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Conduct Elicitation Elicitation and Collaboration • Business Rules Analysis: used to identify the rules that govern decisions in an organization and that define, constrain, or enable organizational operations. • Collaborative Games: used to develop a better understanding of a problem or to stimulate creative solutions. • Concept Modelling: used to identify key terms and ideas of importance and define the relationships between them. • Data Mining: used to identify relevant information and patterns. • Data Modelling: used to understand entity relationships during elicitation. • Document Analysis: used to review existing systems, contracts, business procedures and policies, standards, and regulations. Complimentary IIBA® Member Copy. Not for Distribution or Resale. • Focus Groups: used to identify and understand ideas and attitudes from a group. • Interface Analysis: used to understand the interaction, and characteristics of that interaction, between two entities, such as two systems, two organizations, or two people or roles. • Interviews: used to ask questions of stakeholders to uncover needs, identify problems, or discover opportunities. • Mind Mapping: used to generate many ideas from a group of stakeholders in a short period, and to organize and prioritize those ideas. • Observation: used to gain insight about how work is currently done, possibly in different locations and in different circumstances. • Process Analysis: used to understand current processes and to identify opportunities for improvement in those processes. • Process Modelling: used to elicit processes with stakeholders during elicitation activities. • Prototyping: used to elicit and validate stakeholders' needs through an iterative process that creates a model of requirements or designs. • Survey or Questionnaire: used to elicit business analysis information, including information about customers, products, work practices, and attitudes, from a group of people in a structured way and in a relatively short period of time. • Workshops: used to elicit business analysis information, including information about customers, products, work practices, and attitudes, from a group of people in a collaborative, facilitated way. 4.2.7 Stakeholders • Customer: will provide valuable business analysis information during elicitation. • Domain Subject Matter Expert: has expertise in some aspect of the situation and can provide the required business analysis information. Often guides and 64
Elicitation and Collaboration Confirm Elicitation Results assists the business analyst in identifying appropriate research sources, and may help to arrange research, experiments, and facilitated elicitation. • End User: the user of existing and future solutions, who should participate in elicitation. • Implementation Subject Matter Expert: designs and implements a solution and provides specialist expertise, and can participate in elicitation by asking clarifying questions and offering alternatives. • Sponsor: authorizes and ensures that the stakeholders necessary to participate in elicitation are involved. • Any stakeholders: could have relevant knowledge or experience to participate in elicitation activities. 4.2.8 Outputs • Elicitation Results (unconfirmed): captured information in a format that is specific to the elicitation activity. 4.3 Confirm Elicitation Results 4.3.1 Purpose 4.3.2 Description The purpose of Confirm Elicitation Results is to check the information gathered during an elicitation session for accuracy and consistency with other information. Elicited information is confirmed to identify any problems and resolve them before resources are committed to using the information. This review may discover errors, omissions, conflicts, and ambiguity. The elicitation results can be compared against their source and other elicitation results to ensure consistency. Collaboration with stakeholders might be necessary to ensure their inputs are correctly captured and that they agree with the results of non-facilitated elicitation. If information is not correct, the business analyst determines what is correct, which can require more elicitation. Committing resources to business analysis activities based on unconfirmed elicitation results may mean stakeholder expectations are not met. If the results are inconsistent, additional elicitation might need to be conducted to resolve the discrepancies. Confirming the elicitation results is a much less rigorous and formal review than occurs during analysis. Complimentary IIBA® Member Copy. Not for Distribution or Resale. 4.3.3 Inputs • Elicitation Results (unconfirmed): capture information in a format specific to the elicitation activity. 65
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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
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 66 and 67: Prepare for Elicitation Elicitation
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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
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Page 94 and 95: Maintain Requirements Requirements
Page 96 and 97: Prioritize Requirements Requirement
Page 102 and 103: Assess Requirements Changes Require
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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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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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