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Analyze Performance Measures Solution Evaluation .3 Trends When analyzing performance data, business analysts consider the time period when the data was collected to guard against anomalies and skewed trends. A large enough sample size over a sufficient time period will provide an accurate depiction of solution performance on which to make decisions and guard against false signals brought about by incomplete data. Any pronounced and repeated trends, such as a noticeable increase in errors at certain times or a change in process speed when volume is increased, are noted. .4 Accuracy Complimentary IIBA® Member Copy. Not for Distribution or Resale. The accuracy of performance measures is essential to the validity of their analysis. Business analysts test and analyze the data collected by the performance measures to ensure their accuracy. To be considered accurate and reliable, the results of performance measures should be reproducible and repeatable. .5 Performance Variances The difference between expected and actual performance represents a variance that is considered when analyzing solution performance. Root cause analysis may be necessary to determine the underlying causes of significant variances within a solution. Recommendations of how to improve performance and reduce any variances are made in the task Recommend Actions to Increase Solution Value (p. 182). 8.2.5 <strong>Guide</strong>lines and Tools • Change Strategy: the change strategy that was used or is in use to implement the potential value. • Future State Description: boundaries of the proposed new, modified, or removed components of the enterprise and the potential value expected from the future state. • Risk Analysis Results: the overall level of risk and the planned approach to modifying the individual risks. • Solution Scope: the solution boundaries to measure and evaluate. 8.2.6 Techniques • Acceptance and Evaluation Criteria: used to define acceptable solution performance through acceptance criteria. The degree of variance from these criteria will guide the analysis of that performance. • Benchmarking and Market Analysis: used to observe the results of other organizations employing similar solutions when assessing risks, trends, and variances. • Data Mining: used to collect data regarding performance, trends, common issues, and variances from expected performance levels and understand patterns and meaning in that data. 172
Solution Evaluation Assess Solution Limitations • Interviews: used to determine expected value of a solution and its perceived performance from an individual or small group's perspective. • Metrics and Key Performance Indicators (KPIs): used to analyze solution performance, especially when judging how well a solution contributes to achieving goals. • Observation: used to observe a solution in action if the data collected does not provide definitive conclusions. • Risk Analysis and Management: used to identify, analyze, develop plans to modify the risks, and to manage the risks on an ongoing basis. • Root Cause Analysis: used to determine the underlying cause of performance variance. 8.2.7 Stakeholders 8.2.8 Outputs • Survey or Questionnaire: used to determine expected value of a solution and its perceived performance. • Domain Subject Matter Expert: can identify risks and provide insights into data for analyzing solution performance. • Project Manager: within a project, responsible for overall risk management and may participate in risk analysis for new or changed solutions. • Sponsor: can identify risks, provide insights into data and the potential value of a solution. They will make decisions about the significance of expected versus actual solution performance. • Solution Performance Analysis: results of the analysis of measurements collected and recommendations to solve performance gaps and leverage opportunities to improve value. 8.3 Assess Solution Limitations Complimentary IIBA® Member Copy. Not for Distribution or Resale. 8.3.1 Purpose 8.3.2 Description The purpose of Assess Solution Limitations is to determine the factors internal to the solution that restrict the full realization of value. Assessing solution limitations identifies the root causes for under-performing and ineffective solutions and solution components. Assess Solution Limitations is closely linked to the task Assess Enterprise Limitations (p. 177). These tasks may be performed concurrently. If the solution 173
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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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Assess Risks Strategy Analysis 6.3
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Page 162 and 163: Define Design Options Requirements
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Page 176 and 177: Measure Solution Performance Soluti
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Page 180 and 181: Analyze Performance Measures Soluti
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
Page 228 and 229: Acceptance and Evaluation Criteria
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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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