BABOK_Guide_v3_member_copy

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The Agile Perspective Perspectives • Collaborative Games (p. 243) • Concept Modelling (p. 245) • Interface Analysis (p. 287) • Non-Functional Requirements Analysis (p. 302) • Prioritization (p. 311) • Process Analysis (p. 314) • Process Modelling (p. 318) • Scope Modelling (p. 338) • Use Cases and Scenarios (p. 356) • User Stories (p. 359) • Workshops (p. 363) Agile Extension Techniques Complimentary IIBA® Member Copy. Not for Distribution or Resale. • Behaviour Driven Development • Kano Analysis • Lightweight Documentation •MoSCoW Prioritization • Purpose Alignment Model • Real Options .6 Solution Evaluation • Story Decomposition • Story Elaboration • Story Mapping • Storyboarding • Value Stream Analysis Throughout an agile project, the stakeholders and agile team continually assess and evaluate the development solution as it is incrementally built and refined. Evaluation of the evolving solution with the stakeholders occurs at the end of every development cycle to ensure the deliverable meets their needs and satisfies their expectations. The business analyst ensures that the product meets expectations before a product is released, and identifies new opportunities that will add value to the business. <strong>BABOK</strong> ® <strong>Guide</strong> Techniques • Acceptance and Evaluation Criteria (p. 217) • Business Capability Analysis (p. 230) • Metrics and Key Performance Indicators (KPIs) (p. 297) • Non-Functional Requirements Analysis (p. 302) • Process Analysis (p. 314) • Prototyping (p. 323) • Reviews (p. 326) • Stakeholder List, Map, or Personas (p. 344) • Use Cases and Scenarios (p. 356) • User Stories (p. 359) • Workshops (p. 363) Agile Extension Techniques •Personas • Value Stream Analysis 380
Perspectives The Business Intelligence Perspective 11.2 The Business Intelligence Perspective The Business Intelligence Perspective highlights the unique characteristics of business analysis when practiced in the context of transforming, integrating, and enhancing data. The focus of business intelligence is the transformation of data into value-added information: where to source it, how to integrate it, and how to enhance and deliver it as analytic insight to support business decision making. Business intelligence initiatives apply data-centric system architectures as well as technologies and tools to deliver reliable, consistent, high-quality information that enables stakeholders to better manage strategic, tactical, and operational performance. 11.2.1 Change Scope Data Sources EXTERNAL SYSTEMS Partner Industry Public INTERNAL SYSTEMS .1 Breadth of Change A key objective of a business intelligence system is the consistent definition and usage of information throughout an organization by establishing a 'single point of truth' for diverse business data. A solution architecture that can integrate multiple data sources from within (and potentially from outside) the organization provides the foundation of a business intelligence solution. Figure 11.2.1: Business Intelligence Solution - Conceptual Framework Data Integration Data Transformation Operational Data Stores Enterprise Data View Data Marts Decision Support Data Analytics Decision Points Cyclical Reports Ad-hoc Queries Complimentary IIBA® Member Copy. Not for Distribution or Resale. Corporate Business Area Ad-hoc, isolated Data Quality Management Data Warehouse Information Delivery Interactive Dashboards OTHER SOURCES Machine data Web data Audio Visual data Documents & text Unstructured Data Analytical Sandboxes Conditional Alerts Automated Decision Data 381
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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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Reviews Techniques • Ad hoc: an i
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Page 374 and 375: Workshops Techniques 10.50.3 Elemen
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Page 378 and 379: The Agile Perspective Perspectives
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Page 404 and 405: The Information Technology Perspect
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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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