BABOK_Guide_v3_member_copy

Recommendations

Info

The Business Architecture Perspective • Non-Functional Requirements Analysis (p. 302) • Organizational Modelling (p. 308) • Process Modelling (p. 318) • Reviews (p. 326) • Risk Analysis and Management (p. 329) • Roles and Permissions Matrix (p. 333) Perspectives • 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) Other Business Analysis Techniques Complimentary IIBA® Member Copy. Not for Distribution or Resale. • Business Process Architecture • Capability Map .2 Elicitation and Collaboration • Project Portfolio Analysis • Service-oriented Analysis Business analysts working in the discipline of business architecture typically deal with a great deal of ambiguity and uncertainty. When undertaking Elicitation and Collaboration tasks, business analysts consider changes in organizational direction based on external and internal forces and changes in marketplace environment. The types of changes can frequently be predicted, but external market pressures frequently make the pace of the change unpredictable. As business architecture requires many inputs from across the organization, access to (and the availability of) stakeholders is critical to success. Business analysts elicit inputs such as strategy, value, existing architectures, and performance metrics. Advocacy for the organization's strategy is central to the communication strategy of business architects. As members of various steering committees and advisory groups, business architects utilize formal communication channels within projects, initiatives, and operational groups to communicate the organization's strategy, explain the organizational context, and advocate alignment with the strategy. Ensuring stakeholders understand and support the organization's strategy is an essential function within the discipline of business architecture. Business architects may impose scope and constraints on a project or initiative as a means to ensure the activity aligns to the organization's strategy, which may be viewed unfavourably. It is the role of the business architect to bridge the needs and desires of individual stakeholders, projects, and operational groups with the context and understanding of the organizational goals and strategy. The business architect's goal is to optimize the enterprise's goals and strategy, and discourage activities that achieve a narrow goal at the cost of sub-optimizing the entire objective. This is an exercise in both elicitation and in collaboration. The business architect acquires a deep understanding of the strategy, drivers, motivations, and aspirations of the organization and those of the stakeholders. Once this level of understanding is achieved, the business architect collaborates 418
Perspectives The Business Architecture Perspective with all levels of the organization including senior leadership, managers, the project management office (PMO), product owners, project managers, various business analysts, solution architects, and IT personnel to bridge gaps in understanding and communicating the importance of alignment with organizational strategy. Facilitating effective collaboration requires that the business architect is able to understand the wide variety of perspectives and contexts from which each stakeholder operates. The business architect must also be able to communicate with each of these stakeholders in a language that is mutually understood and supported. BABOK ® Guide Techniques • Brainstorming (p. 227) • Document Analysis (p. 269) • Focus Groups (p. 279) • Functional Decomposition (p. 283) •Glossary(p.286) • Interface Analysis (p. 287) • Interviews (p. 290) Other Business Analysis Techniques •none .3 Requirements Life Cycle Management • Item Tracking (p. 294) • Observation (p. 305) • Prototyping (p. 323) • Stakeholder List, Map, or Personas (p. 344) • Survey or Questionnaire (p. 350) • Workshops (p. 363) It is essential that business analysts working in the discipline of business architecture have executive support and agreement of the work to be undertaken. An architecture review board comprised of senior executives with decision-making powers can review and assess changes to the business architecture. This group will often also engage in portfolio management by making decisions regarding the investment in and prioritization of change based on their impact to business outcomes and strategy. Business analysts working in the discipline of business architecture understand how projects impact the business architecture on an ongoing basis and work to continually expand, correct, or improve the business architecture. They also identify possible emerging changes in both internal and external situations (including market conditions), and decide on how to incorporate these changes into the business architecture of the organization. Complimentary IIBA® Member Copy. Not for Distribution or Resale. BABOK ® Guide Techniques • Balanced Scorecard (p. 223) • Benchmarking and Market Analysis (p. 226) • Business Capability Analysis (p. 230) • Collaborative Games (p. 243) • Data Modelling (p. 256) • Decision Analysis (p. 261) • Estimation (p. 271) 419
Page 1:
v3 A GUIDE TO THE BUSINESS ANALYSIS
Page 4 and 5:
International Institute of Business
Page 6 and 7:
Table of Contents Chapter 4: Elicit
Page 8 and 9:
Table of Contents Complimentary IIB
Page 10 and 11:
The major changes in this release i
Page 12 and 13:
What is Business Analysis? Introduc
Page 14 and 15:
Structure of the BABOK ® Guide Int
Page 16 and 17:
Page 18 and 19:
Page 20 and 21:
Page 22 and 23:
The Business Analysis Core Concept
Page 24 and 25:
Key Terms Business Analysis Key Con
Page 26 and 27:
Requirements Classification Schema
Page 28 and 29:
Stakeholders Business Analysis Key
Page 30 and 31:
Requirements and Designs Business A
Page 32 and 33:
Business Analysis Planning and Moni
Page 34 and 35:
Plan Business Analysis Approach Bus
Page 36 and 37:
Page 38 and 39:
Page 40 and 41:
Page 42 and 43:
Plan Stakeholder Engagement Busines
Page 44 and 45:
Page 46 and 47:
Page 48 and 49:
Plan Business Analysis Governance B
Page 50 and 51:
Plan Business Analysis Governance B
Page 52 and 53:
Plan Business Analysis Information
Page 54 and 55:
Page 56 and 57:
Page 58 and 59:
Identify Business Analysis Performa
Page 60 and 61:
Page 62 and 63:
Page 64 and 65:
Elicitation and Collaboration The E
Page 66 and 67:
Prepare for Elicitation Elicitation
Page 68 and 69:
Page 70 and 71:
Page 72 and 73:
Conduct Elicitation Elicitation and
Page 74 and 75:
Conduct Elicitation Elicitation and
Page 76 and 77:
Confirm Elicitation Results Elicita
Page 78 and 79:
Communicate Business Analysis Infor
Page 80 and 81:
Communicate Business Analysis Infor
Page 82 and 83:
Manage Stakeholder Collaboration El
Page 84 and 85:
Manage Stakeholder Collaboration El
Page 86 and 87:
Requirements Life Cycle Management
Page 88 and 89:
Requirements Life Cycle Management
Page 90 and 91:
Trace Requirements Requirements Lif
Page 92 and 93:
Trace Requirements Requirements Lif
Page 94 and 95:
Maintain Requirements Requirements
Page 96 and 97:
Prioritize Requirements Requirement
Page 98 and 99:
Page 100 and 101:
Page 102 and 103:
Assess Requirements Changes Require
Page 104 and 105:
Assess Requirements Changes Require
Page 106 and 107:
Approve Requirements Requirements L
Page 108 and 109:
Approve Requirements Requirements L
Page 110 and 111:
Strategy Analysis Figure 6.0.1: Bus
Page 112 and 113:
Strategy Analysis Figure 6.0.1: Str
Page 114 and 115:
Analyze Current State Strategy Anal
Page 116 and 117:
Page 118 and 119:
Page 120 and 121:
