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The Business Intelligence Perspective • Decision Modelling (p. 265) • Document Analysis (p. 269) •Estimation(p.271) • Focus Groups (p. 279) • Functional Decomposition (p. 283) •Glossary(p.286) Perspectives • Organizational Modelling (p. 308) • Risk Analysis and Management (p. 329) • Root Cause Analysis (p. 335) • Stakeholder List, Map, or Personas (p. 344) • SWOT Analysis (p. 353) .5 Requirements Analysis and Design Definition Complimentary IIBA® Member Copy. Not for Distribution or Resale. When modelling and specifying back office data capture and storage requirements, business analysts use specific data-oriented modelling techniques such as Data Modelling, Data Dictionary, Decision Modelling, and Business Rules Analysis. Models of an existing system's data help to define data availability and identify redundancies, inconsistencies, and data quality issues. Where existing systems documentation is non-existent or out of date, reverse-engineered modelling can be a substantial component of work, and frequently requires collaboration with technical experts such as database administrators and application programmers. A future state data model demonstrates how the source information is generically structured in the proposed solution. The overall transformation process is commonly modelled using Data Flow Diagrams to illustrate the management of latency and accessibility requirements in the solution. Business analysts define specific business rules for data integrity checking and for data transformation. For modelling and specifying front office information outputs, business analysts: • analyze existing reports to determine if they are candidates to be replaced or repaired with business intelligence outputs, and • use business intelligence capabilities such as ad hoc queries, data mining, and complex event processing to identify and specify the content and format of new business intelligence outputs. Business analysts are involved in assessing the capability of a proposed solution (typically a commercial off-the-shelf software package) in respect of the specified requirements. In the business intelligence context, these include functional requirements such as self-serve facilities, data analytics tools, data presentation tools, drill down capabilities, and non-functional requirements related to issues such as data quality, data latency, and query performance. .6 BABOK ® Guide Techniques • Acceptance and Evaluation Criteria (p. 217) • Balanced Scorecard (p. 223) • Business Rules Analysis (p. 240) • Data Dictionary (p. 247) • Data Flow Diagrams (p. 250) • Data Modelling (p. 256) • Decision Modelling (p. 265) 392
Perspectives The Business Intelligence Perspective • Document Analysis (p. 269) • Functional Decomposition (p. 283) •Glossary (p.286) • Interface Analysis (p. 287) • Interviews (p. 290) • Metrics and Key Performance Indicators (KPIs) (p. 297) • Non-Functional Requirements Analysis (p. 302) • Observation (p. 305) • Organizational Modelling (p. 308) .7 Solution Evaluation • Prioritization (p. 311) • Process Modelling (p. 318) • Prototyping (p. 323) • Reviews (p. 326) • Scope Modelling (p. 338) • Sequence Diagrams (p. 341) • Stakeholder List, Map, or Personas (p. 344) • State Modelling (p. 348) • Use Cases and Scenarios (p. 356) • Vendor Assessment (p. 361) A common enterprise limitation with the introduction of a business intelligence solution is the under-utilization of the information resource and analytic functionality that the solution provides. Stakeholders who are not familiar with the capabilities of business intelligence might focus on simply replacing or repairing existing information outputs. Business analysts explore and evaluate opportunities for additional value that are enabled by a business intelligence solution. .8 BABOK ® Guide Techniques • Acceptance and Evaluation Criteria (p. 217) • Balanced Scorecard (p. 223) • Business Rules Analysis (p. 240) • Data Flow Diagrams (p. 250) • Data Modelling (p. 256) • Decision Analysis (p. 261) • Decision Modelling (p. 265) •Estimation (p.271) • Focus Groups (p. 279) • Functional Decomposition (p. 283) •Glossary (p.286) • Interviews (p. 290) • Item Tracking (p. 294) • Metrics and Key Performance Indicators (KPIs) (p. 297) • Observation (p. 305) • Organizational Modelling (p. 308) • Prioritization (p. 311) • Process Modelling (p. 318) • Risk Analysis and Management (p. 329) • Stakeholder List, Map, or Personas (p. 344) • Survey or Questionnaire (p. 350) • SWOT Analysis (p. 353) • Use Cases and Scenarios (p. 356) • User Stories (p. 359) • Vendor Assessment (p. 361) Complimentary IIBA® Member Copy. Not for Distribution or Resale. 393
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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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Scope Modelling Techniques 10.41 Sc
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Scope Modelling Techniques .4 Relat
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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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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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