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Business Analyst

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Business Analyst

Study Checklist

  • Platform Administrator
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  • Marketing Cloud Engagement Administrator
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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

Plan discovery activities based on the target stakeholders to perform a thorough analysis of business needs.

0/3

  • Stakeholder-based discovery activity planning
  • Determining information needs in discovery
  • Customer industry language in discovery planning

Identify key stakeholders and develop relationships with them as a trusted advisor to act as a liaison between business and technical teams.

0/5

  • 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

Given a scenario, choose the most effective technique for eliciting business needs from stakeholders.

0/4

  • Business-needs elicitation techniques
  • Whiteboarding to elicit business needs
  • Journey mapping to elicit experience needs
  • Process-design sessions to elicit business needs

Explain how to move from current state analysis to an agreed future state design.

0/5

  • 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

Given a scenario, manage competing priorities to obtain stakeholder consensus.

0/5

Facilitating consensus on competing stakeholder priorities

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Prioritization methods for competing stakeholder requests

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Negotiating stakeholder conflict toward consensus

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Stakeholder sign-off after priority alignment

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Agile collaboration with stakeholders

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  • 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
  • Scope versus requirements versus user stories
  • Well-defined requirements
  • Aligning requirements to business needs
  • Pain points as sources of requirements
  • Identifying new requirements for future state
  • Validating existing requirements with stakeholders
  • Prioritizing requirements with stakeholders
  • Requirement dependencies
  • Requirements across the implementation lifecycle
  • Whiteboarding during requirements meetings
  • Scrum versus Kanban workflows
  • 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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Agile collaboration with stakeholders

Explainer

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Practice Question

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Next conceptDefining the scope of a process map

Checklist progress

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Explainer

Agile collaboration with stakeholders puts people, working results, and ongoing customer partnership ahead of rigid processes, exhaustive documentation, contracts, and unchanging plans. It exists because large, document-heavy projects that tried to design everything up front often failed, wasting time, money, and energy. For a Salesforce business analyst, it is how you keep business and technical people aligned on the highest-value work as needs change, including when competing priorities must be managed to obtain stakeholder sign-off.

Core information
  • A Salesforce business analyst is the liaison and interpreter between business and technical stakeholders: they identify key people, build trusted-advisor relationships, create room for open conversation, and elicit needs by interviewing, researching, and observing work.
More details and nuances
  • Scrum commitment is not a promise to deliver a set scope by a specific milestone. The team decides together on work items, working agreements, definition of done, and roles, and everyone honors those decisions; each member is invested in the team's success rather than individual achievements.