BABOK_Guide_v3_member_copy

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Organizational Modelling Techniques .2 Limitations • May be disruptive to the performance of the participant and the overall organization. • Can be threatening and intrusive to the person being observed. • While being observed, a participant may alter their work practices. • Significant time is required to plan for and conduct observations. • Not suitable for evaluating knowledge-based activities since these are not directly observable. 10.32 Organizational Modelling Complimentary IIBA® Member Copy. Not for Distribution or Resale. 10.32.1 Purpose 10.32.2 Description Organizational modelling is used to describe the roles, responsibilities, and reporting structures that exist within an organization and to align those structures with the organization's goals. An organizational model defines how an organization or organizational unit is structured. The purpose of an organizational unit is to bring together a group of people to fulfill a common purpose. The group may be organized because the people share a common set of skills and knowledge or to serve a particular market. An organizational model is a visual representation of the organizational unit which defines: • the boundaries of the group (who is in the group), • the formal relationships between <strong>member</strong>s (who reports to whom), • the functional role for each person, and • the interfaces (interaction and dependencies) between the unit and other units or stakeholders. 10.32.3 Elements .1 Types of Organizational Models There are three pre-eminent organizational models: • Functionally-oriented: group staff together based on shared skills or areas of expertise and generally encourage a standardization of work or processes within the organization. Functional organizations are beneficial because they seem to facilitate cost management and reduce duplication of work, but are prone to develop communication and cross-functional 308
Techniques Organizational Modelling coordination problems (known informally as "silos"). Figure 10.32.1: Functionally-oriented Organizational Model Executive Function Incumbent Name Management Function Incumbent Name Management Function Incumbent Name Management Function Incumbent Name Function Vacancy Business Area Management Function (no staff) • Market-oriented: may be intended to serve particular customer groups, geographical areas, projects, or processes rather than grouping employees by common skills or expertise. Market-oriented structures permit the organization to meet the needs of its customers, but are prone to developing inconsistencies in how work is performed. Some may discover they are performing duplicate work in multiple areas. Figure 10.32.2: Market-oriented Organizational Model Staff President/CEO Staff Function Incumbent Name Staff Function Incumbent Name Staff Function Incumbent Name Complimentary IIBA® Member Copy. Not for Distribution or Resale. Market 1 Market 2 Market 3 Finance (Shared Support) Research & Development Research & Development Research & Development Accounting Manufacturing Manufacturing Manufacturing Planning Marketing & Sales Marketing & Sales Marketing & Sales 309
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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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Define Requirements Architecture Re
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Define Requirements Architecture Re
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Define Design Options Requirements
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Analyze Potential Value and Recomme
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Solution Evaluation makes recommend
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Measure Solution Performance Soluti
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Measure Solution Performance Soluti
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Analyze Performance Measures Soluti
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Analyze Performance Measures Soluti
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Assess Solution Limitations Solutio
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Assess Solution Limitations Solutio
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Assess Enterprise Limitations Solut
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Assess Enterprise Limitations 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
Page 268 and 269: Data Modelling Techniques Attribute
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Page 272 and 273: Decision Analysis Techniques Decisi
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Page 280 and 281: Document Analysis Techniques • wh
Page 282 and 283: Estimation Techniques • Bottom-up
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Page 294 and 295: Functional Decomposition Techniques
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Page 300 and 301: Interviews Techniques 10.24.4 Usage
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Page 308 and 309: Metrics and Key Performance Indicat
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Page 312 and 313: Non-Functional Requirements Analysi
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Page 316 and 317: Observation Techniques Complimentar
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Page 340 and 341: Risk Analysis and Management Techni
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Page 344 and 345: Roles and Permissions Matrix Techni
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Page 348 and 349: Scope Modelling Techniques 10.41 Sc
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Page 354 and 355: Stakeholder List, Map, or Personas
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Page 360 and 361: Survey or Questionnaire Techniques
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Page 364 and 365: SWOT Analysis Techniques enterprise
Page 366 and 367: 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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