BABOK ETables v1.0

BABOK eTables
Enhanced Tables to Help you Study

for CCBA™ and CBAP® Exams
Includes
KAT Acronyms
& Mnemonics
Yaaqub Mohamed (Yamo), CBAP

www.facebook.com/thebacoach www.twitter.com/thebacoach
© Copyright 2013 – The BA Coach Inc. All Rights Reserved

www.thebacoach.com
Helping Business Analysis Practitioners Advance Their Careers
Helping Business Analysis Practitioners Advance Their Careers BABOK V2.0 e-Tables
Thank You!
Thank you for purchasing the BABOK eTables (as part of The Ultimate BABOK® Kit) by The BA Coach Inc. We hope that these eTables will help you
demystify the BABOK and help you in preparing for the CCBA and CBAP exams.
To find out more about the industry leading products and services from TheBACoach™ please visit our website www.thebacoach.com.
Published By,
The BA Coach Inc.
5631 Steeles Ave, Unit #3, Box 146,
Toronto, Ontario, Canada, M1V 5P6
www.thebacoach.com
Copyright Notice
Copyright 2013 by The BA Coach Inc. All rights reserved. No part of this eTables may be reproduced, stored, or transmitted, in any form or by any
means, without the prior written permission of the publisher.
First Edition, Feb 2013
IIBA®, the IIBA® logo, BABOK® and Business Analysis Body of Knowledge® are registered trademarks owned by International Institute of Business
Analysis. CBAP® is a registered certification mark owned by International Institute of Business Analysis. Certified Business Analysis Professional, EEP
and the EEP logo are trademarks owned by International Institute of Business Analysis.
TheBACoach™, ExamCoach™, and KAT Tales™ are registered trademarks of The BA Coach Inc.
Thanks for Your Support
BABOK eTables – Part of The Ultimate BABOK Kit. 1

© Copyright 2013 – The BA Coach Inc. All Rights Reserved – www.thebacoach.com
Take Your Prep to the Next Level

Chapter 2 – BA Planning & Monitoring
Task Overview Inputs Elements Techniques Stakeholders Outputs

2.1 P
lan Business ONE Plan vs Change driven General Techniques Customer, Domain Business analysis
appraoch SME approach
Analysis Approach 1. Timing End User, Supplier
Organizational Decision analysis (9.8)
process assets 2. Formality and detail Process modeling (9.21) Implementation SME Tasks Using This
A SACred RooM Need (Business) (5.1) 3. Requirements Structured walkthrough (9.30) Project Manager
Expert judgment prioritization Tester Plan BA Activities (2.3)
– Select an approach for 4. Change management Regulator Plan Req Mgt. Process (2.5)
business analysis 5. Planning process Sponsor
– Involve key stakeholders 6. Communication with
to discuss and determine stakeholders
approach 7. Req analysis & mgmt tools
– Rationale for using a given 8. Project complexity
approach.
2.2 Conduct Stakeholder ONE 1. Identification General Techniques Domain SME Stakeholder list, roles &
2. Complexity of stakeholder Implementation SME responsibilities
Analysis group Project Manager
Organizational Acceptance & evaluation
process assets 3. Attitude and influence criteria (9.1) Tester Tasks Using This
A SACred RooM Need (Business) (5.1) 4. Authority levels for BA Brainstorming (9.3) Regulator
Enterprise work Interviews (9.14) Sponsor Plan BA Activities (2.3)
– Identify stakeholders who are Architecture Organizational modeling (9.19) Plan BA Communication (2.4)
affected (different from the E Process modeling (9.21) Prepare for Elicitation (3.1)
– Analyze their influence and in 2.1) Requirements workshops Manage Solution Scope and
authority regarding review, (9.23) Requirements (4.1)
approval and using of the Risk analysis (9.24) Prioritize Requirements (6.1)
deliverables. Scenarios & use cases (9.26)
Scope modeling (9.27)
Survey / questionnaire (9.31)
User Stories (9.33)
Special Techniques
RACI matrix
Stakeholder map


