A focus group is a qualitative research method used to gather in-depth insights and opinions from a

group of individuals about a particular product, service, concept, or idea. It involves a small number

of participants, typically 6-10, who are selected based on shared characteristics such as

demographics, interests, or experiences. The discussion is moderated by a trained facilitator who

encourages participants to share their thoughts, feelings, and attitudes towards the topic. This

method is particularly effective for exploring perceptions, opinions, and ideas, making it a valuable

tool for business analysis.

Reference: The information aligns with the Business Analysis Body of Knowledge (BABOK) guide,

which outlines focus groups as a technique within the Elicitation and Collaboration knowledge

area. It is also supported by various sources that describe focus groups as a form of qualitative

research123.

In the context of business analysis, interviews are a fundamental elicitation technique used to gather

detailed information. There are two basic types of interviews: structured and unstructured. A

structured interview is one where the interviewer comes prepared with a specific set of questions

that are asked in a systematic manner. This approach ensures consistency and comparability of

responses. On the other hand, an unstructured interview is more flexible, allowing the conversation

to flow more naturally based on the interviewee’s responses. This can lead to the discovery of

information that might not have been uncovered through a structured approach. Reference: The

information aligns with the guidelines provided by the International Institute of Business Analysis

(IIBA) and is verified according to their standards for elicitation techniques12.

The context diagram represents the highest level of a data flow diagram (DFD). It illustrates the

entire system as a single process and shows the interactions between the system and external

entities (actors, users, or systems). This overview is essential in understanding system boundaries

and external data flows.

BABOK® Reference – Technique: Data Flow Diagrams (Section 10.13):

“The context diagram is the highest level in a data flow diagram, showing the overall system

boundaries, external entities, and major information flows.”

When the number of requirements increases or the level of formality is raised, it becomes more

challenging to manage and trace all the requirements. This is because each requirement needs to be

documented, analyzed, and tracked throughout the project lifecycle to ensure it is met. As

complexity grows, so does the effort required to maintain oversight and ensure that all requirements

are accounted for and aligned with the project’s goals.

Understanding the scope of elicitation when initially assigned work is crucial for planning the

business analysis approach. This involves determining the type of business analysis information to be

discovered and selecting the appropriate techniques for elicitation. It requires a clear understanding

of the business domain, corporate culture and environment, stakeholder locations, and the dynamics

of the stakeholders involved. This foundational step ensures that the business analysis activities are

aligned with the project’s needs and objectives. Reference: The answer is corroborated by the

Business Analysis Body of Knowledge (BABOK) Guide, which emphasizes the importance of planning

the business analysis approach as part of the scope of elicitation1.

In requirements prioritization, time-to-market scenarios fall under the factor of time sensitivity. Time

sensitivity refers to the degree to which a requirement’s value diminishes or increases based on

when it is delivered. In markets where early entry provides competitive advantage, such as product

launches or regulatory compliance deadlines, prioritizing based on time sensitivity ensures that high-

impact, time-critical features are delivered first.

Examples include:

Product launch features that must be ready by a specific market date

Functionalities tied to regulatory deadlines

Seasonal campaign support systems

BABOK® Reference:

This is covered under the Requirements Life Cycle Management knowledge area, specifically in the

task “Prioritize Requirements,” where time sensitivity is listed as one of the prioritization criteria

along with cost, risk, and regulatory factors.

The task of planning stakeholder engagement is a crucial part of the business analysis planning and

monitoring knowledge area. It involves identifying stakeholders, understanding their needs and

expectations, and determining the best ways to engage them in the business analysis

process. Effective stakeholder engagement is essential for ensuring that the requirements and

solutions developed align with stakeholder needs and contribute to project success. Reference: The

Business Analysis Planning and Monitoring knowledge area includes tasks such as planning the

business analysis approach, stakeholder engagement, governance, information management, and

identifying business analysis performance improvements1.

The behavioral characteristic that enables a business analyst (BA) to establish credibility by ensuring

that business analysis efforts meet the needs of the business is Personal Accountability. Personal

accountability involves the BA taking ownership of their work, ensuring tasks are completed on time

and to the expectations of colleagues and stakeholders. This characteristic is crucial for establishing

credibility, as it demonstrates the BA's commitment to delivering value aligned with business needs.

By effectively planning, executing, and following through on business analysis tasks, the BA builds

trust and confidence among stakeholders, ensuring that the business analysis efforts are recognized

as vital contributors to the organization's success.

When selecting elicitation techniques, a business analyst should consider techniques that are

commonly used in similar initiatives, as these techniques are proven to work in comparable contexts.

According to BABOK® Guide v3, the appropriateness of a technique depends on the situation,

stakeholders, and the type of information needed. Techniques that have been successful in similar

initiatives are likely to produce reliable and familiar results, reduce stakeholder resistance, and

improve efficiency.

Exact Extract from BABOK® Guide v3 – Section 4.2: Conduct Elicitation:

“The business analyst considers the characteristics of the source, the type of information to be

elicited, the techniques commonly used in similar initiatives, and the time and resource constraints

when selecting elicitation techniques.”

In the context of business analysis, the input status of requirements for undertaking requirement

verification activities is ‘Specified and Modeled’. This means that the requirements have been

detailed and documented, and models have been created to represent them. This status is crucial for

verification activities because it ensures that the requirements are clearly understood and can be

systematically evaluated against quality standards to ensure they are usable for their intended

purpose.

Reference: The BABOK® Guide outlines that during the verification process, requirements should be

evaluated against established criteria to ensure they are complete, consistent, feasible, and

testable1. Additionally, the guide emphasizes the importance of having specified and modeled

requirements as a starting point for verification activities2.