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Techniques to Task Mapping 10. Techniques 3. Business Analysis Planning and Monitoring 10.24. Interface Analysis 10.25. Interviews 3.1. Plan Business Analysis Approach 3.2. Plan Stakeholder Engagement 3.3. Plan Business Analysis Governance 3.4. Plan Business Analysis Information Management 3.5. Identify Business Analysis Performance Improvements Complimentary IIBA® Member Copy. Not for Distribution or Resale. 4. Elicitation and Collaboration 4.2. Conduct Elicitation 4.1. Prepare for Elicitation 4.2. Conduct Elicitation 4.3. Confirm Elicitation Results 4.4. Communicate Business Analysis Information 5. Requirements Life Cycle Management 5.4. Assess Requirements Changes 5.3. Prioritize Requirements 5.4. Assess Requirements Changes 6. Strategy Analysis 7. Requirements Analysis and Design Definition 7.1. Specify and Model Requirements 6.1. Analyze Current State 6.2. Define Future State 6.3. Assess Risks 6.4. Define Change Strategy 7.4. Define Requirements Architecture 7.5. Define Design Options 7.6. Analyze Potential Value and Recommend Solution 8. Solution Evaluation 8.2. Analyze Performance Measures 8.3. Assess Solution Limitations 8.4. Assess Enterprise Limitations 464
Techniques to Task Mapping Complimentary IIBA® Member Copy. Not for Distribution or Resale. 10. Techniques 3. Business Analysis Planning and Monitoring 10.26. Item Tracking 3.1. Plan Business Analysis Approach 3.2. Plan Stakeholder Engagement 3.3. Plan Business Analysis Governance 3.4. Plan Business Analysis Information Management 3.5. Identify Business Analysis Performance Improvements 4. Elicitation and Collaboration 5. Requirements Life Cycle Management 5.3. Prioritize Requirements 6. Strategy Analysis 7. Requirements Analysis and Design Definition 6.1. Analyze Current State 7.2. Verify Requirements 5.4. Assess Requirements Changes 7.3. Validate Requirements 5.5. Approve Requirements 8. Solution Evaluation 8.3. Assess Solution Limitations 8.4. Assess Enterprise Limitations 465
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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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The Information Technology Perspect
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The Business Architecture Perspecti
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Page 424 and 425: The Business Architecture Perspecti
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Page 452 and 453: Glossary business analysis: The pra
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Page 458 and 459: life cycle: A series of changes an
Page 460 and 461: including scope, budget, schedule,
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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 484 and 485: Contributors Complimentary IIBA® M
Page 488 and 489: Contributors • Barbara A. Carkeno
Page 494 and 495: Summary of Changes from BABOK ® Gu
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
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