2.3 Plan BA Activities SOAP 1. Geographic distribution General Techniques Customer, Domain BA Plan(s)
2. Type of project/initiative SME
Stakeholder list, 3. BA deliverables Estimation (9.10) End User, Supplier Implicit input to all tasks
A SACred RooM roles, & resp (2.2) 4. Determine BA activities Functional decomposition (9.12) Implementation SME
Organizational Risk analysis (9.24) Operational Support Tasks Using This
– Identifies the activities and process assets Project Manager
deliverables Approach (BA) (2.1) Tester Plan BA Communication (2.4)
– The effort to perform the work Performance Sponsor Plan Requirements
and the management tools to Assessment (BA) Management Process (2.5)
measure progress (2.6) Manage BA Performance
(2.6)
Tasks Managed Using This
– All tasks from the rest of

the Knowledge areas.
2.4 P
lan BA A POrSche 1. Geography General Techniques Customer, Domain BA communication plan
2. Culture SME
Communication Approach (BA) (2.1) 3. Project type End User, Supplier
Prepare requirement Tasks Using This
Plan(s) (BA) (2.3) 4. Communication frequency package(4.4) Implementation SME Prepare Requirements
A SACred RooM Organizational 5. Communication formality Communicate requirements Operational Support Package (4.4)
process assets (4.5) Project Manager Communicate Requirements
– Describe structure Stakeholder list, Communication skills (8.4) Tester (4.5)
and schedule for BA roles, & resp (2.2) Structured walkthrough (9.30) Regulator
communications. Sponsor
– Organize activities to set
expectations for BA work,
meetings, walkthroughs and
other communications.


2.5 P
lan Req. Mgmt. OPAl 1. Repository General Techniques Domain SME, End Requirements
2. Traceability User Management Plan
Process Organizational 3. Select requirement Implementation SME
Decision analysis (9.8)
process assets attributes Problem tracking (9.20) Operational Support Tasks Using This
A SACred RooM Plan(s) (BA) (2.3) 4. Requirements Risk analysis (9.24) Project Manager Manage BA Performance
Approach (BA)(2.1) prioritization Tester (2.6)
Define the process to ap-prove 5. Change management Sponsor Conduct Elicitation Activity
requirements and manage 6. Tailoring requirements (3.2)
change to the solution or mgmt process Manage Solution Scope and
requirement scope. Requirements (4.1)
Manage Requirements
Traceability (4.2)
Prioritize Requirements (6.1)
2.6 M
anage BA PROPose 1. Performance measures General Domain SME, End BA Performance
2. Performance reporting User Assessment
Performance Performance metrics 3. Preventative & corrective Implementation SME
Interviews (9.14)
(BA)(all tasks) action Lessons learned process (9.15) Operational Support BA Process Assets
A SACred RooM Requirements mgmt Metrics & KPI (9.16) Tester
plan (2.5) Problem tracking (9.20) Project Manager Tasks Using This
Manage the performance of BA Organizational Process modeling (9.21) Sponsor
activities and ensure that they performance Survey/questionnaire (9.31) Plan BA Activities (2.3) – use
are executed effectively. standards Root cause analysis (9.25) BA Performance Assessment
Plan(s) (BA) (2.3) Survey / questionnaire (9.31)
BA Process Assets help in
Special Techniques revision of “Org Process
Assets”
Variance Analysis

