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The Information Technology Perspective Perspectives how it is stored and accessed in order to support business transaction methods, or how information is reported and available to the business groups. Business analysts working in IT carefully consider the context for any information technology change. They consider whether the change is managed as a project, a continuous improvement, or a maintenance activity. Business analysts also consider organizational change management and all impacts including training, communications, and adoption of the change. The nature of business analysis activities in an IT environment depend on a variety of solution impact factors: • What happens to the business if this system shuts down? • What happens if the system performance degrades? Complimentary IIBA® Member Copy. Not for Distribution or Resale. • What business capabilities and processes depend on the IT system? • Who contributes to those capabilities and processes? • Who uses those capabilities and processes? When considering these solution impact factors, not only do business analysts match the formality of analysis activities to the business analysis processes defined by the organization, but also consider the importance of the IT system. The importance of the system under analysis may indicate that more analysis is needed to support and define the requirements for the change. .2 Depth of Change Changes in an IT environment frequently require the business analyst to define explicit details, including technical details such as the definition of individual data elements being manipulated or impacted by the change. Integration efforts can require analysis and definition at a great level of detail while identifying and defining the interfaces between IT systems. Due to the level of detail required in these types of initiatives, business analysts elicit and analyze how the organization works as a whole and how the IT system will support those operations. This provides the necessary context for the business analyst to understand whether the details being discovered and documented are relevant to delivering value. This can be particularly challenging when an IT system change is initiated for technology driven reasons but without sufficient clarity or alignment to business purpose. .3 Value and Solutions Delivered Information technology systems are implemented to increase organizational value, which includes any support capabilities and processes that use the system. Business analysts seek to align IT functionality to these processes and capabilities, and to measure the effect that the system has on them. Changes to IT systems can increase value many ways, including: • reducing operating costs, • decreasing wasted effort, 396
Perspectives The Information Technology Perspective • increasing strategic alignment, • increasing reliability and stability, • automating error-prone or manual processes, • repairing problems, • making it possible to scale up, enhance, or make more readily available a business capability, and • implementing new functionality and new capabilities. .4 Delivery Approach The delivery of business analysis activities within an IT organization varies greatly. Initiatives may range from small enhancement efforts which are completed with a single, short time frame release schedule to multi-release, phased implementations. Short time frame initiatives may involve a single business analyst for a short period of time. Larger efforts frequently involve several business analysts who may coordinate analysis activities in several ways. Business analysts may divide work based on business group involved or by specific activity. .5 Major Assumptions The following is a list of major assumptions of the IT discipline: • business capabilities and processes that use an IT system are delivering value to the organization, • business analysts working from other perspectives can integrate their work with the work of the IT business analysts, and • IT systems changes are usually driven by a business need, although some initiatives may originate from within technology developments. 11.3.2 Business Analysis Scope Complimentary IIBA® Member Copy. Not for Distribution or Resale. .1 Change Sponsor Information technology changes may be requested or sponsored by business sponsors, IT departments, or as a collaboration between the two. These changes should align to organizational strategy and business goals. It is possible for an IT department to initiate change to align with technical strategy or reach technical goals, but an overall organizational strategy alignment is still crucial for change success. The following list represents possible change sponsors: • technical team, • technical executive, • application owner, 397
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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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Sequence Diagrams Techniques 10.42.
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Stakeholder List, Map, or Personas
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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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