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Requirements Analysis

Eliciting, documenting, and managing requirements, to meet business and project objectives and facilitate the successful implementation of the product or service.
Level 1 Demonstrates introductory understanding, directing people to the appropriate source for further information.

BEHAVIORS

  • Identifies linkages to organizational goals and objectives.
  • Describes project context.
  • Documents project assumptions.
  • Differentiates between processes, sub-processes, and tasks.
  • Identifies process inputs, outputs, and process flows/chains.
  • Answers straight-forward questions on process implementation or improvement.
  • Identifies key participants for requirements elicitation.
  • Validates completed project activities against requirements.

QUESTIONS

  • Describe a project where you were asked to identify project requirements or deliverables.

Probing Questions

* What was the project?

* What were the issues in identifying the requirements?

* What participants did you interact with?

* How did you prioritize deliverables?

* How often did you revisit the requirements over the life of the project?

  • Describe a time when there was more than one way to accomplish a task.

Probing Questions

* What was the task?

* What were the different ways to accomplish the task?

* Which did you choose?

* What did you base your decision on?

* What would you do differently if you had the task to do again?

Level 2 Applies the competency in common situations that present limited difficulties, working with a moderate level of guidance.

BEHAVIORS

  • Identifies how requirements apply to organizational objectives.
  • Plans business analysis activities.
  • Prioritizes project requirements.
  • Defines the traceability matrix.
  • Creates simple process flow diagrams, use case diagrams, and user stories.
  • Evaluates requirements using techniques such as SWOT Analysis and root-cause analysis and affinity diagrams.
  • Develops low-level requirement rule models (e.g., decision trees, data models).
  • Defines the solution evaluation process.

QUESTIONS

  • Provide an example of a project you worked on, where you did not have all of the information you required.

Probing Questions

* What was the project?

* Why was the project information incomplete?

* What did you do to get the missing information?

* How did you deal with the information gaps?

* What was the outcome?

  • Describe the analysis tools and techniques you have used in previous projects.

Probing Questions

* What tools were used on which projects?

* Why were those tools and techniques used?

* How would you have changed the tools or techniques, if you could have?

* Which are the most effective tools and techniques available to you?

Level 3 Applies the competency in the full range of typical situations, requiring guidance in only the most complex or new situations.

BEHAVIORS

  • Develops complex models with multiple dependencies or that require the input of multiple groups.
  • Creates or revises processes according to improvement plans and objectives.
  • Develops learning solutions to educate employees on new or revised processes.
  • Manages interdependencies between processes to ensure effective operations.
  • Evaluates processes after improvements and, on an ongoing basis, to determine the need for further revisions.
  • Provides recommendations including cost-benefit analysis for the most viable option when multiple alternatives are presented.

QUESTIONS

  • Provide an example of a time a gap was found that threatened the project.

Probing Questions

* What was the gap?

* What should have been done to prevent the gap from occurring?

* How did you respond to this threat?

* What adjustments were made to the project plan?

* What was the outcome?

  • Tell me about a time when you performed a feasibility study.

Probing Questions

* What was the study?

* What type of analysis did you perform?

* What tools or techniques did you employ to do the analysis?

* What were your findings?

* How were the findings dealt with?

Level 4 Applies the competency in new or complex situations and advises others.

BEHAVIORS

  • Reviews the evaluation results from multiple processes to determine departmental or organization areas needing improvement.
  • Establishes objectives for process implementation or improvement.
  • Develops guidelines for obtaining, tracking and reporting of process improvement feedback.
  • Scans the business environment to identify best practices in process improvement that can be incorporated into current processes.
  • Defines organizational decision-making processes.

QUESTIONS

  • Tell me about a time when you helped to develop new tools or processes to improve business results or determine areas of improvement.

Probing Questions

* What were the circumstances surrounding this situation?

* What issue were you trying to resolve?

* Why were the existing tools or processes failing?

* What tools or processes were developed?

* How were they received?

  • Provide an example of a change to the organizational decision-making process you implemented.

Probing Questions

* How were the decisions implemented previously?

* What was the change you proposed?

* Was the change successfully implemented?

* What metrics were gathered to show if the change was successful or not?

* What were the findings?

Level 5 Develops new approaches and methods in the area. Is recognized as an expert within the organization.

BEHAVIORS

  • Champions large process improvement or implementation initiatives.
  • Evaluates process management tools, processes, and systems for use over the full organization.
  • Review processes to ensure alignment with business requirements across the organization.

QUESTIONS

  • Describe a time when you led a large process improvement or implemented a new process initiative.

Probing Questions

* What was the process?

* Why was this new process required?

* How did you determine there was a deficiency?

* What was the solution you implemented?

  • Provide an example of a 'best practice' you championed within the organization or industry.

Probing Questions

* What was the goal you were working towards?

* How did your proposed 'best practice' better achieve that goal?

* How did you roll out the best practice?

* How was the best practice received and implemented?

* Was the 'best practice' subsequently revised due to new technology, or other change?