Chapter 3 – Elicitation

3.1 P
repare for S2CaN 1. Clarify the specific scope General Techniques All Stakeholders Scheduled Resources
and gathers any necessary depending on the
Elicitation Solution Scope (5.4) supporting materials. requirements of the
Brainstorming(9.3) Supporting Materials
Stakeholder 2. Schedule all resources Document Analysis (9.9) elicitation activity
PC DisC List, Roles, and (people, facilities, Focus Groups (9.11)
Responsibilities (2.2) equipment). Interface Analysis (9.13) Project Manager
Ensure needed resources are Case Business (5.5) 3. Notify plan Interviews (9.14) Tasks Using This
organized and scheduled Need Business (5.1) Observation (9.18) Conduct Elicitation
Prototyping (9.22) Activity (3.2)
Requirements Workshops
(9.23)
Survey/Questionnaire (9.31)
3.2 C
onduct Elicitation CORNS3 1. Tracing requirements: General Techniques Customer, Domain Elicitation Results
2. Capturing requirement SME, End User,
Activity Case Business (5.5) attributes Supplier and Sponsor
Brainstorming (9.3) Tasks Using This
Organizational 3. Metrics Document Analysis (9.9) Implementation
PC DisC process assets Focus Groups (9.11) SME, Operational Document Elicitation Results
Requirements Interface Analysis (9.13) Support, Project (3.3)
Meet with stakeholder(s) to Management Plan Interviews (9.14) Manager, Supplier
elicit information regarding their (2.5) Observation (9.18) and Tester
needs. Need (Business) (5.1) Prototyping (9.22) Regulator
Scheduled Resources Requirements Workshops
(3.1) (9.23)
Supporting Materials Survey/Questionnaire (9.31)
(3.1)
Solution Scope (5.4) Data Dictionary and Glossary
(9.5)


3.3 D
ocument Elicitation Er 1. Written documents General Techniques Business Analyst Requirements [Stated]
2. Visual or audio recordings
Results Elicitation Results 3. Whiteboards Brainstorming (9.3) Stakeholder Concerns
(3.2) Document Analysis (9.9)
PC DisC Focus Groups (9.11) Tasks Using This
Interface Analysis (9.13)
– Record the information Interviews (9.14) Requirements [Stated]
provided by stakeholders for Observation (9.18)
O/P is used by
use in analysis. Problem Tracking (9.20)
– Produce a summary of the Prototyping (9.22)
Confirm Elicitation Results
output from the event, Requirements Workshops
(3.4)
including issues. (9.23)
Define Business Need (5.1)
Survey/Questionnaire (9.31)
Specify and Model
Requirements (6.3)
Define Transition
Requirements (7.4)
Stakeholder Concerns O/P

is used by
Confirm Elicitation Results

(3.4)
Define Business Case (5.5)
Define Assumptions and
Constraints (6.5)
Assess Org. Readiness (7.3)


3.4 C
onfirm Elicitation S.R. Corresponds with the General Techniques Any stakeholder who Requirements [Stated,
unique aspects of confirming has participated Confirmed]
Results Stakeholder the elicitation results of in other elicitation
Interviews (9.14)
Concerns Interview and Observation Observation (9.18) tasks Stakeholder Concerns
PC DisC [Unconfirmed] (3.3) techniques. [Confirmed]
Requirements
– Ensure that the analyst’s [Stated,
Tasks Using This
understanding conforms to Unconfirmed] (3.3)
the actual intentions of the
Requirements [Stated,
stakeholder.
– Validate that the stated
Confirmed] used by
requirements expressed by
Define Business Need (5.1)
the stakeholder match the
stakeholder’s understanding
Specify and Model
of the problem and the
Requirements (6.3)
stakeholder’s needs.
Define Transition
Requirements (7.4)
Stakeholder Concerns
used by

Define Assumptions and
Constraints (6.5)
Assess Org. Readiness (7.3)

Chapter 4 –Requirements Management & Communication

4.1 M
anage Solution uSSR2 1. Solution Scope General Techniques Domain SME Requirements [Approved]
Management Implementation SME
Scope & Solution Scope (5.4) 2. Conflict and Issue Project Manager
Problem Tracking (9.20) Tasks Using This
Requirements Stakeholder Management Sponsor
List, Roles, and 3. Presenting Requirements Special Techniques Maintain Requirements for
STaR PC Responsibilities (2.2) For Review Re-use (4.3)
Stakeholder, 4. Approval Baselining Assess Proposed Solution
Obtain and maintain consensus Solution, or Signoff (7.1)
among key stakeholders Transition Allocate Requirements (7.2)
Requirements
[Communicated or
Traced] (4.2, 4.5)
Requirements
Management Plan
(2.5)
4.2 Manage RR 1. Relationships General Techniques Implementation SME Requirements [Traced]

