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Specify and Model Requirements Requirements Analysis and Design Definition Figure 7.0.2: Requirements Analysis and Design Definition Input/Output Diagram Input Requirements (any state) 3.4 Information Management Approach 4.2, 4.3 Elicitation Results (any state) 6.2 Potential Value 6.4 Solution Scope 6.4 Change Strategy Complimentary IIBA® Member Copy. Not for Distribution or Resale. 7.1 Specify and Model Requirements 7.4 Define Requirements Architecture 7.1 Requirements (specified and modelled) 7.4 Requirements Architecture Tasks 7.2 Verify Requirements 7.5 Define Design Options Output 7.2 Requirements (verified) 7.5 Design Options 7.3 Validate Requirements 7.6 Analyze Potential Value and Recommend Solution 7.3 Requirements (validated) 7.6 Solution Recommendation 7.1 Specify and Model Requirements 7.1.1 Purpose 7.1.2 Description The purpose of Specify and Model Requirements is to analyze, synthesize, and refine elicitation results into requirements and designs. Specify and Model Requirements describes the practices for analyzing elicitation 136
Requirements Analysis and Design Definition Specify and Model Requirements results and creating representations of those results. When the focus of the specifying and modelling activity is on understanding the need, the outputs are referred to as requirements. When the focus of the specifying and modelling activity is on a solution, the outputs are referred to as designs. Important In many IT environments, the word 'design' is used specifically for technical designs created by software developers, data architects, and other implementation subject matter experts. All business deliverables are referred to as 'requirements'. In addition to the models used to represent the requirements, this task also includes capturing information about attributes or metadata about the requirements. The specifying and modelling activities relate to all requirement types. 7.1.3 Inputs • Elicitation Results (any state): modelling can begin with any elicitation result and may lead to the need for more elicitation to clarify or expand upon requirements. Elicitation and modelling may occur sequentially, iteratively, or concurrently. Figure 7.1.1: Specify and Model Requirements Input/Output Diagram <strong>Guide</strong>lines and Tools Modelling Notations/ Standards Modelling Tools Requirements Architecture Requirements Life Cycle Management Tools Solution Scope Input 4.2, 4.3 Elicitation Results (any state) 7.1 Specify and Model Requirements Output 7.1 Requirements (specified and modelled) Complimentary IIBA® Member Copy. Not for Distribution or Resale. Tasks Using This Output 7.2 Verify Requirements 7.3 Validate Requirements 137
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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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Conduct Elicitation Elicitation and
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Conduct Elicitation Elicitation and
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Confirm Elicitation Results Elicita
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Communicate Business Analysis Infor
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Communicate Business Analysis Infor
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Manage Stakeholder Collaboration El
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Manage Stakeholder Collaboration El
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Requirements Life Cycle Management
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Requirements Life Cycle Management
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Trace Requirements Requirements Lif
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Trace Requirements Requirements Lif
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Maintain Requirements Requirements
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Page 110 and 111: Strategy Analysis Figure 6.0.1: Bus
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Page 176 and 177: Measure Solution Performance Soluti
Page 178 and 179: Measure Solution Performance Soluti
Page 180 and 181: Analyze Performance Measures Soluti
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Page 184 and 185: Assess Solution Limitations Solutio
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Page 188 and 189: Assess Enterprise Limitations Solut
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Page 192 and 193: Recommend Actions to Increase 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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