This week we began talking about the role of the Business Analyst (BA) and how that brings business value to the organization. This is not limited to Cincinnati and Dayton. There are many roles and tasks that a BA performs for an organization. Yesterday, I talked about the value of identifying all stakeholders, and thereby all requirements, for a project. Today, I will talk a little about Stakeholder Analysis. Now the question has been asked, how does a BA perform Stakeholder Analysis?
There are multiple ways a BA can perform Stakeholder Analysis, two of the most common are the RACI matrix and the Stakeholder Map. The RACI matrix identifies each stakeholder’s responsibility(ies) for a given task or deliverable. Each stakeholder will be (R)esponsible, (A)ccountable, (C)onsulted and/or (I)nformed for each task or deliverable. You would have one and only one stakeholder responsible for a given task or deliverable, but multiple stakeholders could be held accountable, consulted during or informed as work continues.
A stakeholder map is a visual diagram of relationships of stakeholders to the solution or to one another. The stakeholder map can be in one of many forms, including the target diagram, onion diagram, stakeholder matrix and others. The diagram depicts interrelations and sometimes communication lines between stakeholders.
Other methods of identifying stakeholders include interviews or brainstorming with known stakeholders could identify other stakeholders, organizational charting, Process Modeling, Requirements Workshops, Risk Analysis, Use Cases/Scenarios and User Stories.
This is how the BA performs Stakeholder Analysis. This identifies all possible stakeholders for a project at the beginning of a project; thereby reducing unnecessary rework and frees up project team members to move on to other work. This can sometimes be traced to reduced headcount within the organization.
I have outlined the common methods used in Cincinnati and Dayton companies. These methods are used outside our area as well. So the question is: What other methods of Stakeholder Analysis have you used in your BA career? How did that add value to the organization? I invite you to respond with any comments or other ways BA's bring value to an organization. Reason number two: Stakeholder Analysis.