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, identif…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.
Observation Elicitation: A Comprehensive Guide
Why Observation is Important in Business Analysis
Observation is a critical elicitation technique because it provides analysts with firsthand, objective data about how users actually perform tasks rather than how they say they perform them. This distinction is crucial as there's often a gap between what people report about their processes and what they actually do. Observation allows business analysts to:
• Identify unstated requirements • Discover inefficiencies in current workflows • Understand the real context of work • Verify information gathered through other techniques • Build rapport with stakeholders while collecting data
What is Observation Elicitation?
Observation elicitation is a technique where a business analyst systematically watches and records how users perform their tasks in their natural work environment. The PMI-PBA defines observation as a technique that provides direct knowledge of how processes are performed and how technology is used, allowing analysts to see the reality of work rather than relying solely on descriptions.
There are two main types of observation:
1. Passive Observation: The analyst watches without interference, taking notes on processes and behaviors.
2. Active Observation: The analyst engages with participants during the observation, asking questions to clarify what they're seeing.
How Observation Works
Planning the Observation: • Define clear objectives • Identify appropriate subjects/processes to observe • Obtain necessary permissions • Determine observation duration and frequency • Decide on recording methods (notes, video, etc.)
Conducting the Observation: • Begin with introductions and explanations to put participants at ease • Position yourself to observe clearly but unobtrusively • Take detailed notes or use recording devices • Watch for variations in process execution • Note environmental factors that impact work • Pay attention to workarounds and unofficial processes
Following Up: • Review observation data promptly • Follow up with clarifying questions • Compare observations with documented procedures • Identify gaps and inefficiencies
Strengths of Observation
• Provides objective, firsthand information • Reveals tacit knowledge (what people know but don't articulate) • Uncovers actual rather than reported behaviors • Identifies process inefficiencies and workarounds • Reduces reliance on stakeholder recall or description
Limitations of Observation
• Observer presence may alter normal behavior (Hawthorne effect) • Time-consuming and potentially costly • May only capture processes that happen during observation period • Requires skilled observers to identify relevant information • May need multiple observations to verify findings
Exam Tips: Answering Questions on Observation
Key Concepts to Master:
• Types of observation: Know the difference between passive and active observation • When to use observation: Understand appropriate scenarios (complex processes, verifying reported information, etc.) • Limitations: Be aware of challenges like the Hawthorne effect • Complementary techniques: Know which other elicitation methods pair well with observation
Question Strategies:
1. Scenario questions: For questions presenting a scenario, look for clues indicating that stakeholders' descriptions of processes differ from reality or that processes are complex/tacit — these suggest observation would be valuable.
2. Best practice questions: Remember that observation is typically conducted with permission, should be planned in advance, and should have clear objectives.
3. Comparison questions: When asked to compare techniques, remember that observation: • Is more objective than interviews • Captures actual rather than reported behavior • Works well for complex, tacit processes • May take more time than other techniques
4. Sequence questions: Observation often follows other techniques (like interviews) to verify information, and precedes process modeling or requirements documentation.
Common Trap Answers:
• Assuming observation can capture all process variations in a single session • Thinking observation eliminates the need for other elicitation techniques • Confusing observation with participatory design or usability testing • Overlooking the potential impact of the observer on participant behavior
Remember that the PMI-PBA exam emphasizes practical application of business analysis techniques. For observation questions, focus on understanding when and how to apply this technique appropriately within the business analysis process.