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The Business Process Management Perspective Perspectives Other Business Analysis Techniques • Drum-Buffer-Rope • House of Quality/Voice of Customer • Inputs, Guide, Outputs, Enablers (IGOE) • TOC Thinking Processes .5 Requirements Analysis and Design Definition Requirements analysis and design definition will focus on defining the to-be process model. The requirements architecture is likely to include the process model, associated business rules and decisions, information requirements, and the organizational structure. Solution options typically include changes to IT needed to support the process, outsourcing of aspects of the process, and similar changes. Complimentary IIBA® Member Copy. Not for Distribution or Resale. BABOK ® Guide Techniques • Benchmarking and Market Analysis (p. 226) • Business Rules Analysis (p. 240) • Decision Modelling (p. 265) •Estimation (p.271) • Functional Decomposition (p. 283) • Metrics and Key Performance Indicators (KPIs) (p. 297) Other Business Analysis Techniques • Kaizen Event .6 Solution Evaluation • Prioritization (p. 311) • Prototyping (p. 323) • Scope Modelling (p. 338) • Stakeholder List, Map, or Personas (p. 344) • Workshops (p. 363) • Process Simulation Solution evaluation typically occurs repeatedly during BPM initiatives in order to assess the performance of the business process. As processes are evaluated for different scenarios, they can be refined and the results are monitored. Solution evaluation tasks provide insight into the understanding of the impact of process improvements and the value delivered by business process change. The solution may also involve process mining which uses such techniques as audit trails or transaction logs to obtain process details. The analyze solution performance task is performed to understand the differences between potential value and actual value. This analysis is performed to discover why there is a variance between potential and actual value, to determine if a solution can perform better or realize more value. The evaluation examines opportunities or constraints of the implemented solution, how it satisfies needs, or how it could be improved. This may trigger further optimization of the process and a repeat of the BPM life cycle. 438
Perspectives The Business Process Management Perspective BABOK ® Guide Techniques • Acceptance and Evaluation Criteria (p. 217) • Balanced Scorecard (p. 223) • Benchmarking and Market Analysis (p. 226) • Brainstorming (p. 227) • Business Capability Analysis (p. 230) • Business Rules Analysis (p. 240) • Decision Analysis (p. 261) • Document Analysis (p. 269) •Estimation (p.271) • Interviews (p. 290) Other Business Analysis Techniques • Kaizen Event • Failure Mode and Effect Analysis (FMEA) • Process Simulation • Value Stream Analysis • Metrics and Key Performance Indicators (KPIs) (p. 297) • Observation (p. 305) • Organizational Modelling (p. 308) • Process Modelling (p. 318) • Reviews (p. 326) • Risk Analysis and Management (p. 329) • 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. 439
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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 Business Intelligence Perspecti
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Page 398 and 399: 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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