:36:16] 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. Pages and others I making sense to you all. So, BA is not working in sprints. A sprint is not for

[5:36:33] BA to work. BA should be ready with his or her solution before the start of the sprint. BA is analyzing the things considering the whole release plan and then it's for the team to divide to smaller chunks and

[5:36:48] 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 especially than everyone first point especially than everyone else solution definition

[5:37:02] defined before implementation to maximize control and minimize risk but here solution is not the complete solution. It's a partial solution define

[5:37:14] 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?

[5:37:29] Example, as I mentioned, example can be let us suppose I say you are developing canteen ordering system. Yes, you're developing canteen ordering Yes, you're developing canteen ordering system and it has

[5:37:44] several requirement components to create a login page, to create a login page, food menu, payment gateway. food menu, payment gateway. Yes. Food for delivery feedback.

[5:37:57] If you are in the predictive world, all 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 with implementation.

[5:38:14] But but in the agile world, even if you have got this sign off on the login page feature, you may start with your development.

[5:38:29] partial sign off may help you start with your development but in the previous one the complete approval and sign off was required to approval and sign off was required to start to start with your to start with

[5:38:42] your implementation. So it's defined before implementation is solution. But here it's not about defining the complete solution. It's about some part of the solution discussed and agreed and you may start with your deep

[5:38:59] important thing here is that the important thing is that let me well. The important thing here is this is a

[5:39:11] very rigid approach. rigid in the sense let me let me [clears throat] take your back you have a very good question let me answer this so software development life cycle was

[5:39:27] religiously followed in the waterfall methodology methodology why the name waterfall everyone

[5:39:39] can anybody anybody guess why the name was defined as waterfall on for the predictive approach waterfall because what how water falls what what's the what how water falls what what's the flow water falls from the high altitude

[5:39:54] to low altitude yes it will go with gravity yes it will go with gravity yes high to low and it has so many steps

[5:40:12] imagine imagine anurag and kitika are the two business users the two business users and Vijendra was the BA gathering the requirements from them and they provide some sign off here.

[5:40:25] They say okay they give you a sign off start with your development. Anurag and Isha. Issha are the human beings. They are not robots. And it may be that Anra has given this sign off. But then later he

[5:40:41] thinks that he wants to add few more things. It may happen. Yes. Anur 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

[5:40:56] that sign off doesn't mean that it's the end of the road that 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 scope of making

[5:41:13] 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 were changes, yes, you cannot change

[5:41:26] things in between. If there were 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

[5:41:39] has to wait for 6 months to get this thing and a 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

[5:41:54] a lot of change. Yes, you may find in 6 months the complete development team is switch to another company. You won't find the same developer that was there 6 months before. Yes, if you if you look at the trend

[5:42:07] 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 11 companies but say in last four years 11 companies but that never used to happen 20 years back.

[5:42:20] 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 traditional yes constant change and and

[5:42:37] the ability to handle that change that makes this approach more fruitful more you may say [clears throat] acceptable to everyone. Yes. Are you getting the answer to your question? Are you able to understand

[5:42:51] 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 solution first and then try to implement it. It's the predictive approach. But if

[5:43:03] 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

[5:43:16] 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,

[5:43:33] 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

[5:43:46] recollect the name was that you p somebody else who talked about FSDS somebody else who talked about FSDS today so you all can see here information is captured in standardized template in the old world.

[5:44:09] Example FSD, SRD, SRS, even the BRD. I add BRD to this list as well. I add BRD to this list as well. But now in the agile world they're using this new terminology and that is the light

[5:44:24] weight documentation. analysis world I'm talking about 2008 or 9 in those days when we used to create

[5:44:38] the FSDs this used to take more than 2500 pages five pages long and nobody's reading it everybody is

[5:44:54] scared to see such a heavy textual document but just for For the sake of SOPs, we were doing it. But now those FSDs, SRDS, SRS have all

[5:45:07] been replaced with the lightweight documentation using tools like Jira, Azure DevOps. Even some of you would be using Rally as

[5:45:19] Even some of you would be using Rally as well, Trello. These all tool helps us well, Trello. These all tool helps us create some short crisp and you may say create some short crisp and you may say lightweight documents like epic features

[5:45:32] stories. So now it's more informal approach in the agile world. Okay, is everybody with me? That's why we discussed about these stories and why we never talked about it because this is

[5:45:46] we never talked about it because this is considered to be comprehensive document heavy textual documents and in the agile world this is not required

[5:46:01] 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

[5:46:14] of time in the agile world to write those comprehensive documents. These document used to help us in knowledge transfer, understand the things better, know all the important protocols.

