Course info
Apr 11, 2016
2h 35m

High-quality business analysis requires detective work and the ability to engage with stakeholders. This course, Discovering Business Analysis Information Through Elicitation, will teach you how to do this in order to best describe and address business needs. First, you'll take a look at direct elicitation techniques, such as focus groups, workshops, interviews, and surveys. You'll also cover experiential techniques like analyzing documents and observing and simulating work. Finally, you'll learn how to use tools including prototypes and wireframes to validate requirements. At the end of this course, you'll have the detective skills you need to elicit information from stakeholders in a way that will greatly help your business analysis.

About the author
About the author

Casey has experience leading projects in many fields, including healthcare, digital media, mobile app development, consumer product design, education, and event management. He's constantly in pursuit of new challenges and loves to share what he learns along the way with others.

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Section Introduction Transcripts
Section Introduction Transcripts

Course Overview
Hi everyone. My name is Casey Ayers and welcome to my course Discovering Business Analysis Information Through Elicitation. I'm a project manager and strategic consultant with experience in a variety of fields. I'm also the author of Pluralsight's Series and PNP prep courses and it's my pleasure to now explore the world of business analysis with you. Business analysis is increasingly vital to today's business environment. Business analysts can help organizations choose and structure projects and initiatives more effectively. This course is the third in a five course series on business analysis. Some of the major topics that we'll cover include how to do the detective work of business analysis, engaging with stakeholders to learn how to best address business needs. This includes a look at direct elicitation techniques including focus groups, workshops, interviews and surveys, as well as experiential elicitation techniques such as analyzing documents, observing and simulating work and using tools like prototypes and wire frames to validate requirements. By the end of this course you'll know what tools are at your disposal when compiling the information you'll need to create a plan for success. Before beginning the course, you should have an interest in business analysis and at least a bit of exposure to project management or business analysis within your organization. This course and others in the series can you help you not only learn more about business analysis but also prepare for business analysis certifications like the CBAP or PMI PBA or to earn continuing education credit toward certifications like the PMP. I hope you'll join me on this journey to learn more about business analysis with this course on discovering business analysis information here at Pluralsight.

Eliciting Information
Welcome back. Now that we've set the stage by thinking through our Elicitation plans and tried to come up with some specific ideas of how we want to tackle each session, it's time to look at the broad overview of how each elicitation session should go from start to finish. Of course, elicitation can happen using a variety of different techniques. Everything from phone calls and conferences, to interviews, either one-on-one or as part of a large group. Analyzing documents and data or even just communicating online. In any case, there is an arc that we should follow with our elicitation. Regardless of the type of protocol we use or who precisely is involved. We'll look first at how we frame these elicitation sessions. To help stakeholders understand what our expectations are and what we need to achieve together within the bounds of that session. Then, we'll look at how we conduct elicitation, how the role of the business analyst might change depending on the type of elicitation taking place. Whether it's more of a moderating or facilitating role or whether you need to have the part of the interviewer, asking incisive questions to get the answers that you need. Whatever's most appropriate will vary based on circumstance. A key part in this will be understanding the soft skills that are so important to elicitation given that the vast majority of the work we do here involves directly interacting with stakeholders, often on topics which may be sensitive or in which they may have a large stake themselves and therefore feel pretty passionately. After that, we'll look at concluding elicitation and then following up on elicitation sessions to get any necessary clarification or to schedule any additional elicitation activities that might be necessary based on what we learn. Let's get started.

Completing Elicitation
So we have all kinds of new information to work with that we've gathered using a variety of elicitation techniques. Now what? Well, it's time to return to our work flow, explaining the life cycle of a business analysis project. At first, we determine problems and identify business needs. Then we went on to identify and recommend potential solutions to meet these needs. From there, we have to elicit, document, and manage stakeholder requirements in order to meet these business and project objectives before we can move onto facilitating implementation of the product, service, or end result of the program or project that we develop those requirements for. Well, we're not ready to move into the fourth phase yet. Instead, we're still very much in the third phase of this. We've completed our elicitation perhaps, but we also have to continue documenting and analyzing those results, before we can move into managing facilitating the work that's to come. Here we're going to focus on the inter play between elicitation, documentation, and analysis. First, we'll look at completing elicitation and what that means. Then, we'll look at common elicitation challenges that can arise, and at some successful elicitation strategies that you can follow using a variety of different techniques. Let's get started.