Project Manager
Requirements Tester
Requirements ((CaN
CaN SaVE
SaVE – None Tasks Using This
Traceability Requirements
Management Plan Manage Solution Scope and
– Cover, Necessity, Subset, Special Techniques
STaR PC (2.5) Requirements (4.1)
Value, Effort)
2. Impact Analysis Coverage Matrix
Create and maintain 3. Configuration
relationships between business Management System
objectives, requirements, other
team deliverables, and solution
components

Chapter 4 –Requirements Management & Communication

4.3 Maintain ROpe 1. Ongoing Requirements General Techniques Business Analyst Requirements
2. Satisfied Requirements Domain SME [Maintained & Reusable]
Requirements for Requirements Implementation SME
– None!
Re-use Organizational Output Used by
process assets Enterprise Architecture
STaR PC Future Initiatives
– Manage knowledge of
requirements following their
implementation
– Identify requirements that
are candidates for long-term
usage by the organization
4.4 Prepare ROCkS 1. Work Products and General Techniques: Domain SMEs and Requirements Package
Deliverables End User
Requirements Requirements 2. Format Implementation SME
None from the general Tasks Using This
Package Organizational 3. Additional considerations techniques in BABOK (Chapter 9). Project Manager
process assets (TOC, Categories, Revision Tester Communicate Requirements
STaR PC Communication Plan Log) Special Techniques: Regulator (4.5)
(BA) (2.4) Sponsor
Select and structure a set of Structure Requirements Documentation
requirements in a way so as to Requirements (6.2) (BRD, SRS, Product Roadmap,
ensure that the requirements Vision Document)
are effectively communicated Requirements for Vendor
to, understood by, and usable by Selection (RFI, RFP and RFQ)
a stakeholder group(s)
4.5 Communicate Review on PC 1. General Communication General Techniques All Requirements
2. Presentations [Communicated]
Requirements Requirements Requirements Workshops
Package (9.23) Tasks Using This
STaR PC Requirements (4.4) Structured Walkthrough (9.30)
Communication Plan Manage Solution Scope and
To bring stakeholders to a (BA) (2.4) Requirements (4.1)
common understanding of
requirements

Chapter 5 – Enterprise Analysis

5.1 D
efine Business BeeR 1. Business Goals and General Techniques Customer or Supplier Business Need
Objectives Domain SME and
Need Business Goals and 2. Business Problem or End User
Benchmarking (9.2 Tasks Using This
objectives Opportunity Brainstorming (9.3) Implementation SME
Need Gap shirt And Requirements Stated 3. Desired Outcome Business Rules Analysis (9.4) Regulator Plan BA Approach (2.1)
SuitCase [3.3] Focus Groups (9.11) Sponsor Conduct Stakeholder Analysis
Functional Decomposition (2.2)
Identify and define why a (Note B used for (9.12) Prepare for Elicitation (3.1)
change to organizational Business Goals and Root Cause Analysis (9.25) Conduct Elicitation Activity
systems or capabilities is Objectives – only in (3.2)
required this task for EA) Assess Capability Gaps (5.2)
Determine Solution
Approach (5.3)
Define Solution Scope (5.4)
Verify Requirements (6.5)
Requirements Management
and Communication
5.2 A
ssess Capability NEar Spa 1. Current Capability Analysis General Techniques Customer and Required Capabilities
2. Assessment of New Supplier
Gaps Need (Business) (5.1) Capability Requirements Document Analysis (9.9) Tasks Using This
Enterprise 3. Assumptions SWOT Analysis (9.32) Domain SME
Need Gap shirt And Architecture End User Determine Solution
SuitCase Solution Implementation SME Approach (5.3)
Performance And Define Solution Scope (5.4)
To identify new capabilities Assessment (7.6) Sponsor Prioritize Requirements (6.1)
required by the enterprise to Verify Requirements (6.5)
meet the business need Requirements Management
and Communication


