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The Business Architecture Perspective • Interface Analysis (p. 287) • Item Tracking (p. 294) • Lessons Learned (p. 296) • Metrics and Key Performance Indicators (KPIs) (p. 297) • Organizational Modelling (p. 308) • Process Analysis (p. 314) • Process Modelling (p. 318) Perspectives • Reviews (p. 326) • Risk Analysis and Management (p. 329) • Roles and Permissions Matrix (p. 333) • Root Cause Analysis (p. 335) • Stakeholder List, Map, or Personas (p. 344) • SWOT Analysis (p. 353) Other Business Analysis Techniques Complimentary IIBA® Member Copy. Not for Distribution or Resale. •Archimate ® • Business Process Architecture • Business Value Modelling • Capability Map • Enterprise Core Diagram .4 Strategy Analysis • Project Portfolio Analysis •Roadmap • Service-oriented Analysis •Value Mapping Business architecture can play a significant role in strategy analysis. It provides architectural views into the current state of the organization and helps to define both the future state and the transition states required to achieve the future state. Business architects develop roadmaps based on the organization's change strategy. Clearly defined transition states help ensure that the organization continues to deliver value and remain competitive throughout all the phases of the change. To keep competitive, the business must analyze such factors as: • market conditions, • which markets to move into, • how the organization will compete in the transition state, and • how to best position the organization's brand proposition. Business architecture provides the enterprise context and architectural views that allow an understanding of the enterprise so these questions can be analyzed in the context of cost, opportunity, and effort. <strong>BABOK</strong> ® <strong>Guide</strong> Techniques • Balanced Scorecard (p. 223) • Benchmarking and Market Analysis (p. 226) • Brainstorming (p. 227) • Business Capability Analysis (p. 230) • Business Model Canvas (p. 236) • Business Rules Analysis (p. 240) • Collaborative Games (p. 243) • Data Modelling (p. 256) • Document Analysis (p. 269) • Estimation (p. 271) • Focus Groups (p. 279) 420
Perspectives The Business Architecture Perspective •Glossary(p.286) • Metrics and Key Performance Indicators (KPIs) (p. 297) • Organizational Modelling (p. 308) • Reviews (p. 326) • Risk Analysis and Management (p. 329) • Stakeholder List, Map, or Personas (p. 344) • Survey or Questionnaire (p. 350) • SWOT Analysis (p. 353) • Workshops (p. 363) Other Business Analysis Techniques •Archimate ® • Business Process Architecture • Capability Map • Customer Journey Map • Enterprise Core Diagram • Project Portfolio Analysis •Roadmap • Service-oriented Analysis • Strategy Map •Value Mapping .5 Requirements Analysis and Design Definition Business architecture provides individual architectural views into the organization through a variety of models that are selected for the stakeholders utilizing the view. These architectural views can be provided by capability and value maps, organizational maps, and information and business process models. Business analysts working in the discipline of business architecture employ expertise, judgment, and experience when deciding what is (and what is not) important to model. Models are intended to provide context and information that result in better requirements analysis and design. The architectural context and the ability to reference readily available architectural views provides information that would have otherwise been based on assumptions that the analyst must make because no other information was available. By providing this information, business architecture minimizes the risk of duplication of efforts in creating capabilities, systems, or information that already exist elsewhere in the enterprise. Design is done in conjunction with understanding needs and requirements. Business architecture provides the context to analyze the strategic alignment of proposed changes and the effects those changes have upon each other. Business architects synthesize knowledge and insights from multiple architectural views to determine if proposed changes work towards or conflict with the organization's goals. Business architecture attempts to ensure that the enterprise as a whole continues to deliver value to stakeholders both during normal operations and during change. Business analysts working in the discipline of business architecture focus on the value provided by the organization from a holistic view. They attempt to avoid local optimization where effort and resources are put into a single process or system improvement which does not align with the strategy and garners no meaningful impact to the enterprise as a whole—or worse, sub-optimizes the whole. Complimentary IIBA® Member Copy. Not for Distribution or Resale. 421
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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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State Modelling Techniques .2 Limit
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Survey or Questionnaire Techniques
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Survey or Questionnaire Techniques
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SWOT Analysis Techniques enterprise
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Use Cases and Scenarios Techniques
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Use Cases and Scenarios Techniques
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User Stories Techniques 10.48.3 Ele
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Vendor Assessment Techniques 10.49.
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Workshops Techniques 10.50.3 Elemen
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Workshops Techniques the arrival at
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The Agile Perspective Perspectives
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Techniques to Task Mapping 10. Tech
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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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