and can be a convenient and symbolic way to request someone to "switch gears". It involves restricting the group to only thinking in specific ways – giving ideas and analysis in the "mood" of the time. Also known as the Six Thinking Hats. White: pure facts, logical. Green: creative. Yellow: bright, optimistic, positive. Black: negative, devil's advocate. Red: emotional. Blue: cold, control. Not all colors/moods have to be used. Five whys Five whys is used to get to the root of what is really happening in a single instance. For each answer given, a further 'why' is asked. MoSCoW This is used to prioritize requirements by allocating an appropriate priority, gauging it against the validity of the requirement itself and its priority against other requirements. MoSCoW comprises: Must have – or else delivery will be a failure Should have – otherwise will have to adopt a workaround Could have – to increase delivery satisfaction Won't have this time – useful to the exclude requirements from this delivery timeframe VPEC-T This technique is used when analyzing the expectations of multiple parties having different views of a system in which they all have an interest in common, but have different priorities and different responsibilities. Values – constitute the objectives, beliefs and concerns of all parties participating. They may be financial, social, tangible and intangible Policies – constraints that govern what may be done and the manner in which it may be done Events – real-world proceedings that stimulate activity Content – the meaningful portion of the documents, conversations, messages, etc. that are produced and used by all aspects of business activity Trust – between users of the system and their right to access and change information within it SCRS The SCRS approach in business analysis claims that the analysis should flow from the high-level business strategy to the solution, through the current state and the requirements. SCRS stands for: Strategy Current state Requirements Solution Business Analysis Canvas The Business Analysis Canvas is a tool that enables business analysts to quickly present a high level view of the activities that will be completed as part of the business analysis work allocation. The Business Analysis Canvas is broken into several sections. Project objective Stakeholder Deliverable Impact to target operating model Communication approach Responsibilities Scheduling Key dates The Canvas has activities and questions the business analyst can ask the organization to help build out the