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Behavioural Characteristics Underlying Competencies .2 Description Trustworthiness is the perception that one is worthy of trust. A business analyst being considered trustworthy may offset the natural fear of change experienced by many stakeholders. Several factors can contribute to being considered trustworthy: • intentionally and consistently completing tasks and deliverables on time, within budget, and achieving expected results so that colleagues and stakeholders consider the business analyst's behaviour dependable and diligent, • presenting a consistent attitude of confidence, so that colleagues and stakeholders consider the business analyst's demeanor as strong, Complimentary IIBA® Member Copy. Not for Distribution or Resale. • acting in an honest and straightforward manner, addressing conflict and concerns immediately so that colleagues and stakeholders consider the business analyst's morals as being honest and transparent, and • maintaining a consistent schedule over a long period of time so that colleagues and stakeholders consider the business analyst's availability predictable and reliable. .3 Effectiveness Measures Measures of effective trustworthiness include: • stakeholders involve the business analyst in discussions and decision making, • stakeholders bring issues and concerns to the business analyst, • stakeholders are willing to discuss difficult or controversial topics with the business analyst, • stakeholders do not blame the business analyst when problems occur, • stakeholders respect the business analyst's ideas and referrals, and • stakeholders respond to the business analyst's referrals with positive feedback. 9.2.4 Organization and Time Management .1 Purpose Organization and time management skills help business analysts perform tasks effectively and use work time efficiently. .2 Description Organization and time management involves the ability to prioritize tasks, perform them efficiently, and manage time effectively. Business analysts are constantly acquiring and accumulating significant quantities of information, and 196
Underlying Competencies Behavioural Characteristics this information must be organized and stored in an efficient manner so that it can be used and reused at a later date. Business analysts must also be able to differentiate important information that should be retained from less important information. Effective time management requires the ability to prioritize tasks and deadlines. Techniques of organization include establishing short- and long-term goals, action plans, prioritizing tasks, and utilizing a checklist. Techniques for effective time management include establishing time limits on non-critical tasks, focusing more time on high risk and priority tasks, setting aside focus time, and managing potential interruptions. .3 Effectiveness Measures Measures of effective organization and time management include: • the ability to produce deliverables in a timely manner, • stakeholders feel that the business analyst focuses on the correct tasks at the right time, • schedule of work effort and deadlines is managed and communicated to stakeholders, • stakeholders feel their time in meetings and in reading communications is well spent, • complete preparation for meetings, interviews, and requirements workshops, • relevant business analysis information is captured, organized, and documented, • adherence to the project schedule and the meeting of deadlines, • provides accurate, thorough, and concise information in a logical manner which is understood by stakeholders, and • maintains up-to-date information on the status of each work item and all outstanding work. Complimentary IIBA® Member Copy. Not for Distribution or Resale. 9.2.5 Adaptability .1 Purpose Business analysts frequently work in rapidly changing environments and with a variety of stakeholders. They adjust their behavioural style and method of approach to increase their effectiveness when interacting with different stakeholders, organizations, and situations. .2 Definition Adaptability is the ability to change techniques, style, methods, and approach. By demonstrating a willingness to interact with and complete tasks in a manner 197
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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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Assess Risks Strategy Analysis stak
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Define Change Strategy Strategy Ana
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Figure 7.0.1: Business Analysis Val
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Specify and Model Requirements Requ
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Verify Requirements Requirements An
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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
Page 168 and 169: Analyze Potential Value and Recomme
Page 174 and 175: Solution Evaluation makes recommend
Page 176 and 177: Measure Solution Performance Soluti
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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 208 and 209: 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
Page 220 and 221: Interaction Skills Underlying Compe
Page 222 and 223: Tools and Technology Underlying Com
Page 228 and 229: Acceptance and Evaluation Criteria
Page 230 and 231: Backlog Management Techniques 10.1.
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Page 234 and 235: Balanced Scorecard Techniques Figur
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Page 238 and 239: Brainstorming Techniques 10.5.2 Des
Page 240 and 241: Business Capability Analysis Techni
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Page 244 and 245: Business Cases Techniques • When
Page 246 and 247: Business Model Canvas Techniques th
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Page 250 and 251: Business Rules Analysis Techniques
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Page 254 and 255: 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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