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Trace Requirements Requirements Life Cycle Management Figure 5.1.1: Process Traceability Value Chain Business Process Sub-process Activity Complimentary IIBA® Member Copy. Not for Distribution or Resale. 5.1.3 Inputs Task Figure 5.1.2: Software Requirements Traceability Business Needs Business Requirements Stakeholder Requirements Solution Requirements Design Code Test • Requirements: may be traced to other requirements (including goals, objectives, business requirements, stakeholder requirements, solution requirements, and transition requirements), solution components, visuals, business rules, and other work products. • Designs: may be traced to other requirements, solution components, and other work products. 80
Requirements Life Cycle Management Trace Requirements Figure 5.1.3: Trace Requirements Input/Output Diagram Input <strong>Guide</strong>lines and Tools Domain Knowledge Requirements Designs 5.1.4 Elements Information Management Approach Legal/Regulatory Information Requirements Management Tools/Repository .1 Level of Formality 5.1 Requirements (traced) 5.1 Trace Requirements Output Tasks Using This Output 7.5 Define Design Options 5.1 Designs (traced) When tracing requirements, business analysts consider the value that each link is supposed to deliver, as well as the nature and use of the specific relationships that are being created. The effort to trace requirements grows significantly when the number of requirements or level of formality increases. Complimentary IIBA® Member Copy. Not for Distribution or Resale. .2 Relationships There are several types of relationships that the business analyst considers when defining the traceability approach: • Derive: relationship between two requirements, used when a requirement is derived from another requirement. This type of relationship is appropriate to link the requirements on different levels of abstraction. For example, a solution requirement derived from a business or a stakeholder requirement. 81
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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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Page 40 and 41: 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
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 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
Page 120 and 121: Define Future State Strategy Analys
Page 130 and 131: Assess Risks Strategy Analysis 6.3
Page 132 and 133: Assess Risks Strategy Analysis stak
Page 134 and 135: Define Change Strategy Strategy Ana
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Define Change Strategy Strategy Ana
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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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