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Plan Business Analysis Governance Business Analysis Planning and Monitoring Figure 3.3.1: Plan Business Analysis Governance Input/Output Diagram Input <strong>Guide</strong>lines and Tools Business Analysis Performance Assessment 3.1 Business Analysis Approach 3.2 Stakeholder Engagement Approach Complimentary IIBA® Member Copy. Not for Distribution or Resale. 3.3.4 Elements Business Policies Current State Description Legal/Regulatory Information .1 Decision Making Decisions are made throughout the initiative. A stakeholder may serve in various roles in the decision-making process such as: • participant in decision-making discussions, • subject matter expert (SME) lending experience and knowledge to the decision-making process, • reviewer of information, and • approver of decisions. 3.3 Plan Business Analysis Governance Output 3.3 Governance Approach Tasks Using This Output 3.4 Plan Business Analysis Information Management 5.4 Assess Requirements Changes 5.3 Prioritize Requirements 5.5 Approve Requirements The decision-making process defines what happens when teams cannot reach consensus, by identifying escalation paths and key stakeholders who hold final decision-making authority. 38
Business Analysis Planning and Monitoring Plan Business Analysis Governance .2 Change Control Process When business analysts develop a change control process, they: • Determine the process for requesting changes: specify which requirements and designs the change control process covers and determine whether it applies to all changes or only to changes of a specific size, cost, or level of effort. This process details the steps for proposing a change, when changes can be proposed, who can propose changes and how change requests are communicated. • Determine the elements of the change request: identify the information to be included in a proposal to support decision making and implementation if it is approved. Possible components to consider on a change request are: • Cost and time estimates: for each area affected by the proposed change, the expected cost of change is estimated. • Benefits: an explanation of how the change aligns with the initiative and business objectives to show how the change adds value. Benefits considered include both financial benefits and tactical benefits such as implications to scope, time, cost, quality, and resources. • Risks: an analysis of risks to the initiative, the solution, or business objectives. • Priority: the level of importance of the change relative to other factors such as organizational objectives, regulatory compliance requirements, and stakeholder needs. • Course(s) of action: the course of action for the change includes an assessment of the components of the change request (cost, time, benefits, risks and priority). It is common to identify several alternative courses, including those recommended by the requester and by other stakeholders so decision makers can make a choice that will best serve the needs of the initiative. • Determine how changes will be prioritized: the priority of the proposed change is established relative to other competing interests within the current initiative. Complimentary IIBA® Member Copy. Not for Distribution or Resale. • Determine how changes will be documented: configuration management and traceability standards establish product baselines and version control practices that identify which baseline is affected by the change. • Determine how changes will be communicated: how proposed changes, changes under review, and approved, declined, or deferred changes will be communicated to stakeholders. • Determine who will perform the impact analysis: specify who is responsible for performing an analysis of the impacts the proposed change will have across the initiative. 39
Page 1: v3 A GUIDE TO THE BUSINESS ANALYSIS
Page 4 and 5: International Institute of Business
Page 6 and 7: Table of Contents Chapter 4: Elicit
Page 8 and 9: Table of Contents Complimentary IIB
Page 10 and 11: The major changes in this release i
Page 12 and 13: What is Business Analysis? Introduc
Page 14 and 15: Structure of the BABOK ® Guide Int
Page 22 and 23: The Business Analysis Core Concept
Page 24 and 25: Key Terms Business Analysis Key Con
Page 26 and 27: Requirements Classification Schema
Page 28 and 29: Stakeholders Business Analysis Key
Page 30 and 31: Requirements and Designs Business A
Page 32 and 33: Business Analysis Planning and Moni
Page 34 and 35: Plan Business Analysis Approach Bus
Page 42 and 43: Plan Stakeholder Engagement Busines
Page 50 and 51: Plan Business Analysis Governance B
Page 52 and 53: Plan Business Analysis Information
Page 58 and 59: Identify Business Analysis Performa
Page 64 and 65: Elicitation and Collaboration The E
Page 66 and 67: Prepare for Elicitation Elicitation
Page 72 and 73: Conduct Elicitation Elicitation and
Page 74 and 75: Conduct Elicitation Elicitation and
Page 76 and 77: Confirm Elicitation Results Elicita
Page 78 and 79: Communicate Business Analysis Infor
Page 80 and 81: Communicate Business Analysis Infor
Page 82 and 83: Manage Stakeholder Collaboration El
Page 84 and 85: Manage Stakeholder Collaboration El
Page 86 and 87: Requirements Life Cycle Management
Page 88 and 89: Requirements Life Cycle Management
Page 90 and 91: Trace Requirements Requirements Lif
Page 92 and 93: Trace Requirements Requirements Lif
Page 94 and 95: Maintain Requirements Requirements
Page 96 and 97: Prioritize Requirements Requirement
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Prioritize Requirements Requirement
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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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The Business Process Management Per
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Glossary business analysis: The pra
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Glossary commercial off-the-shelf (
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Glossary event (business analysis):
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life cycle: A series of changes an
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including scope, budget, schedule,
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Glossary development team can use t
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strategy: A description of the chos
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Glossary verified requirement: A re
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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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