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Analyze Current State Strategy Analysis Figure 6.1.1: Analyze Current State Input/Output Diagram <strong>Guide</strong>lines and Tools Input Business Analysis Approach Enterprise Limitation Needs 4.3 Elicitation Results (confirmed) Organizational Strategy Solution Limitation Solution Performance Goals Task 6.1 Analyze Current State Output Complimentary IIBA® Member Copy. Not for Distribution or Resale. Solution Performance Measures Stakeholder Analysis Results Tasks Using This Output 3.2 Plan Stakeholder Engagement 6.2 Define Future State 6.4 Define Change Strategy 8.4 Assess Enterprise Limitations 6.1 Current State Description 3.3 Plan Business Analysis Governance 6.3 Assess Risks 7.6 Analyze Potential Value and Recommend Solution 8.5 Recommend Actions to Increase Solution Value 6.1 Business Requirements Tasks Using This Output 6.2 Define Future State 6.1.4 Elements .1 Business Needs Business needs are the problems and opportunities of strategic importance faced by the enterprise. An issue encountered in the organization, such as a customer complaint, a loss of revenue, or a new market opportunity, usually triggers the evaluation of a business need. 104
Strategy Analysis Analyze Current State A business need may be identified at many different levels of the enterprise: • From the top-down: a strategic goal that needs to be achieved. • From the bottom-up: a problem with the current state of a process, function or system. • From middle management: a manager needs additional information to make sound decisions or must perform additional functions to meet business objectives. • From external drivers: customer demand or business competition in the marketplace. The definition of business needs is frequently the most critical step in any business analysis effort. A solution must satisfy the business needs to be considered successful. The way the need is defined determines which alternative solutions will be considered, which stakeholders will be consulted, and which solution approaches will be evaluated. Business needs are always expressed from the perspective of the enterprise, and not that of any particular stakeholder. Business needs are often identified or expressed along with a presumed solution. The business analyst should question the assumptions and constraints that are generally buried in the statement of the issue to ensure that the correct problem is being solved and the widest possible range of alternative solutions are considered. A solution to a set of business needs must have the potential to generate benefits for the enterprise or its stakeholders, or avoid losses that would otherwise occur. Factors the business analyst may consider include: • adverse impacts the problem is causing within the organization and quantify those impacts (for example, potential lost revenue, inefficiencies, dissatisfied customers, low employee morale), • expected benefits from any potential solution (for example, increased revenue, reduced costs, increased market share), • how quickly the problem could potentially be resolved or the opportunity could be taken, and the cost of doing nothing, and • the underlying source of the problem. Business needs will drive the overall analysis of the current state. Although it isn’t necessary to fully detail all aspects of the current state before further developing the change strategy, this exploration will often uncover deeper underlying causes of the problem or the opportunity that triggered the investigation (which then become additional business needs). Complimentary IIBA® Member Copy. Not for Distribution or Resale. .2 Organizational Structure and Culture Organizational structure defines the formal relationships between people working in the enterprise. While communication channels and relationships are not limited to that structure, they are heavily influenced by it, and the reporting structure may aid or limit a potential change. 105
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v3 A GUIDE TO THE BUSINESS ANALYSIS
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International Institute of Business
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Table of Contents Chapter 4: Elicit
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Table of Contents Complimentary IIB
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The major changes in this release i
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What is Business Analysis? Introduc
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Structure of the BABOK ® Guide Int
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The Business Analysis Core Concept
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Key Terms Business Analysis Key Con
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Requirements Classification Schema
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Stakeholders Business Analysis Key
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Requirements and Designs Business A
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Business Analysis Planning and Moni
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Plan Business Analysis Approach Bus
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Plan Stakeholder Engagement Busines
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Plan Business Analysis Governance B
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Plan Business Analysis Governance B
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Plan Business Analysis Information
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Identify Business Analysis Performa
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Page 64 and 65: Elicitation and Collaboration The E
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Page 76 and 77: Confirm Elicitation Results Elicita
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Page 82 and 83: Manage Stakeholder Collaboration El
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Page 90 and 91: Trace Requirements Requirements Lif
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Page 94 and 95: Maintain Requirements Requirements
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Page 110 and 111: Strategy Analysis Figure 6.0.1: Bus
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Page 116 and 117: Analyze Current State Strategy Anal
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Page 120 and 121: Define Future State Strategy Analys
Page 130 and 131: Assess Risks Strategy Analysis 6.3
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Page 154 and 155: Validate Requirements Requirements
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Page 158 and 159: Define Requirements Architecture Re
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Page 162 and 163: Define Design Options Requirements
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Define Design Options Requirements
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Define Design Options Requirements
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Analyze Potential Value and Recomme
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Solution Evaluation makes recommend
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Measure Solution Performance Soluti
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Measure Solution Performance Soluti
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Analyze Performance Measures Soluti
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Analyze Performance Measures Soluti
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Assess Solution Limitations Solutio
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Assess Solution Limitations Solutio
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Assess Enterprise Limitations Solut
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Assess Enterprise Limitations Solut
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Recommend Actions to Increase Solut
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Analytical Thinking and Problem Sol
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Behavioural Characteristics Underly
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Business Knowledge Underlying Compe
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Business Knowledge Underlying Compe
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Communication Skills Underlying Com
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Communication Skills Underlying Com
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Interaction Skills Underlying Compe
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Interaction Skills Underlying Compe
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Tools and Technology Underlying Com
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Acceptance and Evaluation Criteria
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Backlog Management Techniques 10.1.