Define Future State Strategy Analys
Page 122 and 123:
Page 124 and 125:
Page 126 and 127:
Page 128 and 129:
Page 130 and 131:
Assess Risks Strategy Analysis 6.3
Page 132 and 133:
Assess Risks Strategy Analysis stak
Page 134 and 135:
Define Change Strategy Strategy Ana
Page 136 and 137:
Page 138 and 139:
Page 140 and 141:
Page 142 and 143:
Page 144 and 145:
Figure 7.0.1: Business Analysis Val
Page 146 and 147:
Specify and Model Requirements Requ
Page 148 and 149:
Page 150 and 151:
Page 152 and 153:
Verify Requirements Requirements An
Page 154 and 155:
Validate Requirements Requirements
Page 156 and 157:
Validate Requirements Requirements
Page 158 and 159:
Define Requirements Architecture Re
Page 160 and 161:
Define Requirements Architecture Re
Page 162 and 163:
Define Design Options Requirements
Page 164 and 165:
Page 166 and 167:
Page 168 and 169:
Analyze Potential Value and Recomme
Page 170 and 171:
Page 172 and 173:
Page 174 and 175:
Solution Evaluation makes recommend
Page 176 and 177:
Measure Solution Performance Soluti
Page 178 and 179:
Measure Solution Performance Soluti
Page 180 and 181:
Analyze Performance Measures Soluti
Page 182 and 183:
Analyze Performance Measures Soluti
Page 184 and 185:
Assess Solution Limitations Solutio
Page 186 and 187:
Assess Solution Limitations Solutio
Page 188 and 189:
Assess Enterprise Limitations Solut
Page 190 and 191:
Assess Enterprise Limitations Solut
Page 192 and 193:
Recommend Actions to Increase Solut
Page 194 and 195:
Page 196 and 197:
Page 198 and 199:
Analytical Thinking and Problem Sol
Page 200 and 201:
Page 202 and 203:
Page 204 and 205:
Behavioural Characteristics Underly
Page 206 and 207:
Page 208 and 209:
Page 210 and 211:
Business Knowledge Underlying Compe
Page 212 and 213:
Business Knowledge Underlying Compe
Page 214 and 215:
Communication Skills Underlying Com
Page 216 and 217:
Communication Skills Underlying Com
Page 218 and 219:
Interaction Skills Underlying Compe
Page 220 and 221:
Interaction Skills Underlying Compe
Page 222 and 223:
Tools and Technology Underlying Com
Page 224 and 225:
Page 226 and 227:
Page 228 and 229:
Acceptance and Evaluation Criteria
Page 230 and 231:
Backlog Management Techniques 10.1.
Page 232 and 233:
Backlog Management Techniques as hi
Page 234 and 235:
Balanced Scorecard Techniques Figur
Page 236 and 237:
Benchmarking and Market Analysis Te
Page 238 and 239:
Brainstorming Techniques 10.5.2 Des
Page 240 and 241:
Business Capability Analysis Techni
Page 242 and 243:
Business Capability Analysis Techni
Page 244 and 245:
Business Cases Techniques • When
Page 246 and 247:
Business Model Canvas Techniques th
Page 248 and 249:
Business Model Canvas Techniques Ke
Page 250 and 251:
Business Rules Analysis Techniques
Page 252 and 253:
Business Rules Analysis Techniques
Page 254 and 255:
Collaborative Games Techniques 10.1
Page 256 and 257:
Concept Modelling Techniques 10.11.
Page 258 and 259:
Data Dictionary Techniques Data dic
Page 260 and 261:
Data Flow Diagrams Techniques 10.13
Page 262 and 263:
Data Flow Diagrams Techniques .2 Da
Page 264 and 265:
Data Mining Techniques Data mining
Page 266 and 267:
Data Modelling Techniques 10.14.4 U
Page 268 and 269:
Data Modelling Techniques Attribute
Page 270 and 271:
Data Modelling Techniques Figure 10
Page 272 and 273:
Decision Analysis Techniques Decisi
Page 274 and 275:
Decision Analysis Techniques .4 Tra
Page 276 and 277:
Decision Modelling Techniques All o
Page 278 and 279:
Decision Modelling Techniques Figur
Page 280 and 281:
Document Analysis Techniques • wh
Page 282 and 283:
Estimation Techniques • Bottom-up
Page 284 and 285:
Financial Analysis Techniques When
Page 286 and 287:
Financial Analysis Techniques appro
Page 288 and 289:
Financial Analysis Techniques prese
Page 290 and 291:
