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Measure Solution Performance Solution Evaluation Figure 8.0.2: Solution Evaluation Input/Output Diagram Input Implemented Solution (external) 6.1 Current State Description 6.2 Business Objectives 6.2 Potential Value Complimentary IIBA® Member Copy. Not for Distribution or Resale. 8.1 Measure Solution Performance 8.1 Solution Performance Measures 8.4 Assess Enterprise Limitations 8.4 Enterprise Limitation Tasks 8.2 Analyze Performance Measures Output 8.2 Solution Performance Analysis 8.5 Recommend Actions to Increase Solution Value 8.5 Recommend Actions 8.3 Assess Solution Limitations 8.3 Solution Limitation 8.1 Measure Solution Performance 8.1.1 Purpose The purpose of Measure Solution Performance is to define performance measures and use the data collected to evaluate the effectiveness of a solution in relation to the value it brings. 166
Solution Evaluation Measure Solution Performance 8.1.2 Description 8.1.3 Inputs Performance measures determine the value of a newly deployed or existing solution. The measures used depend on the solution itself, the context, and how the organization defines value. When solutions do not have built-in performance measures, the business analyst works with stakeholders to determine and collect the measures that will best reflect the performance of a solution. Performance may be assessed through key performance indicators (KPIs) aligned with enterprise measures, goals and objectives for a project, process performance targets, or tests for a software application. • Business Objectives: the measurable results that the enterprise wants to achieve. Provides a benchmark against which solution performance can be assessed. • Implemented Solution (external): a solution (or component of a solution) that exists in some form. It may be an operating solution, a prototype, or a pilot or beta solution. Figure 8.1.1: Measure Solution Performance Input/Output Diagram <strong>Guide</strong>lines and Tools Change Strategy Future State Description Requirements (validated) Solution Scope Implemented Solution (external) Input 8.1 Measure Solution Performance Output 8.1 Solution Performance Measures 6.2 Business Objectives Complimentary IIBA® Member Copy. Not for Distribution or Resale. Tasks Using This Output 6.1 Analyze Current State 8.2 Analyze Performance Measures 167
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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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Prioritize Requirements Requirement
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Assess Requirements Changes Require
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Assess Requirements Changes Require
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Approve Requirements Requirements L
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Approve Requirements Requirements L
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Strategy Analysis Figure 6.0.1: Bus
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Strategy Analysis Figure 6.0.1: Str
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Analyze Current State Strategy Anal
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Define Future State Strategy Analys
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Page 130 and 131: Assess Risks Strategy Analysis 6.3
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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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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
Page 198 and 199: Analytical Thinking and Problem Sol
Page 204 and 205: Behavioural Characteristics Underly
Page 210 and 211: Business Knowledge Underlying Compe
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Page 214 and 215: Communication Skills Underlying Com
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Page 218 and 219: Interaction Skills Underlying Compe
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Page 222 and 223: Tools and Technology Underlying Com
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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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