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The Business Intelligence Perspective Perspectives 11.2.4 Underlying Competencies As in any business analysis discipline, the business analyst requires the fundamental communication and analytical competencies to be effective in liaising with both business stakeholders and technical solution providers. In the business intelligence discipline, this coordination of business information requirements with business intelligence systems outcomes can be further enhanced by the business analyst’s specific competencies in: • business data and functional usage, including terminology and rules, • the analysis of complex data structures and their translation into standardized format, • business processes affected including KPIs and metrics, Complimentary IIBA® Member Copy. Not for Distribution or Resale. • decision modelling, • data analysis techniques including basic statistics, data profiling,and pivoting, • data warehouse and business intelligence concepts and architecture, • logical and physical data models, • ETL (Extract, Transform, Load) best practices including historical data track and reference data management, and • business intelligence reporting tools. 11.2.5 Impact on Knowledge Areas This section explains how specific business analysis practices within business intelligence are mapped to business analysis tasks and practices as defined by the BABOK ® Guide. This section describes how each knowledge area is applied or modified with the business intelligence discipline. Each knowledge area lists techniques relevant to a business intelligence perspective. Techniques used in the discipline of business intelligence do not deviate, to any great extent, from the BABOK ® Guide techniques. BABOK ® Guide techniques are found in the Techniques chapter of the BABOK ® Guide. This is not intended to be an exhaustive list of techniques but rather to highlight the types of techniques used by business analysts while performing the tasks within the knowledge area. .1 Business Analysis Planning and Monitoring A business intelligence initiative may require establishing an underlying data infrastructure to support the solution, or it might be an enhancement based on the infrastructure of an existing solution. Scope Modelling is frequently used to differentiate between these alternatives and plan the relevant business analysis activities accordingly. The business intelligence paradigm of information delivery might be a new, 388
Perspectives The Business Intelligence Perspective unfamiliar approach for business stakeholders and for the business analysts themselves. In planning the initiative, the business analyst considers: • how experienced the stakeholders are in expressing their information and communication requirements in the business intelligence context, and • how skilled the business analysts are in interpreting those requirements into detailed specifications for business intelligence technical specialists. Business intelligence solutions typically provide frameworks, tools, and techniques that can assist in requirements definition and solution modelling. The level of stakeholders’ and business analysts’ expertise in these can have an impact on the planned approach. When assessing stakeholder attitudes towards the business intelligence initiative, the business analyst should be aware that an enterprise-wide business intelligence solution might not provide direct value to some operational stakeholders, but will deliver it elsewhere in the organization, and the flexibility and extensibility provided by the business intelligence infrastructure delivers longer-term strategic value that goes beyond short-term operational benefits. A business intelligence solution that integrates multiple data sources typically engages many stakeholders with overlapping information requirements. Business analysts prepare for the analysis and synthesis of individual requirements into a set that is complete and cohesive without conflicts and redundancies. BABOK ® Guide Techniques • Acceptance and Evaluation Criteria (p. 217) • Balanced Scorecard (p. 223) • Brainstorming (p. 227) • Decision Analysis (p. 261) •Estimation (p.271) • Functional Decomposition (p. 283) • Interviews (p. 290) • Item Tracking (p. 294) • Metrics and Key Performance Indicators (KPIs) (p. 297) • Non-Functional Requirements Analysis (p. 302) • Organizational Modelling (p. 308) • Prioritization (p. 311) • Process Modelling (p. 318) • Reviews (p. 326) • Risk Analysis and Management (p. 329) • Roles and Permissions Matrix (p. 333) • Root Cause Analysis (p. 335) • Scope Modelling (p. 338) • Stakeholder List, Map, or Personas (p. 344) • Survey or Questionnaire (p. 350) • Use Cases and Scenarios (p. 356) • User Stories (p. 359) • Workshops (p. 363) Complimentary IIBA® Member Copy. Not for Distribution or Resale. 389
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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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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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Page 374 and 375: Workshops Techniques 10.50.3 Elemen
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The Business Process Management Per
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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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