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Prepare for Elicitation Elicitation and Collaboration Figure 4.0.1: Elicitation and Collaboration Input/Output Diagram Input Needs Business Analysis Information 3.2 Stakeholder Engagement Approach 3.5 Business Analysis Performance Assessment Complimentary IIBA® Member Copy. Not for Distribution or Resale. 4.1 Prepare for Elicitation 4.1 Elicitation Activity Plan 4.4 Communicate Business Analysis Information 4.4 Business Analysis Information (communicated) Tasks 4.2 Conduct Elicitation Output 4.2 Elicitation Results (unconfirmed) 4.5 Manage Stakeholder Collaboration 4.5 Stakeholder Engagement 4.3 Confirm Elicitation Results 4.3 Elicitation Results (confirmed) 4.1 Prepare for Elicitation 4.1.1 Purpose The purpose of Prepare for Elicitation is to understand the scope of the elicitation activity, select appropriate techniques, and plan for (or procure) appropriate supporting materials and resources. 56
Elicitation and Collaboration Prepare for Elicitation 4.1.2 Description 4.1.3 Inputs Business analysts prepare for elicitation by defining the desired outcomes of the activity, considering the stakeholders involved and the goals of the initiative. This includes determining which work products will be produced using the elicitation results, deciding which techniques are best suited to produce those results, establishing the elicitation logistics, identifying any supporting materials needed, and understanding circumstances to foster collaboration during an elicitation activity. •Needs: guides the preparation in terms of the scope and purpose of elicitation activities. Elicitation can be used to discover the needs, but in order to get started there must be some need that exists—even if it has not yet been fully elicited or understood. • Stakeholder Engagement Approach: understanding stakeholders' communication and collaboration needs helps plan and prepare appropriate and effective elicitation events. Figure 4.1.1: Prepare for Elicitation Input/Output Diagram <strong>Guide</strong>lines and Tools Business Analysis Approach Business Objectives Existing Business Analysis Information Potential Value Needs Input 4.1 Prepare for Elicitation Output 4.1 Elicitation Activity Plan 3.2 Stakeholder Engagement Approach Complimentary IIBA® Member Copy. Not for Distribution or Resale. Tasks Using This Output 4.2 Conduct Elicitation 4.3 Confirm Elicitation Results 57
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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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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 48 and 49: Plan Business Analysis Governance B
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 68 and 69: Prepare for Elicitation Elicitation
Page 70 and 71: 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
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Page 82 and 83: Manage Stakeholder Collaboration El
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Page 86 and 87: Requirements Life Cycle Management
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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
Page 102 and 103: Assess Requirements Changes Require
Page 104 and 105: Assess Requirements Changes Require
Page 106 and 107: Approve Requirements Requirements L
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Page 110 and 111: Strategy Analysis Figure 6.0.1: Bus
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Page 114 and 115: Analyze Current State Strategy Anal
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Analyze Current State Strategy Anal
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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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