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Process Modelling Techniques Figure 10.35.3: Activity Diagram Partition for Role 1 Partition for Role 2 Task 1 The flow of work splits. Tasks are executed in parallel. Task 2A Task 2B Complimentary IIBA® Member Copy. Not for Distribution or Resale. Decision [True] 10.35.4 Usage Considerations .1 Strengths Task (I/O) [False] Task 3 Flow merges. Sub-Process A sub-process embeds another process model. • Appeals to the basic human understanding of sequential activities. • Most stakeholders are comfortable with the concepts and basic elements of a process model. • The use of levels can accommodate the different perspectives of various stakeholder groups. • Effective at showing how to handle a large number of scenarios and parallel branches. • Can help identify any stakeholder groups that may have otherwise been overlooked. • Facilitates the identification of potential improvements by highlighting “pain points” in the process structure (i.e. process visualization). 322
Techniques Prototyping • Likely to have value in its own right. They provide documentation for compliance purposes and can be used by business stakeholders for training and coordination of activities. • Can be used as a baseline for continuous improvement. • Ensures labelling consistency across artifacts. • Provides transparency and clarity to process owners and participants on activity responsibilities, sequence and hand-overs. .2 Limitations 10.36 Prototyping • To many people in IT, a formal process model tends to reflect an older and more document-heavy approach to software development. Therefore, project time is not allocated to developing a process model, especially of the current state or problem domain. • Can become extremely complex and unwieldy if not structured carefully. This is especially true if business rules and decisions are not managed separately from the process. • Complex processes can involve many activities and roles; this can make them almost impossible for a single individual to understand and ‘sign off’. • Problems in a process cannot always be identified by looking at a high-level model. A more detailed model with reference to metadata (such as path frequency, cost, and time factors) is usually required. It is often necessary to engage with stakeholders directly to find the operational problems they have encountered while working with a process. • In a highly dynamic environment where things change quickly, process models can become obsolete. • May prove difficult to maintain if the process model only serves as documentation, as stakeholders may alter the process to meet their needs without updating the model. Complimentary IIBA® Member Copy. Not for Distribution or Resale. 10.36.1 Purpose 10.36.2 Description Prototyping is used to elicit and validate stakeholder needs through an iterative process that creates a model or design of requirements. It is also used to optimize user experience, to evaluate design options, and as a basis for development of the final business solution. Prototyping is a proven method for product design. It works by providing an early model of the final result, known as a prototype. Prototyping is used to identify both missing or improperly specified requirements and unsubstantiated 323
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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
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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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Page 366 and 367: Use Cases and Scenarios Techniques
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Page 370 and 371: User Stories Techniques 10.48.3 Ele
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Page 374 and 375: Workshops Techniques 10.50.3 Elemen
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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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