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User Stories Techniques 10.48.3 Elements • as a metric for measuring the delivery of value, • as a unit for tracing related requirements, • as a basis for additional analysis, and • as a unit of project management and reporting. .1 Title (optional) The title of the story describes an activity the stakeholder wants to carry out with the system. Typically, it is an active-verb goal phrase similar to the way use cases are titled. Complimentary IIBA® Member Copy. Not for Distribution or Resale. .2 Statement of Value There is no mandatory structure for user stories. The most popular format includes three components: • Who: a user role or persona. • What: a necessary action, behaviour, feature, or quality. • Why: the benefit or value received by the user when the story is implemented. For example, "As a , I need to , so that ." "Given...When...Then" is another common format. .3 Conversation User stories help teams to explore and understand the feature described in the story and the value it will deliver to the stakeholder. The story itself doesn't capture everything there is to know about the stakeholder need and the information in the story is supplemented by further modelling as the story is delivered. .4 Acceptance Criteria A user story may be supported through the development of detailed acceptance criteria (see Acceptance and Evaluation Criteria (p. 217)). Acceptance criteria define the boundaries of a user story and help the team to understand what the solution needs to provide in order to deliver value for the stakeholders. Acceptance criteria may be supplemented with other analysis models as needed. 10.48.4 Usage Considerations .1 Strengths • Easily understandable by stakeholders. • Can be developed through a variety of elicitation techniques. 360
Techniques Vendor Assessment • Focuses on value to stakeholders. • A shared understanding of the business domain is enhanced through collaboration on defining and exploring user stories. • Tied to small, implementable, and testable slices of functionality, which facilitates rapid delivery and frequent customer feedback. .2 Limitations In general, user stories are intended as a tool for short-term capture and prioritization of requirements and not for long-term knowledge retention or to provide a detailed analysis. Neglecting this principle can lead to the following issues: • This conversational approach can challenge the team since they do not have all the answers and detailed specifications upfront. • Requires context and visibility; the team can lose sight of the big picture if stories are not traced back through validation or supplemented with higherlevel analysis and visual artifacts. • May not provide enough documentation to meet the need for governance, a baseline for future work, or stakeholder expectations. Additional documentation may be required. 10.49 Vendor Assessment 10.49.1 Purpose 10.49.2 Description A vendor assessment assesses the ability of a vendor to meet commitments regarding the delivery and the consistent provision of a product or service. When solutions are in part provided by external vendors (who may be involved in design, construction, implementation, or maintenance of the solution or solution components), or when the solution is outsourced, there may be specific requirements in regard to the involvement of a third party. There may be a need to ensure that the supplier is financially secure, capable of maintaining specific staffing levels, compliant with standards, and able to commit appropriate skilled staff to support the solution. Non-functional requirements can be used to define the service levels expected of a third party, due diligence may be conducted, or certification from an independent authority may be requested. A vendor assessment is conducted to ensure that the vendor is reliable and that the product and service meet the organization's expectations and requirements. The assessment may be formal through the submission of a Request for Information (RFI), Request for Quote (RFQ), Request for Tender (RFT), or Request for Proposal (RFP). It may also be very informal through word of mouth and recommendations. The standards of the organization, the complexity of the Complimentary IIBA® Member Copy. Not for Distribution or Resale. 361
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v3 A GUIDE TO THE BUSINESS ANALYSIS
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International Institute of Business
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Table of Contents Chapter 4: Elicit
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Table of Contents Complimentary IIB
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The major changes in this release i
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What is Business Analysis? Introduc
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Structure of the BABOK ® Guide Int
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The Business Analysis Core Concept
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Key Terms Business Analysis Key Con
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Requirements Classification Schema
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Stakeholders Business Analysis Key
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Requirements and Designs Business A
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Business Analysis Planning and Moni
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Plan Business Analysis Approach Bus
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Plan Stakeholder Engagement Busines
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Plan Business Analysis Governance B
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Plan Business Analysis Governance B
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Plan Business Analysis Information
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Identify Business Analysis Performa
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Elicitation and Collaboration The E
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Prepare for Elicitation Elicitation
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Conduct Elicitation Elicitation and
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Conduct Elicitation Elicitation and
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Confirm Elicitation Results Elicita
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Communicate Business Analysis Infor
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Communicate Business Analysis Infor
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Manage Stakeholder Collaboration El
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Manage Stakeholder Collaboration El
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Requirements Life Cycle Management
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Requirements Life Cycle Management
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Trace Requirements Requirements Lif
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Trace Requirements Requirements Lif
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Maintain Requirements Requirements
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Prioritize Requirements Requirement
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Assess Requirements Changes Require
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Assess Requirements Changes Require
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Approve Requirements Requirements L
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Approve Requirements Requirements L
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Strategy Analysis Figure 6.0.1: Bus
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Strategy Analysis Figure 6.0.1: Str
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Analyze Current State Strategy Anal
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Define Future State Strategy Analys
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Assess Risks Strategy Analysis 6.3
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Assess Risks Strategy Analysis stak
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Define Change Strategy Strategy Ana
