Business Analysis Training: Requirements Elicitation

Business Analysis Training: Requirements Elicitation

hello so today I’m going to talk about
requirements elicitation so requirements elicitation is a
proactive approach which enables you to draw out the requirements from the user via getting them to visualize or
articulate on what their actual requirements truly are. So there’s two types of knowledge types
and that’s tacit and explicit knowledge so users can often be unable to actually
articulate what the exact requirements are and this might be just because they are
unaware of knowing extra information so it’s not that they’re trying to withhold
information so you can’t do your job properly it’s purely because they don’t realize
that you need that information or that they are subconsciously withholding it.
So tacit knowledge can be skills so a lot of the time users are unaware of doing things so when you ask them how they do something and they often miss out things because they do it so automatically a bit like when we
drive when you’ve been driving for a very long time you do things
automatically so therefore you stop analysing and stop thinking about every
little movement you do. Taken for granted this is when the user fails to mention
something they just take it for granted for granted that you know that and quite often they can also be and
clarifying information so it might be acronym so
they’ll take it for granted that acronym A, B and C is the same in your
world as acronym A, B and C when actually you might have come from different
organization where that was used as something else front back story this is when the user
will say to you the process is a beautiful they’re all working perfectly and that’s because they don’t want to shed they don’t want to show a
negative view on the current situation is that anything they want to show you it’s a more positive than it actually is they’re trying to make it come across in
a more positive light you’ve got to be really careful with
this one and to get around it you need to build up trust with the user and then
they will say to you yeah actually this doesn’t work that doesn’t work future system knowledge we can’t expect
the user to say this is what I want this is how it’s going to happen because they
haven’t got a crystal ball they don’t know what’s around the corner all they
know is what they are doing assuming common knowledge so again this
is lack of culture you’re unaware of that type of industry for example so your
not aware of common language used within it so then you got explicit knowledge
this is actual set as it is knowledge so this can be tasks, job description
this is what the person does, targets this is how many targets they have to
hit, procedures this is how you get from A, B and C to do
your job processes this is how it happens what
goes to who where the Passover’s are so if you take the tacit knowledge and
explicit knowledge and you want to get the tacit to be and explicit then
you can make tacit more specific by using techniques so requirements elicitation techniques to
turn tacit into a explicit can be document analysis so you pick up the document that the
user is following so this could be if you’re looking at ordering path, it
could be the supplier document that tells you how to order things so you can
look at that and see if they’re following it right what actually happens focus groups get a bunch of users
together right okay what do you think of this what you do there what’s your
opinion on that and interview sit down with the person so this is particularly good at doing
the front back story thing so sit down with the person build up a bit of rapport
start to figure out what the culture is like start to get into figuring out
what the issues are. Observation watch the group watch the department
see what they do check in with the group. Questionnaires
send out a bunch of question as it could be that you’re sending out this questionnaire
as you want to get feedback, feedback will be anonymous so then they can tell you it is it is
they can provide information to you without thinking you’re going to judge
them. Scenarios, scenarios can be running through right how do we do this but what happens if this comes in or
what happens if that happens and then you’ll get into the details of different
things and building up a picture of what they actually need. Shadowing, sit down
with the user so again if i take the ordering example I would sit down with
him or her and watch how they order via the supplier what steps are taken is there anything
there that they’re doing that they haven’t actually already told me about and workshops, this is particularly
good for processes so get a group of potential actors potential people that
will be in that process get them together in a room and say right what do
we need how do we get from point A to point B
what tasks and steps will be within that process what crossover is what handovers
so yeah this is requirements elicitation and this is how
you take tacit knowledge and turn it into a explicit knowledge using these

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About the Author: Oren Garnes


  1. Hi sophi, I liked your video. I could very well connect this with what I am facing right now. Definitely, you video did give me many clues and facts. I am right now at a learning curve. My biggest challenge is what kind of questions that drive a very effective interview. What are the white board techniques, i.e. how BA note down the important steps while interviewing a group or a person. Because, I have seen that sometimes stakeholders, SMEs or end client speak too fast and speak too much. It would be nearly impossible to note down. But, I understand there must be a white board technique that actually captures the right information. However, I cannot find this technique. Can you please share or provide your valuable opinion?

  2. Hi,
    Thank you for your insightful video.
    still a question arise how you differentiate between focus group and interview.which having similar descriptions.

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