[5:46:29] But now since we in the agile world, everybody is demand to develop a better software rapidly of the software. So these documents are no longer significant. It's all about creating some short crisp

[5:46:42] documents using the tools like Jira, Azure DevOps and others. Yes. Everyone want is everybody clear this the second [clears throat] point

[5:46:54] this the second [clears throat] point level of formality. So in simple terms the protocols the SOPs the standardized templates

[5:47:09] are getting replaced with lightweight documentation. comprehensive documents are getting replaced with some small short crisp documentation the lightwe documentation.

[5:47:29] So that's why it's an important thing for BAS to know how to use the tools like Jira, Azure DevOps and web. In our first session we have discussed about this thing on high level. In our

[5:47:44] 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 we'll discuss, how to manage the backlog, how to prioritize it. All such

[5:47:57] backlog, how to prioritize it. All such things we discuss using Gen tool. Third point everyone is [clears throat] about the activities very similar to solution definition. The same thing goes with activities as well.

[5:48:11] Activities required to complete deliverables are required to complete deliverables are identified first. Very similar to solution. All the activities have to be defined.

[5:48:25] But here it's not important to define all the activities. Activities are again joined in small iterations with deliverables first and then associated tasks are identified.

[5:48:42] So even activities are not completely defined here. Activities also in the short iterations based upon the solution that we have. So that's about the that we have. So that's about the activities. And the last thing is here

[5:48:58] past the perform specific phases. Phase can be of 3 months, 6 months, even one can be of 3 months, 6 months, even one year. But here we have iterations. year. But here we have iterations. those from 1 week to 4 weeks something

[5:49:14] in between. Ideally in most of the projects we follow 2 week situation.

[5:49:27] So this is a complete you can say set of uh differences on your screen. I request you all to read through all the uh four differences. differences. Power point. Okay. Let us suppose I say

[5:49:40] Power point. Okay. Let us suppose I say let us suppose I say is we are talking about one activity and one activity is let us suppose I say

[5:49:53] I'll make very simple for you all if I say your solution is canon ordering system this is what you have to create

[5:50:09] to come up with the more simplified solution and here in the projective approach what you'll do is you'll come up with WBS you'll do is you'll come up with WBS work breakdown structure and decompose

[5:50:24] work breakdown structure and decompose everything login page email address user ID password one time password, department

[5:50:39] and other details. First breakdown. Second breakdown of the food menu, all Second breakdown of the food menu, all the food items. Third about your payment the food items. Third about your payment gateway, all the options. Fourth about

[5:50:53] your food delivery, all the options. This is how you come up with the you may This is how you come up with the you may see here activities required to complete deliverables are identified first. This is how you'll come up with the things in

[5:51:06] the waterfall. You define all the activities here and then you start with the development. But in the adaptive world, this is not required to have everything. Let us suppose you're prioritizing login

[5:51:22] page in the scrum sprint one. You just need these details to start with. In the second sprint, you'll need these

[5:51:34] details. So, it's not required to have everything before you start with the development. Whatever you prioritize as a solution activities.

[5:51:48] the full activities. You don't need the complete list of activities. You only need the activities those are pertaining to those are linked with the partial solution that you're going to implement.

[5:52:03] Okay, are you with me everyone? So activities are also you may say partially prioritized not the full set of activities. of activities. That's how we work in the agile mode. In

[5:52:17] That's how we work in the agile mode. In simple terms, it's about partial delivery concept wherein you break down the requirements into smaller chunks and work in an incremental delivery.

[5:52:33] 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

[5:52:45] 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

[5:52:57] option to add the subtasks. How many of you are doing it? Subtasks are nothing but the activities those are within the given solution.

