Observation

Observation is an elicitation technique used in business analysis where the analyst observes stakeholders in their natural work environment to understand processes, workflows, and how tasks are performed. This technique allows analysts to gather detailed information about current processes, identify inefficiencies, and uncover tacit knowledge that may not be easily articulated by stakeholders. Observation can be either active or passive. In active observation, the analyst interacts with the stakeholders, asking questions and potentially participating in the activities. In passive observation, the analyst observes without interfering, which can help in understanding the natural flow of work without the influence of the observer's presence. Observation is particularly useful when documenting current processes or when stakeholders are not able to clearly articulate their tasks. It helps in understanding the context, capturing the nuances of operations, and identifying discrepancies between documented procedures and actual practices. The technique can reveal hidden requirements and pain points that might not surface through other elicitation methods like interviews or surveys. However, observation requires careful planning. The analyst must decide on the scope of observation, obtain necessary permissions, and be mindful of the Hawthorne effect, where individuals alter their behavior because they know they are being observed. To mitigate this, analysts should strive to blend into the environment and, if possible, conduct observations over a period to get an accurate picture. In summary, observation is a valuable elicitation technique that provides firsthand insights into how processes and tasks are actually performed within an organization. It complements other elicitation methods by providing a reality check and uncovering information that stakeholders may overlook or consider too obvious to mention.