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The Agile Perspective Perspectives backlog items that will be developed in that cycle. The intent of elicitation activities is to generate just enough detail to ensure that the work at hand is performed correctly while aiming towards the goals. Agile approaches aim to minimize the time between the elaboration of needs and their implementation in the solution. There is a strong focus on collaborative elicitation approaches such as workshops with stakeholders. BABOK ® Guide Techniques Complimentary IIBA® Member Copy. Not for Distribution or Resale. • Acceptance and Evaluation Criteria (p. 217) • Backlog Management (p. 220) • Brainstorming (p. 227) • Collaborative Games (p. 243) • Concept Modelling (p. 245) • Interface Analysis (p. 287) • Mind Mapping (p. 299) • Non-Functional Requirements Analysis (p. 302) Agile Extension Techniques • Behaviour Driven Development • Lightweight Documentation •Personas .3 Requirements Life Cycle Management • Process Modelling (p. 318) • Prototyping (p. 323) • Reviews (p. 326) • Scope Modelling (p. 338) • Stakeholder List, Map, or Personas (p. 344) • Use Cases and Scenarios (p. 356) • User Stories (p. 359) • Workshops (p. 363) • Storyboarding • Story Mapping As agile initiatives unfold, the scope is defined with increasing specificity. The expectation is that the needs will change and that the design will evolve over the course of the project. Prioritization of features based on value and development priority drives the work done in each cycle. Validation of the evolving solution with the stakeholders occurs at the end of every iteration in place of a formal requirements approval process. BABOK ® Guide Techniques • Acceptance and Evaluation Criteria (p. 217) • Backlog Management (p. 220) • Collaborative Games (p. 243) • Prioritization (p. 311) • Reviews (p. 326) • Workshops (p. 363) Agile Extension Techniques • Kano Analysis •MoSCoW Prioritization • Story Decomposition • Story Mapping 378
Perspectives The Agile Perspective .4 Strategy Analysis Agile approaches are often used when there is uncertainty about the needs, the solution, or the scope of change. Strategy analysis is a constant part of an agile initiative to ensure that the solution delivered continues to provide value to stakeholders. Agile team members use strategy analysis to help understand and define product vision, and develop and adjust the development roadmap, in addition to conducting ongoing assessments of related risks. For every iteration, the proposed solution is reassessed against the current business context to ensure that it will effectively meet the business goals. The adaptive nature of agile projects means that adapting the project to changes in the organization's goals is not disruptive; rather, it is an expected part of the process. BABOK ® Guide Techniques • Backlog Management (p. 220) • Brainstorming (p. 227) • Business Capability Analysis (p. 230) • Collaborative Games (p. 243) Agile Extension Techniques • Kano Analysis •Personas • Purpose Alignment Model • Concept Modelling (p. 245) • Metrics and Key Performance Indicators (KPIs) (p. 297) • Scope Modelling (p. 338) • Workshops (p. 363) • Real Options • Value Stream Analysis .5 Requirements Analysis and Design Definition Needs are progressively elaborated during an agile project. Analysis and design are performed on a just-in-time basis, either just before or during the iteration in which the solution component will be developed. Analysis performed just before the iteration is to provide the team with enough information to estimate the planned work. Analysis performed during the iteration is to provide the team with enough information to construct or deliver the planned work. Models and other analysis and design techniques are typically used informally, and may not be maintained once they have served their purposes. The analysis and design approach used should support progressive elaboration, be adaptable to change based on learning, and not cause the team to select solutions prematurely. Agile teams tend to use user stories at the lowest level of decomposition, usually supported by acceptance criteria which capture the analysis and design details regarding how the stories should behave when implemented. Validation of the evolving solution is performed with stakeholders at the end of every iteration. BABOK ® Guide Techniques Complimentary IIBA® Member Copy. Not for Distribution or Resale. • Acceptance and Evaluation Criteria (p. 217) • Business Capability Analysis (p. 230) • Business Rules Analysis (p. 240) 379
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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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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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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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