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The Business Architecture Perspective Perspectives BABOK ® Guide Techniques Complimentary IIBA® Member Copy. Not for Distribution or Resale. • Acceptance and Evaluation Criteria (p. 217) • Backlog Management (p. 220) • 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 Dictionary (p. 247) • Data Flow Diagrams (p. 250) • Data Modelling (p. 256) • Decision Analysis (p. 261) • Document Analysis (p. 269) •Estimation (p.271) • Focus Groups (p. 279) • Functional Decomposition (p. 283) •Glossary (p.286) • Interface Analysis (p. 287) • Item Tracking (p. 294) • Lessons Learned (p. 296) • Metrics and Key Performance Indicators (KPIs) (p. 297) • Non-Functional Requirements Analysis (p. 302) • Observation (p. 305) • Organizational Modelling (p. 308) • Process Analysis (p. 314) • Process Modelling (p. 318) • Prototyping (p. 323) • Reviews (p. 326) • Risk Analysis and Management (p. 329) • Roles and Permissions Matrix (p. 333) • Root Cause Analysis (p. 335) • Scope Modelling (p. 338) • Sequence Diagrams (p. 341) • Stakeholder List, Map, or Personas (p. 344) • State Modelling (p. 348) • Survey or Questionnaire (p. 350) • SWOT Analysis (p. 353) • Use Cases and Scenarios (p. 356) • User Stories (p. 359) • Vendor Assessment (p. 361) • Workshops (p. 363) Other Business Analysis Techniques •Archimate ® • Business Process Architecture • Capability Map • Customer Journey Map • Enterprise Core Diagram .6 Solution Evaluation • Project Portfolio Analysis •Roadmap • Service-oriented Analysis •Value Mapping Business architecture asks fundamental questions about the business, including 422
Perspectives The Business Architecture Perspective the important question of how well the business is performing. To answer this question, several other questions must be answered: • What outcomes are the business, a particular initiative, or component expecting to achieve? • How can those outcomes be measured in terms of SMART (Specific, Measurable, Achievable, Relevant, Time-bounded) objectives? • What information is needed to measure those objectives? • How do processes, services, initiatives, etc. need to be instrumented to collect that information? • How is the performance information best presented in terms of reports, ad hoc queries, dashboards, etc.? • How do we use this information to make investment decisions in the future? For example, at a more detailed level, an important part of capability definition and process architecture is to identify the specific performance characteristics and outcome that those capabilities or processes are expected to achieve. The actual measurement is rarely conducted by business analysts. It is usually done by business owners, operational, or information technology managers. Business analysts working in the discipline of business architecture analyze the results of measurements and factor these results into subsequent planning. BABOK ® Guide Techniques • Balanced Scorecard (p. 223) • Benchmarking and Market Analysis (p. 226) • Brainstorming (p. 227) • Business Capability Analysis (p. 230) • Collaborative Games (p. 243) • Focus Groups (p. 279) • Item Tracking (p. 294) • Lessons Learned (p. 296) • Metrics and Key Performance Indicators (KPIs) (p. 297) • Observation (p. 305) • Organizational Modelling (p. 308) • Process Analysis (p. 314) • Process Modelling (p. 318) • Risk Analysis and Management (p. 329) • Roles and Permissions Matrix (p. 333) • Root Cause Analysis (p. 335) • Stakeholder List, Map, or Personas (p. 344) • Survey or Questionnaire (p. 350) • SWOT Analysis (p. 353) Complimentary IIBA® Member Copy. Not for Distribution or Resale. Other Business Analysis Techniques • Business Motivation Modelling • Business Process Architecture • Capability Map • Customer Journey Map • Service-oriented Analysis •Value Mapping 423
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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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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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The Agile Perspective Perspectives
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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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