[5:53:10] Yes, 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.

[5:53:25] breakdown. There's a difference here. It's a full breakdown It's a full breakdown and here it is partial breakdown. and here it is partial breakdown. Partial breakdown everyone helps you

[5:53:37] prioritize a smaller things a small little things in the first few weeks. It's not about the full breakdown full solution and then implementation. No,

[5:53:50] you are coming up with an incremental delivery and others. So breakdown is not the full breakdown. It's about the partial breakdown based upon the solution, partial solution that you have prioritized and accordingly you work.

[5:54:07] Yes, you're working in bits and pieces. That's the you must say the good thing That's the you must say the good thing with adaptive board. Getting my point? Yes. So it's [clears throat] not about like like I'll give you one more example

[5:54:23] in in when I used to be uh like if I take you back to the year 2012 when I started as a trainer in those days what used to happen that when we days what used to happen that when we used to start with our live session

[5:54:38] 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 close them today itself and this chat box was not there. We used to have the traditional Cisco

[5:54:55] 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

[5:55:07] 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 haven't mentioned that which all topics I covered. I just mentioned this is the

[5:55:21] you all are coming up with your questions parally. What is happening? This is the agile training as well. Yes, we're not focusing on the full thing. We

[5:55:33] are just focusing on one thing at a time. People gaining agreements. We are resolving conflicts, building consensus and then moving forward. everyone. Yes,

[5:55:50] it may be difficult to decide on the timelines. No, let me make it very clear. Espin planning Espin planning when we talk about the adaptive war,

[5:56:02] it's part of your planning that you decide before the start of the cycle what is going to be the duration. Like for example, if I say release one and we

[5:56:14] 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

[5:56:26] month cycle. If you're not able to deliver something within a sprint, it may be like pushed to the next sprint. So we have this flexibility. It's not like if you promise that we'll deliver something and we're not able to then

[5:56:41] 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

[5:56:56] upon how management decides how to size these prints. 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.

[5:57:12] Yes. But what agile community suggests the ideal duration of 2 weeks duration. Okay. Yes. Anna is Shuangi

[5:57:25] Pabi and others are you all with me? like we have SDLC on predictive what do we have other it's the same thing it's not something different you have to first you have to

[5:57:40] if you look at the differences in SDLC also what you were doing you first gathering the requirements then development the same thing happening agile world as well but the only difference is that it's not the

[5:57:56] complete solution it's the partial solution Same thing is there in agile as well. It's a release within a release but the only difference is the only difference is the

[5:58:12] the partial release part of the solution not the complete solution. not the complete solution. Okay.

[5:58:24] But the first thing is Shivang and others are you all clear with this screen. Is everybody clear? If they ask you this question that what are the activities, what is the timing, what is the level of

[5:58:37] formality, would you be able to answer such questions? Yes, Shang and everyone else. So this was about everyone. The first So this was about everyone. The first thing the first thing as part of PL

[5:58:50] business analysis approach is yes value when solution updates then development also updates definitely yes. So as as we'll come up with the new solution the development is also going

[5:59:04] to increase and by the end of the release you'll have the complete 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

[5:59:19] incremental delivery. Yes, everyone. [clears throat] Now, question for you all, Shivangi and everyone else. Let's dig

[5:59:35] deeper into this thing. And my question to you all is And my question to you all is in your slides here the elements Aki Pi and everyone else based on a discussion

[5:59:50] IBA should have mentioned that planning methods are of two types that planning methods are of two types predictive and adaptive.

[6:00:04] But to my surprise but to your surprise they have mentioned falls between they have mentioned falls between Akshi, Pagni, Shivangi, Gajula, Isha, and others. What do you all think? Anna, Rafael, what do you all

[6:00:21] all think? Anna, 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,

[6:00:34] 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.

[6:00:49] question to answer. What fall between signify anyone?

[6:01:02] Lawyer saying we typing we know the answer. It's a basic one. Yes, answer. This simply means it's not something in

[6:01:19] black [clears throat] and white. There may be few things in gray as well. not simultaneously, but there can be a mix of the two.

