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Behavioural Characteristics Underlying Competencies preferable to the stakeholders, business analysts can maximize the quality of service delivered and more efficiently help the organization achieve its goals and objectives. Having the curiosity to learn what others need and possessing the courage to try a different behaviour is adapting to situations and context. Business analysts sometimes have to modify the way they interact with stakeholders, such as the way they conduct interviews or the way they facilitate workshops. Different stakeholders have different levels of comfort with techniques that are in the business analysis tool kit. Some stakeholders are more visual and respond better to information that is represented visually in models, diagrams, and pictures. Other stakeholders are more verbal and prefer textual descriptions. Being able to determine which techniques will work and which will not, and then adapt accordingly increases the likelihood of a successful interaction. Complimentary IIBA® Member Copy. Not for Distribution or Resale. In the event that the goals and objectives of the organization change, business analysts respond by accepting the changes and adapting to a new mandate. Similarly, when circumstances arise or unanticipated problems occur, business analysts adapt by altering their plans and identifying options that can be used to deliver maximum value. The business analyst adapts when the business or stakeholder needs change, or when the context of the goal or the objective changes. When the need itself changes, the business analyst adapts by altering the plans and the approach in order to ensure that value is provided and delivered as part of the solution. .3 Effectiveness Measures Measures of effective adaptability include: • demonstrating the courage to act differently from others, • adapting to changing conditions and environments, • valuing and considering other points of view and approaches, • demonstrating a positive attitude in the face of ambiguity and change, • demonstrating a willingness to learn new methods, procedures, or techniques in order to accomplish goals and objectives, • changing behaviour to perform effectively under changing or unclear conditions, • acquiring and applying new information and skills to address new challenges, • acceptance of having changes made to tasks, roles and project assignments as organizational realities change, • altering interpersonal style to highly diverse individuals and groups in a range of situations, and • evaluating what worked, what did not, and what could be done differently next time. 198
Underlying Competencies Business Knowledge 9.3 Business Knowledge Business knowledge is required for the business analyst to perform effectively within their business, industry, organization, solution, and methodology. Business knowledge enables the business analyst to better understand the overarching concepts that govern the structure, benefits, and value of the situation as it relates to a change or a need. Business Knowledge underlying competencies include: • Business Acumen (p. 199), • Industry Knowledge (p. 200), • Organization Knowledge (p. 201), 9.3.1 Business Acumen • Solution Knowledge (p. 202), and • Methodology Knowledge (p. 202). .1 Purpose Business analysis requires an understanding of fundamental business principles and best practices in order to ensure they are considered as solutions are reviewed. .2 Description Business acumen is the ability to understand business needs using experience and knowledge obtained from other situations. Organizations frequently share similar practices, such as legal and regulatory requirements, finance, logistics, sales, marketing, supply chain management, human resources, and technology. Business acumen is the ability to understand and apply the knowledge based on these commonalities within differing situations. Understanding how other organizations have solved challenges may be useful when seeking possible solutions. Being aware of the experiences or challenges encountered in the past may assist a business analyst in determining which information may be applicable to the current situation. Factors that may cause differences in practices can include industry, location, size of organization, culture, and the maturity of the organization. Complimentary IIBA® Member Copy. Not for Distribution or Resale. .3 Effectiveness Measures Measures of effective business acumen include: • demonstrating the ability to recognize potential limitations and opportunities, • demonstrating the ability to recognize when changes to a situation may require a change in the direction of an initiative or effort, 199
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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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Validate Requirements Requirements
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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
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
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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
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
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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
Page 256 and 257: 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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