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Summary of Changes from BABOK ® Guide v 2.0 5.3 Prioritize Requirements N/A Moved from 6.1 Prioritize Requirements (v2.0) 5.5 Approve Requirements New task which includes the concepts from the v2 Elements Conflict and Issue Management , Presenting Requirements for Review and Approval from the v2 Task Manage Solution Scope and Requirements. Complimentary IIBA® Member Copy. Not for Distribution or Resale. Enterprise Analysis (Version 2.0 name) is now Strategy Analysis (Version 3 name) This knowledge area has taken on a new name and expanded purpose. Enterprise Analysis focused on the upfront work the business analyst conducted at the start of a project. Strategy Analysis is broader and includes the work the business analyst conducts to understand the current state of the business, to define the desired future state, to develop a change strategy to achieve the desired business outcomes and to assess the risks inherent in the change strategy. 2.0 Task: Enterprise Analysis 3.0 Task: Strategy Analysis 5.1 Define Business Need Business Problem or Opportunity is addressed in 6.1 Analyze Current State. Business Goals and Objectives and Desired Outcome are addressed in 6.2 Define Future State. 5.2 Assess Capability Gaps Current Capability Analysis is addressed in 6.1 Analyze Current State. Assessment of New Capability Requirements and Assumptions are addressed in 6.2 Define Future State. 5.3 Determine Solution Approach Alternative Generation and Assumptions and Constraints are addressed in 6.2 Define Future State. Ranking and Selection of Approaches is addressed in 7.5 Define Design Options and 7.6 Analyze Potential Value and Recommend Solution. 6.1 Analyze Current State, 6.2 Define Future State 6.1 Analyze Current State, 6.2 Define Future State, 6.4 Define Change Strategy Define Change Strategy includes a Gap Analysis which was not explicitly identified in 5.2 Assess Capability Gaps but was the intent of the task. 6.2 Define Future State, 7.5 Define Design Options (v3 Requirements Analysis and Design Definition knowledge area), 7.6 Analyze Potential Value and Recommend Solution (v3 Requirements Analysis and Design Definition knowledge area) 486
Summary of Changes from BABOK ® Guide v 2.0 5.4 Define Solution Scope 6.4 Define Change Strategy 5.5 Define Business Case 7.6 Analyze Potential Value and Recommend Solution (Requirements Analysis and Design Definition knowledge area), 10.7 Business Cases (Technique) Requirements Analysis (Version 2.0 name) is now Requirements Analysis and Design Definition (Version 3 name) This knowledge area was renamed to accommodate expanded content. Version 3 now addresses the topic of design and explains where business analysts have involvement with design activities. Requirements Analysis and Design Definition also incorporates some of the tasks from the version 2.0 Solution Assessment and Validation. Activities involved with the proposed solution assessment—before any construction of a solution; whether in part or in whole— are now part of this Requirements Analysis and Design Definition. 2.0 Task: Requirements Analysis 3.0 Task: Requirements Analysis and Design Definition 6.1 Prioritize Requirements 5.3 Prioritize Requirements (v3 Requirements Life Cycle Management knowledge area) 6.2 Organize Requirements 7.4 Define Requirements Architecture 6.3 Specify and Model Requirements 7.1 Specify and Model Requirements 6.4 Define Assumptions and Constraints Assumptions and Business Constraints are addressed in 6.2 Define Future State. Technical Constraints are addressed in 7.6 Analyze Potential Value and Recommend Solution 6.2 Define Future State (v3 Strategy Analysis knowledge area) and 7.6 Analyze Potential Value and Recommend Solution 6.5 Verify Requirements 7.2 Verify Requirements 6.6 Validate Requirements 7.3 Validate Requirements Complimentary IIBA® Member Copy. Not for Distribution or Resale. 487
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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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The Business Process Management Per
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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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