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Business Analyst

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0/102Learned

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

Demonstrate how to define the scope of a complex business process and break it down into manageable steps.

0/3

  • Defining the scope of a process map
  • Hierarchical process mapping and drill-down
  • Capability maps versus process maps

Analyze and document a business process to elicit requirements and engage stakeholders to visualize a future state.

0/7

  • 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

Document business processes in a version controlled repository to manage scope.

0/2

Version-controlled repositories for process maps

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Governance of agreed future-state processes

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  • 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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Version-controlled repositories for process maps

Explainer

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Practice Question

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Next conceptGovernance of agreed future-state processes

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Prepare for the Exam

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Explainer

A process map is the operational definition of the business, and it constantly evolves. Version control and a history of changes apply at the diagram level, so each diagram can move on its own cadence. Access rights limit who can view or edit those diagrams, because processes are a valuable asset and regulated work must be provable.

Core information
  • Under Universal Process Notation (UPN), a process map is a hierarchy of diagrams, and version control plus history of changes sit at the diagram level.
More details and nuances
  • UPN is not proprietary and does not require specialized software, but security and versioning are among the features you should require once you buy a mapping tool, because processes are a valuable asset.