Focus Groups Techniques sometimes l
Page 292 and 293:
Focus Groups Techniques should appe
Page 294 and 295:
Functional Decomposition Techniques
Page 296 and 297:
Glossary Techniques • Provides a
Page 298 and 299:
Interface Analysis Techniques Inter
Page 300 and 301:
Interviews Techniques 10.24.4 Usage
Page 302 and 303:
Interviews Techniques Interview que
Page 304 and 305:
Item Tracking Techniques 10.26 Item
Page 306 and 307:
Lessons Learned Techniques 10.27 Le
Page 308 and 309:
Metrics and Key Performance Indicat
Page 310 and 311:
Mind Mapping Techniques connected r
Page 312 and 313:
Non-Functional Requirements Analysi
Page 314 and 315:
Non-Functional Requirements Analysi
Page 316 and 317:
Observation Techniques Complimentar
Page 318 and 319:
Organizational Modelling Techniques
Page 320 and 321:
Organizational Modelling Techniques
Page 322 and 323:
Prioritization Techniques 10.33.2 D
Page 324 and 325:
Process Analysis Techniques 10.34 P
Page 326 and 327:
Process Analysis Techniques dialogu
Page 328 and 329:
Process Modelling Techniques 10.35
Page 330 and 331:
Process Modelling Techniques Flowch
Page 332 and 333:
Process Modelling Techniques Figure
Page 334 and 335:
Prototyping Techniques 10.36.3 Elem
Page 336 and 337:
Reviews Techniques • If the proto
Page 338 and 339:
Reviews Techniques • Ad hoc: an i
Page 340 and 341:
Risk Analysis and Management Techni
Page 342 and 343:
Risk Analysis and Management Techni
Page 344 and 345:
Roles and Permissions Matrix Techni
Page 346 and 347:
Root Cause Analysis Techniques 10.4
Page 348 and 349:
Scope Modelling Techniques 10.41 Sc
Page 350 and 351:
Scope Modelling Techniques .4 Relat
Page 352 and 353:
Sequence Diagrams Techniques 10.42.
Page 354 and 355:
Stakeholder List, Map, or Personas
Page 356 and 357:
Stakeholder List, Map, or Personas
Page 358 and 359:
State Modelling Techniques .2 Limit
Page 360 and 361:
Survey or Questionnaire Techniques
Page 362 and 363:
Survey or Questionnaire Techniques
Page 364 and 365:
SWOT Analysis Techniques enterprise
Page 366 and 367:
Use Cases and Scenarios Techniques
Page 368 and 369:
Use Cases and Scenarios Techniques
Page 370 and 371:
User Stories Techniques 10.48.3 Ele
Page 372 and 373:
Vendor Assessment Techniques 10.49.
Page 374 and 375:
Workshops Techniques 10.50.3 Elemen
Page 376 and 377:
Workshops Techniques the arrival at
Page 378 and 379: The Agile Perspective Perspectives
Page 392 and 393: The Business Intelligence Perspecti
Page 404 and 405: The Information Technology Perspect
Page 418 and 419: The Business Architecture Perspecti
Page 434 and 435: The Business Process Management Per
Page 452 and 453: Glossary business analysis: The pra
Page 454 and 455: Glossary commercial off-the-shelf (
Page 456 and 457: Glossary event (business analysis):
Page 458 and 459: life cycle: A series of changes an
Page 460 and 461: including scope, budget, schedule,
Page 462 and 463: Glossary development team can use t
Page 464 and 465: strategy: A description of the chos
Page 466 and 467: Glossary verified requirement: A re
Page 468 and 469: Techniques to Task Mapping 10. Tech
Page 478 and 479:
Techniques to Task Mapping 10. Tech
Page 480 and 481:
Page 482 and 483:
Page 484 and 485:
Contributors Complimentary IIBA® M
Page 486 and 487:
Page 488 and 489:
Contributors • Barbara A. Carkeno
Page 490 and 491:
Page 492 and 493:
Page 494 and 495:
Summary of Changes from BABOK ® Gu
Page 496 and 497:
Page 498 and 499:
Page 500 and 501:
Page 502 and 503:
Page 504 and 505:
Index Complimentary IIBA® Member C
Page 506 and 507:
Index Focus Groups 279 Forecasting
Page 508 and 509:
Index Predictive Analytics 386 Proc
Page 510:
Index Trustworthy 298 Trustworthy a
Page 514:
STRATEGY REQUIREMENTS SOLUTIONS A G
show all

BABOK_Guide_v3_member_copy

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?