v1.0 (05.

2014)
by Miroslaw Dabrowski

BABOK 2 Knowledge Areas vs Techniques Matrix

Ac

9.

1
9.

http://www.mindmeister.com/410136309/

ce
p
B e t an
9. nc ce
3
h
B r m a an d
E
9. ain rki
ng va
4
st
lu
B u or
at
m
s
9.
io
5 ine ing
n
ss
D
C
at
rit
R
a
er
u
D
ia
9.
ic les
6
D
t
A
io
D
ef
na na
at
in
9.
a
iti
ry lys
7
on
F
an i s
lo
D
w
at
d
9.
a
G
8
M Dia
lo
D
g
ss
ec ode ra
ar
9.
m
i
l
si
in
y
9
s
o
g
D
oc n A
9.
10 um nal
Es ent ysis
tim An
9.
a
at
11
io lys
n
is
F
9. oc
12 us
G
F
9. un rou
13 c t
p
In ion s
a
t
9.
14 erfa l D
ec
c
I
9. nte e A om
15 r v
na p
Le iew lys osit
io
is
ss s
n
9.
on
16
s
Le
M
et
9.
ar
17 ric
ne
d
N sa
Pr
9. on
nd
oc
18 -f
K
es
O unc ey
s
bs
9.
tio
Pe
1 9 er
n
O vat al R rfor
r
9.
m
i
20 gan on equ an
ire ce
Pr iza
m
ob tio
I
en ndi
9.
n
le
21
M
ts ca
m
An tor
Tr od
Pr
ac eli
9.
al s
o
ng
22 ce
ys
ki
ng
is
Pr s s
9.
ot M o
2 3 ot
d
R ypi elin
9. eq ng
g
24 ui
r
e
R
9. isk me
25
An nts
R
oo aly Wo
t C sis rk
9.
sh
26
au
op
Sc
se
s
9.
An
27 ena
al
ri
S
ys
9. co o s
is
28 pe an
S
M dU
o
9. e q
29 u e de se
lin C
n
S
as
9. tat c e g
es
D
30 e
i
D
a
St
g
ru iagr ram
c
9.
tu am
s
31
re
s
d
S
W
9. urv
al
32
ey
kt
SW /Q
hr
9.
ou
u
33 OT es
gh
tio
U
A
n
n
9. se
34 r S aly nai
Ve to sis re
nd ries
R
or
AC
As
I
se
St Ma
ss
ak tri
m
eh x
en
Va o l
t
d
ria er
n
Ba c e M a
se A n p
l
a
Si inin lys
gn g
is
of
C f
ov
er
R age
eq
ui Ma
Bu rem trix
si
ne ents
Pr ss
D
od
oc
R
e
u
uc
q
So t R ui me
ftw oa rem nta
t
Su are dm ent ion
a
s
/
p p Sy p
D
oc
st
le
em
Vi
m
um
e
si
on nta R
en
t
r y equ
D
R
eq oc
R
i
r
e
um eq
ui
m
Fe rem en uire en
a s en t
m ts
en Sp
ib
t
s
Pr ilit
ts
e
f
ob y A or
Sp cifi
V
le
na e n
ec cat
M m
io
ifi
oS or lysi do
ca n
r
C
V s
tio
Se
Ti oW isio
n
l
ec
m
tio
eb An n S
n
Vo ox aly tate
i
s
n
tin
m
g / is
en
g
Bu
C
t
dg
he
e
ck
tin
Fo list
g
rc s
e
Fi
el
d
An
al
ys
is

www.miroslawdabrowski.com

Business Analysis Planning & Monitoring

2.1.5 Plan Business Analysis Approach
2.2.5 Conduct Stakeholder Analysis

2.3.5 Plan Business Analysis Activities

2.4.5 Plan Business Analysis Communication
2.5.5 Plan Requirements Management Process
2.6.5 Manage Business Analysis Performance

Elicitation
3.1.5 Prepare for Elicitation

3.2.5 Conduct Elicitation Activity

3.3.5 Document Elicitation Results
3.4.5 Confirm Elicitation Results

Requirements Management & Communication

4.1.5 Manage Solution Scope & Requirements
4.2.5 Manage Requirements Traceability

4.3.5 Maintain Requirements for Re-use

4.4.5 Prepare Requirements Package
4.5.5 Communicate Requirements

Enterprise Analysis
5.1.5 Define Business Need
5.2.5 Assess Capability Gaps

5.3.5 Determine Solution Approach

5.4.5 Define Solution Scope
5.5.5 Define Business Case

Requirements Analysis
6.1.5 Prioritize Requirements
6.2.5 Organize Requirements

6.3.5 Specify and Model Requirements

6.4.5 Define Assumptions and Constraints
6.5.5 Verify Requirements
6.6.5 Validate Requirements

Solution Assessment and Validation

7.1.5 Assess Proposed Solution
7.2.5 Allocate Requirements

7.3.5 Assess Organizational Readiness

7.4.5 Define Transition Requirements
7.6.5 Evaluate Solution Performance
7.5.5 Validate Solution

Legend
Techniques recommeded by BABOK. Business analyst sholud have a working knowledge of these techniques.
Techniques recommeded by BABOK.

Techniques mentioned in BABOK Knowledge Areas, but not in Chapter 9 where all techniques are listed.

IIBA, the IIBA logo, BABOK and Business Analysis Body of

Knowledge are registered trademarks owned by International Institute
of Business Analysis.