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Define Future State Strategy Analysis 6.2.3 Inputs • Business Requirements: the problems, opportunities, or constraints that the future state will address. Figure 6.2.1: Define Future State Input/Output Diagram <strong>Guide</strong>lines and Tools Input Constraints Current State Description Business Requirements Complimentary IIBA® Member Copy. Not for Distribution or Resale. Metrics and Key Performance Indicators (KPIs) Organizational Strategy Business Objectives Tasks Using This Output 4.1 Prepare for Elicitation 6.3 Assess Risks 7.6 Analyze Potential Value and Recommend Solution 4.5 Manage Stakeholder Collaboration 7.3 Validate Requirements 8.1 Measure Solution Performance Tasks Using This Output 4.5 Manage Stakeholder Collaboration 6.4 Define Change Strategy 7.5 Define Design Options 6.2 Define Future State Output 6.2 Future State Description 6.3 Assess Risks 7.3 Validate Requirements 7.6 Analyze Potential Value and Recommend Solution Potential Value Tasks Using This Output 4.1 Prepare for Elicitation 6.3 Assess Risks 7.3 Validate Requirements 8.4 Assess Enterprise Limitations 8.5 Recommend Actions to Increase Solution Value 8.1 Measure Solution Performance 8.2 Analyze Performance Measures 7.6 Analyze Potential Value and Recommend Solution 8.4 Assess Enterprise Limitations 8.2 Analyze Performance Measures 112
Strategy Analysis Define Future State 6.2.4 Elements .1 Business Goals and Objectives A future state can be described in terms of business objectives or goals in order to guide the development of the change strategy and identify potential value. Business goals and objectives describe the ends that the organization is seeking to achieve. Goals and objectives can relate to changes that the organization wants to accomplish, or current conditions that it wants to maintain. Goals are longer term, ongoing, and qualitative statements of a state or condition that the organization is seeking to establish and maintain. Examples of business goals include: • Create a new capability such as a new product or service, address a competitive disadvantage, or create a new competitive advantage. • Improve revenue by increasing sales or reducing cost. • Increase customer satisfaction. • Increase employee satisfaction. • Comply with new regulations. • Improve safety. • Reduce time to deliver a product or service. High-level goals can be decomposed to break down the general strategy into areas that may lead to desired results, such as increased customer satisfaction, operational excellence, and/or business growth. For example, a goal may be to "increase number of high-revenue customers" and then be further refined into a goal to "increase number of high revenue customers in the 30-45 age bracket by 30% within 6 months". As goals are analyzed they are converted into more descriptive, granular and specific objectives, and linked to measures that make it possible to objectively assess if the objective has been achieved. Objectives that are measurable enable teams to know if needs were addressed and whether a change was effective. Defining measurable objectives is often critical to justify completing the change and might be a key component to a business case for the change. A common test for assessing objectives is to ensure that they are SMART: • Specific: describing something that has an observable outcome, • Measurable: tracking and measuring the outcome, • Achievable: testing the feasibility of the effort, • Relevant: aligning with the enterprise’s vision, mission, and goals, and • Time-bounded: defining a time frame that is consistent with the need. Complimentary IIBA® Member Copy. Not for Distribution or Resale. 113
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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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Elicitation and Collaboration The E
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Prepare for Elicitation Elicitation
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Page 72 and 73: Conduct Elicitation Elicitation and
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Page 76 and 77: Confirm Elicitation Results Elicita
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Page 90 and 91: Trace Requirements Requirements Lif
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Page 110 and 111: Strategy Analysis Figure 6.0.1: Bus
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Page 114 and 115: Analyze Current State Strategy Anal
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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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