[6:01:35] but there can be a mix of the two. law. You are still typing. Okay. So, [laughter] so the answer is answer is

[6:01:51] this is the hybrid methodology. we have fully transition to agile ways of working.

[6:02:04] But since I am the product owner, I come from a traditional background. So I always ask my team to create their BRDs.

[6:02:19] other team people are not creating it. I think they're not creating it but we'll definitely create it because this always helps.

[6:02:32] 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.

[6:02:48] know about you all but some of my learners told me that in their project they still create the use cases and based on the use cases they then and based on the use cases they then create the user stories

[6:03:07] use case is not at all required in the agile world but they are doing it in the other projects as well who are from a traditional background and they from a traditional background and they and and they prefer this thing.

[6:03:23] Yes. So this simply means Shivangi and others very basic thing that it can be in any project that you're following the traditional ways of doing the things.

[6:03:36] switched to the new ways of doing the things. things. And it may be that in your projects you have somebody like me, somebody like more than me and they are not able to

[6:03:52] more than me and they are not able to forget, they're not able to 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.

[6:04:07] Yes. Law is saying you old people are not able to adopt the new things. Yes. It's [laughter] 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

[6:04:23] blood and replace it with young fellow like Isha. Yes. All people have some good things as well. At least they're good in philosophy, good in giving you some good lectures. Yes. So, so meaning to say planning methods can be of two

[6:04:39] to say planning methods can be of two types predictive adaptive. It may also be a mixed bag with a combination of good practices from both the methodology. And third methodology is known as hybrid.

[6:04:53] Yes, Shangi is everyone else you all are with me following the significance and meaning of false between. So falls between is is a combination of the two best

[6:05:07] practices from both the words combined together. your screen formality and level of details of BA deliverables

[6:05:23] are based on the planning approach. >> Oh sorry. So we discussed this thing few minutes back that in the predictive world we had the comprehensive documents

[6:05:35] as part of BA deliverables and these are in the form of BRDs, FRDS, FRS, SRS, release notes, SRS, release notes, user manuals, user guides and all such

[6:05:50] documents. But now in the agile world we have a new But now in the agile world we have a new concept a new terminology being used and concept a new terminology being used and that is lightweight documentation

[6:06:03] using tools like Jira Azure DevOps and others. Yes, the AEX the stories and others. Yes, the AEX the stories and others. Yes. So you have a very good point here. Element simply means all the important

[6:06:18] constituents or components within a given task. So if task is one then elements are like t11

[6:06:31] then elements are like t11 plus t1 2 + t13. plus t1 2 + t13. So it's is something like one task may have several elements and all these elements combined together tell you

[6:06:44] about what 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 a be within a given task. Okay.

[6:07:06] 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

[6:07:19] and this for you all to answer it can everyone else. everyone else. Let us suppose any activity is assigned to you. You all had this question few minutes back that what exactly is the

[6:07:34] activity any activity let us suppose I say to is one activity another activity is to manage the resources in your project another activity is to define all the

[6:07:50] non-functional requirements babau guide says that if any activity is assigned to you break it down into smaller fragments

[6:08:02] into smaller task. Why do you all think it's an important thing for Kitika and others to break down the activities into smaller tasks

[6:08:17] when they plan for business analysis approach? How is that going to help you? If any activity is assigned to you

[6:08:29] 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?

[6:08:47] clarity. Aka is saying we can complete task in parts. It will make iterative. Gaj is saying it's more efficient and all these answers. So, so wonderful

[6:09:03] 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.

[6:09:16] Thank you Samrat lawy it's easy to implement okay so it's correct [clears throat] so in your classrooms everyone session

[6:09:29] number three page number five I mentioned few points let's see if you all agree with this thing or do you

[6:09:45] all differ And you have some question for me. We are talking about everyone the work breakdown structure

[6:10:03] breaking down the activities into smaller tasks and it has a few advantages as listed below.

