10. Techniques
10.31 Observation
BABOK® Guide
10.31.1 Purpose
Observation is used to elicit information by viewing and understanding activities and their context. It is used as a basis for identifying needs and opportunities, understanding a business process, setting performance standards, evaluating solution performance, or supporting training and development.
10.31.2 Description
Observation of activities, also known as job shadowing, involves examining a work activity firsthand as it is performed. It can be conducted in either natural work environments or specially constructed laboratory conditions. The objectives of the observation dictate how it is planned for and methodically conducted.
There are two basic approaches for observation:
- Active/Noticeable: while observing an activity the observer asks any questions as they arise. Despite this interruption to the work flow, the observer can more quickly understand the rationale and hidden processes underlying the activity, such as decision making. A variation of this method may involve even stronger intervention into actors' activities by stimulating them to perform specific tasks. This kind of facilitated observation allows focus on the observer's objectives in order to shorten observation time or elicit specific information.
- Passive/Unnoticeable: during the activity the observer does not interrupt the work. Any concerns are raised once the observation is over. This allows observation of a natural flow of events without intervention by the observer, as well as measurement of the time and quality of work. A variation of this method is video recording the activity and then reviewing it with the person being observed so they may provide further clarification.
Inspection of a person's work environment helps in discovering any tools and information assets involved in performing their activities. This supports understanding of the activities, especially with the purpose of identifying needs and opportunities. This kind of observation is an important part of the technique's variation, and is known as Contextual Inquiry.
10.31.3 Elements
.1 Observation Objectives
A clear and specific objective establishes a defined purpose of the observation session.
Objectives of an observation session may include:
- understanding the activity and its elements such as tasks, tools, events, and interactions,
- identifying opportunities for improvement,
- establishing performance metrics, or
- assessing solutions and validating assumptions.
.2 Prepare for Observation
Preparing for an observation session involves planning the observation approach based on the objectives and deciding who should be viewed performing which activities at what times. While preparing for an observation session, business analysts consider the skill and experience levels of participants, the frequency of the activities being observed, and any existing documentation and analysis related to the work activity. Preparing for observation also includes creating a schedule of observations.
The plan for observation ensures that all stakeholders are aware of the purpose of the observation session, they agree on the expected outcomes, and that the session meets their expectations.
.3 Conduct the Observation Session
Before the observation session:
- explain why the observation is being conducted,
- reassure the participant that their personal performance is not being judged and that the results of this observation, among others, will be evaluated as a whole,
- inform the participant that they can stop the observation at any time, and
- recommend the sharing of any reasoning or concerns while performing the activity or soon afterwards.
During the observation session:
- attentively watch the person perform the activity and note typical and atypical tasks or steps, the manner in which any tools are used, and information content,
- record what is seen, the time taken to perform the work, its quality, any process anomalies, and the observer's own concerns or questions, and
- ask probing questions either while the work is being performed or soon after the observation session.
.4 Confirm and Present Observation Results
After the observation session, business analysts review the notes and data recorded from the observation and follow up with the participant to obtain answers to any remaining questions or to fill any gaps. Sharing these notes and data with participants may be helpful in obtaining answers to any questions or easing any concerns the participant may have.
The validated notes and data are collated with other related observations to identify similarities, differences, and trends. Findings are aggregated, summarized, and analyzed against the objectives of the session. Needs and opportunities for improvement are communicated to stakeholders.
10.31.4 Usage Considerations
.1 Strengths
- Observers can gain realistic and practical insight about the activities and their tasks within an overall process.
- Instances of informally performed tasks as well as any workarounds can be identified.
- Productivity can be viewed firsthand and realistically compared against any established performance standards or metrics.
- Recommendations for improvement are supported by objective and quantitative evidence.
.2 Limitations
- May be disruptive to the performance of the participant and the overall organization.
- Can be threatening and intrusive to the person being observed.
- While being observed, a participant may alter their work practices.
- Significant time is required to plan for and conduct observations.
- Not suitable for evaluating knowledge-based activities since these are not directly observable.
