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The Business Process Management Perspective Perspectives BABOK ® Guide Techniques •Estimation (p.271) • Item Tracking (p. 294) • Process Modelling (p. 318) • Reviews (p. 326) • Stakeholder List, Map, or Personas (p. 344) • Workshops (p. 363) Other Business Analysis Techniques • Inputs, Guide, Outputs, Enablers (IGOE) .2 Elicitation and Collaboration Complimentary IIBA® Member Copy. Not for Distribution or Resale. For the BPM initiative to be successful, the scope of the initiative and the scope of the affected process must be defined and understood. Process modelling and stakeholder analysis are generally utilized during the elicitation phase of a BPM initiative. During elicitation, the business analyst focuses on cause and effect of both changing existing processes and keeping the processes as they are through the elicitation and collaboration effort. As an existing process is changed, the effect of any process improvements identified on the organization, people, and technology are considered. Process maps are an important tool to drive elicitation in BPM initiatives and stakeholders are frequently consulted during their development. Effective elicitation and collaboration is critical in process modelling analysis and design work. Process changes can have significant impacts across the organization, so managing stakeholders and their expectations is particularly critical. Without effective stakeholder management, process changes may not be successfully implemented or the changes may not meet the organization's goals and objectives. BABOK ® Guide Techniques • Brainstorming (p. 227) • Document Analysis (p. 269) • Focus Groups (p. 279) • Interface Analysis (p. 287) • Interviews (p. 290) • Metrics and Key Performance Indicators (KPIs) (p. 297) • Observation (p. 305) • Process Modelling (p. 318) • Prototyping (p. 323) • Reviews (p. 326) • 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) • Workshops (p. 363) Other Business Analysis Techniques • House of Quality/Voice of Customer 436
Perspectives The Business Process Management Perspective .3 Requirements Life Cycle Management BPM is a set of approaches that focus on ways to deliver value across multiple functional areas through a process-centric lens. Delivering additional value is often related to deliberately undertaking change but could also result from an ad hoc request or review of processes. The impact of BPM activities on requirements life cycle management is significant as it can drive out business requirements resulting in new design, coding, implementation, and post-implementation changes. It is the responsibility of the business analyst to maintain this connection and ensure that communication is effectively conducted with stakeholders and process owners who are the ultimate decision makers when it is about processes, change, and supporting solutions. The documentation of business processes is available to all stakeholders as it is to be used in the daily operation of the business. If the process is automated through a BPMS, the representation of the process may be directly executable. BABOK ® Guide Techniques • Acceptance and Evaluation Criteria (p. 217) • Backlog Management (p. 220) • Brainstorming (p. 227) • Business Rules Analysis (p. 240) • Non-Functional Requirements Analysis (p. 302) Other Business Analysis Techniques •none .4 Strategy Analysis • Prioritization (p. 311) • Process Analysis (p. 314) • Process Modelling (p. 318) • Prototyping (p. 323) • Scope Modelling (p. 338) • Workshops (p. 363) In a BPM context, strategy analysis involves understanding the role the process plays in an enterprise value chain. At a minimum, any process that interacts with the processes affected by the initiative must be considered. The current state is likely to be described by the as-is value chain and the current performance measures for the business process. The future state will be described by the to-be value chain and target performance measures. Continuous improvement methods may simply focus on the performance measures to determine the strategy. The change strategy will involve the identification of possible process changes. Complimentary IIBA® Member Copy. Not for Distribution or Resale. BABOK ® Guide Techniques • Document Analysis (p. 269) • Functional Decomposition (p. 283) • Interviews (p. 290) • Lessons Learned (p. 296) • Process Analysis (p. 314) • Process Modelling (p. 318) 437
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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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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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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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The Business Intelligence Perspecti
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The Business Intelligence Perspecti
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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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