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Backlog Management Techniques as hi
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Balanced Scorecard Techniques Figur
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Benchmarking and Market Analysis Te
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Brainstorming Techniques 10.5.2 Des
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Business Capability Analysis Techni
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Business Capability Analysis Techni
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Business Cases Techniques • When
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Business Model Canvas Techniques th
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Business Model Canvas Techniques Ke
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Business Rules Analysis Techniques
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Business Rules Analysis Techniques
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Collaborative Games Techniques 10.1
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Concept Modelling Techniques 10.11.
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Data Dictionary Techniques Data dic
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Data Flow Diagrams Techniques 10.13
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Data Flow Diagrams Techniques .2 Da
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Data Mining Techniques Data mining
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Data Modelling Techniques 10.14.4 U
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Data Modelling Techniques Attribute
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Data Modelling Techniques Figure 10
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Decision Analysis Techniques Decisi
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Decision Analysis Techniques .4 Tra
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Decision Modelling Techniques All o
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Decision Modelling Techniques Figur
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Document Analysis Techniques • wh
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Estimation Techniques • Bottom-up
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Financial Analysis Techniques When
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Financial Analysis Techniques appro
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Financial Analysis Techniques prese
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Focus Groups Techniques sometimes l
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Focus Groups Techniques should appe
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Functional Decomposition Techniques
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Glossary Techniques • Provides a
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Interface Analysis Techniques Inter
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Interviews Techniques 10.24.4 Usage
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Interviews Techniques Interview que
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Item Tracking Techniques 10.26 Item
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Lessons Learned Techniques 10.27 Le
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Metrics and Key Performance Indicat
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Mind Mapping Techniques connected r
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Non-Functional Requirements Analysi
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Non-Functional Requirements Analysi
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Observation Techniques Complimentar
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Organizational Modelling Techniques
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Organizational Modelling Techniques
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Prioritization Techniques 10.33.2 D
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Process Analysis Techniques 10.34 P
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Process Analysis Techniques dialogu
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Process Modelling Techniques 10.35
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Process Modelling Techniques Flowch
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Process Modelling Techniques Figure
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Prototyping Techniques 10.36.3 Elem
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Reviews Techniques • If the proto
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Reviews Techniques • Ad hoc: an i
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Risk Analysis and Management Techni
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Risk Analysis and Management Techni
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Roles and Permissions Matrix Techni
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Root Cause Analysis Techniques 10.4
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Scope Modelling Techniques 10.41 Sc
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Scope Modelling Techniques .4 Relat
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Sequence Diagrams Techniques 10.42.
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Stakeholder List, Map, or Personas
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Stakeholder List, Map, or Personas
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State Modelling Techniques .2 Limit
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Survey or Questionnaire Techniques
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Survey or Questionnaire Techniques
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SWOT Analysis Techniques enterprise
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Use Cases and Scenarios Techniques
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Use Cases and Scenarios Techniques
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User Stories Techniques 10.48.3 Ele
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Vendor Assessment Techniques 10.49.
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Workshops Techniques 10.50.3 Elemen
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Workshops Techniques the arrival at
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The Agile Perspective Perspectives
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The Business Intelligence Perspecti
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The Information Technology Perspect
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The Business Architecture Perspecti
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The Business Process Management Per
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Glossary business analysis: The pra
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Glossary commercial off-the-shelf (
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Glossary event (business analysis):
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life cycle: A series of changes an
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including scope, budget, schedule,
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Glossary development team can use t
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strategy: A description of the chos
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Glossary verified requirement: A re
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Techniques to Task Mapping 10. Tech
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Contributors Complimentary IIBA® M
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Contributors • Barbara A. Carkeno
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Summary of Changes from BABOK ® Gu
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Index Complimentary IIBA® Member C
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Index Focus Groups 279 Forecasting
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Index Predictive Analytics 386 Proc
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Index Trustworthy 298 Trustworthy a
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STRATEGY REQUIREMENTS SOLUTIONS A G
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