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Contributors • Barbara A. Carkenord, MBA, CBAP • Mary Gorman, CBAP • Kathleen B. Hass, PMP • Brenda Kerton, MA • Elizabeth Larson, CBAP, PMP • Richard Larson, CBAP, PMP •Jason Questor • Laura Paton, MBA, CBAP, PMP (Project Manager) Content Contributors Complimentary IIBA® Member Copy. Not for Distribution or Resale. The following individuals contributed additional content used in this revision: • Tony Alderson •James Baird • Jake Calabrese, CBAP • Bruce C. Chadbourne, PgMP, PMP • Karen Chandler • Carrolynn Chang • Richard Fox, CBAP • Rosemary Hossenlopp • Peter Gordon, CBAP • Ellen Gottesdiener • Monica Jain • Cherifa Mansoura Liamani, PhD • Karen Little • Laura Markey • Richard Martin • Gillian McCleary • William B. Murray • Angie Perris, CBAP •David Wright The Graphics Team developed graphics and graphics standards: • Carl Gosselin • Perry McLeod, CBAP, PMP • Alexandre Romanov • Patricia Sandino • Maggie Yang Version 2.0 also includes content developed for previous versions of the BABOK ® Guide. Expert Advisory and Review Group The following industry experts generously provided IIBA® with advice and guidance on the scope and content of version 2.0 of the BABOK ® Guide during its planning and development, and helped to shape the content and direction of this release. • Scott Ambler •James Baird • Kurt Bittner • Rafael Dorantes 478
Contributors • Robin F. Goldsmith, JD • Ellen Gottesdiener • Paul Harmon •Dean Leffingwell •Gladys S.W. Lam • Kent J. McDonald • Mark McGregor • Meilir Page-Jones • James Robertson • Suzanne Robertson • Ronald G. Ross • David Ruble • Steve Tockey Practitioner Reviewers The following individuals participated in the practitioner review of version 2.0, and provided feedback used in the revision of the Public Review Draft: • Sharon M. Aker • Betty H. Baker, CBAP • B. D. Barnes PhD, PE, PMP, CSSBB • Jennifer S. Battan, CBAP • Subrahmanya Gupta Boda • Craig W. Brown, MPM, CSM • Cathy Brunsting • Peter Burg, PMP •Greg Busby, CBAP • Diana Cagle, MBA, CBAP • Duncan Cairns • Bruce Chadbourne, PgMP, PMP •Carrollynn Chang • Patricia Chappell, CBAP, MBA • Mark Cheek, PMP • Huai-Ling Ch'ng, CBAP • Desirée Purvis (née Chu), CBAP • Pauline Chung • Joseph Da Silva • Nitza Dovenspike • James Downey, PhD, PMP • Tamer El-Tonsy, CISA, PRINCE2, ITIL • Steve Erlank, BSc, BCom (Hons) • Margaret Gaino Ewing, MBA, CBAP • Stephanie Garwood, CBAP •Joe Goss • Karen Gras, CBAP •Kwabby Gyasi • Bob Hillier, PMP • Billie Johnson, CBAP • Peter Johnson, CBAP • Hans Jonasson, CBAP, PMP • Barbara Koenig • Steven R. Koss, MBA • Douglas Kowalczyk • Robert Lam, MBA, ISP • Richard Larson, CBAP, PMP • Karen Little, CBAP •Joy Matthews • Perry McLeod, CBAP, PMP • Holly M. Meyer • Michael Mohammed Complimentary IIBA® Member Copy. Not for Distribution or Resale. 479
Page 1:
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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The Business Process Management Per
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The Business Process Management Per
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Page 452 and 453: Glossary business analysis: The pra
Page 454 and 455: Glossary commercial off-the-shelf (
Page 456 and 457: Glossary event (business analysis):
Page 458 and 459: life cycle: A series of changes an
Page 460 and 461: including scope, budget, schedule,
Page 462 and 463: Glossary development team can use t
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 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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