[6:10:20] granularity that is analysis that is analysis at the more fragment or atomic level and what exactly happens everyone when we're able to

[6:10:33] when we're able to decompose the things into small fragments we're able to gain more information more detailed view that makes the things simple to understand and then your team

[6:10:49] is going to make less number of assumptions. our live session about did we discuss about this tool? Let me show you that

[6:11:01] about this tool? Let me show you that tool once more. when we create a work breakdown structure this would help us come up with more fragment level

[6:11:15] information that's the fourth thing if we have some fragment level information it will help us in task allocation that is suppose is a lead BA of the product owner and she's getting some

[6:11:30] requirements to analyze she's creating some smaller features and those features can distributed among several bees and they all are working on those features. So it also helps in task allocation and in a way makes tracking, monitoring and

[6:11:46] in a way makes tracking, monitoring and tracing easier and in turn this helps in delivering better quality product to the end users. Third point everyone is a very important one. Let's read this third point.

[6:12:01] one. Let's read this third point. Third point say one analysis at the granular level helps to ensure that that solution

[6:12:17] aligns with the stated requirements and this helps to avoid the scope creep condition. What happens is if you're able to come up with more simplified information, more detailed information,

[6:12:31] clear information, precise information, this helps everyone develop a clear understanding and then chances to absorb creep.

[6:12:43] Creep is any redundant, lupric or unwanted component can be minimized. why at all we should do this thing. This will always help us come up with more

[6:12:57] simplified solution more detailed view of the solution more granularities more fragmentation and that helps to avoid any creep any redundant or any

[6:13:12] avoid any creep any redundant or any duplicate components in our solution. duplicate components in our solution. And fourth point is about something linked with point number three. It also helps you define

[6:13:27] 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.

[6:13:40] Fifth point is summary of all the four points above. It says WBS promotes autoomicity. Autoomicity is all aboutity,

[6:13:52] fragment level information, low-level information. information. So this is how point number three helps you in coming up [clears throat] with more accurate solution

[6:14:05] 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.

[6:14:19] important techniques that we will 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.

[6:14:41] Yes, dear. I can see the blue arrows. I hope you've got the answer to Gaja to your question. After each sprint it will go to After each sprint it will go to development not all. If it is all then

[6:14:55] it is your waterfall. If it is each it is your agile. Okay Gajula. So that's a 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 are done with your

[6:15:10] development you'll go to the next one. The 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

[6:15:26] testing. The scope clip we have discussed the previous session as well. Let's discuss this in one more time. Whenever you find everyone whenever you find

[6:15:42] answer is it's not documented it's visualized and you can see here all these templates and here so WBS is generally visualized and you can see all these templates [clears throat] let me share this link

[6:15:57] [clears throat] let me share this link once more so WBS is generally in the form of a block diagram a chain diagram diagram kind of an organizational model diagram kind of an organizational model sometimes. So it is generally visualized

[6:16:10] not doc you can document it for sure but the better approach will be you create the better approach will be you create some block diagram like this. Yes and coming to your question projector here. A scope grief simply

[6:16:25] means when your solution has certain redundant or duplicate components.

[6:16:37] [clears throat] In your hospital management system, [clears throat] an appointment with doctors.

[6:16:53] is filling this form and she is getting an option to select the doctors from the list of doctors here.

[6:17:05] You select one doctor, book an appointment. But when you reach to the OPD, when you reach to the hospital, you find that this doctor is no longer impended.

[6:17:18] He resigned from this organization from this Mayo Clinic this Mayo Clinic 2 months back.

[6:17:30] happy. She is saying that I have traveled 15 kilometers to consult this doctor and he is no longer implemented. Why you have not shared this information with me before? Subraja. Imagine if you are a B how you

[6:17:43] 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

[6:17:58] 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

[6:18:15] 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.

[6:18:29] 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 implement appearing in

[6:18:41] this list. So a scope value one is when unintentionally or intentionally you find there are few things added to this solution and that's causing noise that's causing chaos and confusion

[6:18:57] that's not required but it's part of your solution. Yes. Voice and send notices when a doctor leaves to reitute. Yes.

