{"id":1671,"date":"2013-12-26T04:01:40","date_gmt":"2013-12-26T09:01:40","guid":{"rendered":"http:\/\/facilitativeleadership.wordpress.com\/?p=1671"},"modified":"2026-04-21T13:55:18","modified_gmt":"2026-04-21T17:55:18","slug":"context-diagram","status":"publish","type":"post","link":"https:\/\/mgrush.com\/blog\/context-diagram\/","title":{"rendered":"Context Diagram – A Consensually Built Picture Can Resolve a Thousand Arguments"},"content":{"rendered":"

Most of us have heard that a picture tells a thousand words. Consensually built pictures, especially those covering complex topics and interactions, can be used to help solve and resolve a thousand arguments.<\/h2>\n

We are reminded by the IIBA (International Institute of Business Analysis<\/a>) Quick Tip Bulletin #58 about the value of one type of picture of the business, called a Context Diagram.<\/h3>\n
\"Context

Illustrative Context Diagram<\/strong><\/span><\/p><\/div>\n

A Context Diagram, also known as a Scoping Picture or Picture of the Business (area) may look complicated and un-informing to the uninformed, but a picture of the business quickly enables a session leader to tighten the reign on scope creep issues that plague many meetings and workshops.<\/span><\/p>\n

The Context Diagram on the right illustrates \u201cwho\u201d the business interacts (here, an organization or business called “Home Finance”) with, \u201cwhat\u201d the business receives from them, and \u201cwhat\u201d the business gives to them. Many refer to the \u201cwhats\u201d as inputs and outputs. Inputs and outputs are used in requirements gathering to narrow the scope of discovery and discussion. The picture helps both the participants and the facilitator focus on the deliverable.<\/span><\/p>\n

How to Build a Context Diagram<\/h3>\n

Consider using the simple agenda shown below. \u00a0It captures the answers to three simple questions to complete the modeling:<\/span><\/p>\n

    \n
  1. WHO do we work with to support our purpose (e.g., Actors or Agents)?<\/span><\/li>\n
  2. WHAT do we get from them (inputs)?<\/span><\/li>\n
  3. WHAT do we give them (outputs)?<\/span><\/li>\n<\/ol>\n

    Consequently, modify this \u201cplain vanilla\u201d agenda for a Context Diagram as shown or as you see fit.\u00a0 Use the MGRUSH<\/span>\u00a07-step introductory sequence and 4-step review and wrap for the workshop bookends. Have an ample supply of Post-It\u00ae Notes available, in at least three different colors, sizes, or shapes to distinguish the WHO from the inputs and outputs. Once complete, and consensually validated, you can proceed further with follow-up meetings or workshops to further define and illustrate WHO the business uses to support its purpose, and what activities (Activity Flow or Functional Decomposition workshop, leading to use cases such as SIPOC) and information (Logical Modeling or Entity Relationship Diagram) are also required to support their business purpose.<\/span><\/p>\n

    The following shows the simple agenda that typically takes two to four hours to complete. Also, refer to your MG Rush Professional Facilitative Leadership manual for more details.<\/span><\/p>\n