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Business Analyst

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Business Analyst

Study Checklist

  • Platform Administrator
  • Platform App Builder
  • Platform Foundations
  • Platform Developer
  • Platform Administrator II
  • Agentforce Sales Consultant
  • Agentforce Service Consultant
  • Platform Data Architect
  • Platform Development Lifecycle and Deployment Architect
  • Platform Identity and Access Management Architect
  • Platform Integration Architect
  • Platform Sharing and Visibility Architect
  • Heroku Architect
  • B2C Solution Architect
  • Experience Cloud Consultant
  • Agentforce Field Service and Operations Consultant
  • Agentforce Nonprofit Consultant
  • Data 360 Consultant
  • Omnistudio Consultant
  • CRM Analytics and Einstein Discovery Consultant
  • Platform User Experience Designer
  • Platform Strategy Designer
  • B2C Commerce Developer
  • JavaScript Developer
  • Omnistudio Developer
  • Platform Developer II
  • Marketing Cloud Engagement Administrator
  • Marketing Cloud Engagement Specialist
  • Marketing Cloud Engagement Consultant
  • Agentforce Sales Foundations
  • Business Analyst
  • Marketing Cloud Engagement Developer
  • Marketing Cloud Engagement Foundations
  • Agentforce Specialist
  • Agentforce Life Sciences Consultant
  • B2B Commerce Administrator AP
  • B2B Commerce Developer AP
  • Agentforce Consumer Goods AP
  • Agentforce Financial Services AP
  • Agentforce Health AP
  • Agentforce Manufacturing AP
  • MuleSoft Integration Foundations
  • MuleSoft Developer
  • MuleSoft Developer II
  • MuleSoft Platform Integration Architect
  • MuleSoft Platform Architect
  • Tableau Desktop Foundations
  • Tableau Data Analyst
  • Tableau Consultant
  • Tableau Server Administrator
  • Tableau Architect

Checklist progress

0/102Learned

  • Business strategy versus goals, initiatives, and scope
  • Strategic drivers that define Salesforce project scope
  • Stakeholders whose strategies and goals bound scope
  • Discovery questioning for goals, initiatives, and challenges
  • Challenge framing and right-sized initiative scope
  • Objectives, success criteria, assumptions, and constraints
  • Organizational alignment frameworks for Salesforce scope
  • When a Salesforce request conflicts with strategy
  • Product roadmaps in customer discovery
  • Driving organizational change in Salesforce initiatives
  • Current state as a prerequisite to future-state design
  • Existing product usage and benefits in the current state
  • Empathetic research methods for current-state discovery
  • Customer language during current-state discovery
  • Journey mapping for current product experience
  • Business Analyst as liaison between business and technical teams
  • Salesforce Business Analyst versus Salesforce Admin
  • Business Analyst responsibilities versus adjacent delivery roles
  • Business Analyst responsibilities across implementation lifecycle phases
  • SDLC methodology implications for the Business Analyst role
  • Salesforce release notes in the Business Analyst role
  • Planning BA activities across the implementation lifecycle
  • Implementation work streams for business analysis
  • Application Lifecycle Management for BA planning
  • Production, sandbox, and multi-org landscape
  • Edition and license constraints in the customer org
  • Unused licensed Salesforce capabilities as opportunities
  • Existing customizations and technical debt as constraints
  • Salesforce Optimizer for org health insights
  • Whole-organization impacts in a shared Salesforce org
  • Salesforce capability alignment with business needs
  • Customer 360 versus single-cloud solution recommendations
  • Native Salesforce versus AppExchange for a business need
  • Salesforce features versus custom development recommendations
  • Ideation and prototyping for Salesforce solution options
  • Stakeholder-based discovery activity planning
  • Determining information needs in discovery
  • Customer industry language in discovery planning
  • Identifying key stakeholders
  • Trusted advisor relationships with stakeholders
  • Liaison between business and technical teams
  • Communication with business and technical stakeholders
  • Salesforce adoption strategies for user success
  • Business-needs elicitation techniques
  • Whiteboarding to elicit business needs
  • Journey mapping to elicit experience needs
  • Process-design sessions to elicit business needs
  • Current-state versus future-state design
  • Salesforce features and best practices in future-state design
  • Technical debt as a constraint on future-state design
  • Stakeholder agreement on future-state design
  • Solution roadmaps as agreed future-state design
  • Facilitating consensus on competing stakeholder priorities
  • Prioritization methods for competing stakeholder requests
  • Negotiating stakeholder conflict toward consensus
  • Stakeholder sign-off after priority alignment
  • Agile collaboration with stakeholders
  • Defining the scope of a process map
  • Hierarchical process mapping and drill-down
  • Capability maps versus process maps
  • Purpose of business process mapping
  • Questions to define, engage, and identify a process
  • Current-state process mapping to elicit requirements
  • Future-state process visualization with stakeholders
  • Hierarchical process maps for stakeholder levels
  • Functional ownership on process maps
  • Universal Process Notation versus flowcharts
  • Version-controlled repositories for process maps
  • Governance of agreed future-state processes

Understand the differences between scope, requirements and user stories.

0/1

  • Scope versus requirements versus user stories

Engage stakeholders to identify, validate, and prioritize requirements.

0/10

Well-defined requirements

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Aligning requirements to business needs

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Pain points as sources of requirements

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Identifying new requirements for future state

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Validating existing requirements with stakeholders

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Prioritizing requirements with stakeholders

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Requirement dependencies

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Requirements across the implementation lifecycle

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Whiteboarding during requirements meetings

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Scrum versus Kanban workflows

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Document requirements in a version controlled repository to manage scope.

0/2

  • Version-controlled repository for requirements
  • Change sets versus version control for requirements
  • Purpose of user stories in Agile analysis
  • User story who, what, and why
  • Acceptance criteria as a story component
  • INVEST criteria for user stories
  • Common mistakes when writing user stories
  • User story writing workshops
  • Writing development-ready acceptance criteria
  • Acceptance criteria versus definition of done
  • Version-controlled repository for user stories
  • Validating project delivery against requirements
  • Requirement clarification with developers during delivery
  • Purpose of user acceptance testing
  • Business analyst role in user acceptance testing
  • User acceptance test plan
  • Selecting UAT testers
  • UAT test scripts
  • Guiding UAT and managing results
  • Stakeholder sign-off
  • Go/no-go release decisions
  • Compliance considerations in UAT

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Pain points as sources of requirements

Explainer

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Practice Question

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Next conceptIdentifying new requirements for future state

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Explainer

Pain points are the frustrations, inefficiencies, unmet needs, and workarounds in how people work today. A business analyst hunts for the actual issues causing stakeholders pain, then uses that current-state picture as a starting point for eliciting business requirements and naming the core problems a solution must address. Mapping the present process and interviewing the people who live it are how those pain points come into view.

Core information
  • When you are called on to improve a process, a core challenge is understanding what stakeholders are presently doing and why they need improvement, so you work like a detective to ferret out the actual issues causing them pain and you shine a light on that current state very early in the project timeline.
More details and nuances
  • People who are easiest to work with may not be the ones who can help with the most important priorities, so you can mistakenly devote too much time to lower priorities; put extra effort into following up with those who have the information you need even if they seem less willing to share.