[6:19:11] And hide those things is mentioning. Yes. Hide those things. If somebody is passive is her 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

[6:19:24] statement you have to write and this helps you come up with this refined set of list is everybody clear is what is scope creep so scope creep is everyone I have written the definition here let's read

[6:19:39] this [clears throat] a scope creep is when solution grows larger in size and accommodates a few unwanted duplicate and redundant components this cause components outside the

[6:19:52] solution bound boundaries to penetrate and become part of a scope requirements. Examples of a scope creep everyone in HMS

[6:20:04] HMS a list of doctors at Mayo Clinic include some doctors those are not impendent this is redundant information scope keep this is redundant information scope keep in ordering system

[6:20:23] yes Vina is a 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 to prevent scope creep is about avoiding any redundant

[6:20:38] duplicate or un unwanted information or any unwanted content. Yes. So it's all about wrong unwanted.

[6:20:50] Sometimes information is correct but it's not valuable. then as a winner we have to remove those things. So it's all have to remove those things. So it's all about the requirements that add value to

[6:21:03] your solution. 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 nature out of scope requirements. Yes.

[6:21:19] In canine ordering system, employees of nearby offices ordering food is again the scope creep. Is everybody clear with the scope creep?

[6:21:32] When ask this questiona, are you clear with what is scope creep and how to avoid scope creep? You'll be able to avoid a scope creep if you're coming up with more detailed analysis. You've done your proper research.

[6:21:48] You've done your proper research. you have factual evidences to you may you have factual evidences to you may say um support your arguments. So this was about if you want the WBS very important thing you all can use uh

[6:22:02] very important thing you all can use uh this these templates to come up with the Now I have one homework for you all. I hope you all have got access to the

[6:22:18] projects in the LMS and ordering system delivery management WhatsApp pin HMS. for everyone is in your projects there's one task here. Write down the main

[6:22:36] feature that needs to be developed. Please check and confirm everyone. Is anybody able to find this task in your projects? Write down the main features that needs to be developed. Now you all have to use the WBS template

[6:22:52] something like this. You can use any tool of your own choice and then come up with the functional decomposition and in tomorrow's session during Q&A you all can share with me how you have

[6:23:04] 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 about the HMS. So for the HMS

[6:23:17] this is the first level. Next level decomposition can be patient registration appointment with doctors. [snorts] appointment with doctors. [snorts] What else? Lab tests

[6:23:31] medicines. What else? Your billing. and then decompose this one. So this way you all have to create one WBS for the task that you have in your projects and it's a common thing in each

[6:23:49] project everyone in WhatsApp page you'll find it as task number seven in HMS find it as task number seven in HMS you'll find it as task number five okay work on this thing and then you can share your findings your analysis

[6:24:06] tomorrow's session That's a homework for you all. 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

[6:24:23] have discussed in that table that timing is in the form of phases. This can be of 3 months. This can be of 6 months. This can be of 6 months. Yes. And timing in the agile world is in

[6:24:37] the form of iterations. Now everyone let me make it very clear to you all one more thing here. Sometimes they ask you this question in job interviews. They ask you is

[6:24:50] job interviews. They ask you is iteration equivalent to sprint? Answer is no. If let me explain this thing. iteration is of fixed duration,

[6:25:11] let us suppose I say in this 3 months cycle I divide this into two week cycles two week cycles or 3 week cycles

[6:25:24] 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. If it is two then it will be around six

[6:25:38] sprints. If this remains constant throughout the cycle this fixed iteration is known as sprint.

[6:25:52] this fixed iteration is known as sprint. But let us suppose I say my iteration 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

[6:26:08] or you can say simply one week. 1 week is equal to five working days. Then 1 and 1/2 weeks then 3 days. Then 2 days. This is not fixed

[6:26:27] 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 every

[6:26:41] and when we have such iterations every one in any agile project such agile project is known as canburn canburn And this one is known as scrum.

[6:26:58] we were creating the credentials on Jira, I requested you all to select scrum and ignore canban. The reason is canban is more for defect

[6:27:10] The reason is canban is more for defect fixing production support and short duration projects. Is scrum is more popular agile approach. The reason is it helps you in coming up with very organ structured development

[6:27:26] since we have fixed iterations in the form of sprints. So that's about the timing for the business analysis task to be performed. Now that brings us to the

[6:27:39] course helpful then do not forget to like, share and subscribe to SimplyLearn for more business analysis and CBA certification tutorials. Thank you guys certification tutorials. Thank you guys for watching this video.