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Figure 7.0.1: Business Analysis Val
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Specify and Model Requirements Requ
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Verify Requirements Requirements An
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Validate Requirements Requirements
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Validate Requirements Requirements
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Define Requirements Architecture Re
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Define Requirements Architecture Re
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Define Design Options Requirements
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Analyze Potential Value and Recomme
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Solution Evaluation makes recommend
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Measure Solution Performance Soluti
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Measure Solution Performance Soluti
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Analyze Performance Measures Soluti
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Analyze Performance Measures Soluti
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Assess Solution Limitations Solutio
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Assess Solution Limitations Solutio
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Assess Enterprise Limitations Solut
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Assess Enterprise Limitations Solut
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Recommend Actions to Increase Solut
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Analytical Thinking and Problem Sol
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Behavioural Characteristics Underly
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Business Knowledge Underlying Compe
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Business Knowledge Underlying Compe
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Communication Skills Underlying Com
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Communication Skills Underlying Com
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Interaction Skills Underlying Compe
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Interaction Skills Underlying Compe
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Tools and Technology Underlying Com
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Acceptance and Evaluation Criteria
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Backlog Management Techniques 10.1.
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Backlog Management Techniques as hi
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Balanced Scorecard Techniques Figur
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Benchmarking and Market Analysis Te
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Brainstorming Techniques 10.5.2 Des
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Business Capability Analysis Techni
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Business Capability Analysis Techni
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Business Cases Techniques • When
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Business Model Canvas Techniques th
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Business Model Canvas Techniques Ke
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Business Rules Analysis Techniques
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Business Rules Analysis Techniques
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Collaborative Games Techniques 10.1
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Concept Modelling Techniques 10.11.
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Data Dictionary Techniques Data dic
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Data Flow Diagrams Techniques 10.13
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Data Flow Diagrams Techniques .2 Da
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Data Mining Techniques Data mining
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Data Modelling Techniques 10.14.4 U
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Data Modelling Techniques Attribute
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Data Modelling Techniques Figure 10
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Decision Analysis Techniques Decisi
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Decision Analysis Techniques .4 Tra
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Decision Modelling Techniques All o
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Decision Modelling Techniques Figur
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Document Analysis Techniques • wh
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Estimation Techniques • Bottom-up
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Financial Analysis Techniques When
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Financial Analysis Techniques appro
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Financial Analysis Techniques prese
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Focus Groups Techniques sometimes l
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Focus Groups Techniques should appe
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Functional Decomposition Techniques
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Glossary Techniques • Provides a
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Interface Analysis Techniques Inter
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Interviews Techniques 10.24.4 Usage
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Interviews Techniques Interview que
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Item Tracking Techniques 10.26 Item
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Lessons Learned Techniques 10.27 Le
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Metrics and Key Performance Indicat
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Mind Mapping Techniques connected r
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Non-Functional Requirements Analysi
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Non-Functional Requirements Analysi
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Observation Techniques Complimentar
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Organizational Modelling Techniques
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The Business Architecture Perspecti
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The Business Process Management Per
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Glossary business analysis: The pra
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Glossary commercial off-the-shelf (
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Glossary event (business analysis):
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life cycle: A series of changes an
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including scope, budget, schedule,
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Glossary development team can use t
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strategy: A description of the chos
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Glossary verified requirement: A re
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Techniques to Task Mapping 10. Tech
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Contributors Complimentary IIBA® M
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Contributors • Barbara A. Carkeno
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Summary of Changes from BABOK ® Gu
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Index Complimentary IIBA® Member C
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Index Focus Groups 279 Forecasting
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Index Predictive Analytics 386 Proc
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Index Trustworthy 298 Trustworthy a
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STRATEGY REQUIREMENTS SOLUTIONS A G
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