5.3 D
etermine Solution ROB 1. Alternative Generation General Techniques Customer, Domain Solution Approach
2. Assumptions and SME, End User and
Approach Required Capabilities constraints Supplier
Benchmarking (9.2: Tasks Using This
(5.2) 3. Ranking and Selection of Brainstorming (9.3) Implementation SME
Need Gap shirt And Organizational approaches Decision Analysis (9.8) Sponsor Define Solution Scope (5.4)
SuitCase Process Assets Estimation (9.10)
Business Need (5.1) Special Techniques SWOT Analysis (9.32)
To determine the most viable
solution approach to meet the (**Note B used for Feasibility Analysis
business need in enough detail Business Need)
5.4 D
efine Solution BARS 1. Solution Scope Definition General Techniques Domain SME Solution Scope
2. Implementation Approach Implementation SME
Scope Business Need (5.1) 3. Dependencies Project Manager
Functional Decomposition Tasks Using This
Assumptions and (9.12) Sponsor
Need Gap Shirt And Constraints (6.4) Prepare for Elicitation (3.1)
SuitCase Required Capabilities Interface Analysis (9.13): Conduct Elicitation Activity
(5.2) (3.2)
To define which new capabilities Solution Approach Scope Modeling (9.27): Define Business Case (5.5)
a project or iteration will deliver. (5.3) User Stories (9.33): Prioritize Requirements (6.1)
Organize Requirements (6.2)
(**Note B used for Special Techniques Verify Requirements (6.5)
Business Need) Allocate Requirements (7.2)
Problem or Vision Statement Assess Organizational
Readiness (7.3)
Requirements Management
and Communication


5.5 D
efine Business BASs Steak Benefits General Techniques Domain SME Business Case
Costs Implementation SME
Case Business Need (5.1) Risk Assessment Project Manager
Decision Analysis (9.8) Tasks Using This
Assumptions and Results Measurement Estimation (9.10) Sponsor
Need Gap Shirt And Constraints (6.4) Metrics and Key Performance Prepare for Elicitation (3.1)
SuitCase Solution Scope(5.4) Indicators (9.16) Conduct Elicitation Activity
Stakeholder Risk Analysis (9.24) (3.2)
To determine if an organization Concerns (3.3) SWOT Analysis (9.32) Prioritize Requirements (6.1)
can justify the investment (**Note B used for Vendor Assessment (9.34) Verify Requirements (6.5)
required to deliver a proposed Business Need) Validate Requirements (6.6)
solution. Requirements Management
and Communication

Chapter 6 – Requirements Analysis

6.1 P
rioritize Basis for Prioritization
Need 2 CaR2S General Techniques Domain SME Requirements [Prioritized]
(Biz Value, Biz / Tech Risks, Implementation SME
Requirements Need (Business) (5.1) Impl Diff, likelihood of Project Manager
Decision Analysis (9.8) Tasks Using This
Case (Business) (5.5) success, Compliance, SH Risk Analysis (9.24) Sponsor
PrO and SAVVy Requirements agreement, Urgency) Assess Proposed Solution
analysis Requirements Challenges Special Techniques 7.1)
Management Plan Allocate Requirements (7.2)
Ensures that analysis and (2.5) MoSCoW Analysis Validate Solution (7.5)
implementation efforts focus on Stakeholder Timeboxing/Budgeting (All In, Requirements Management
the most critical requirements. List, Roles and All Out and Selective) and Communication
Responsibilities (2.2) Voting
6.2 O
rganize ROpeS Guidelines General Techniques Domain SME, Requirements Structure
Levels of Abstraction End User,
Requirements Requirements Model Selection Implementation
Business Rules Analysis (9.4): Tasks Using This
[Stated] Data Flow Diagrams (9.6): SME, and Sponsor
PrO and SAVVy Organizational Data Modeling (9.7): Project Manager Prepare Requirements
analysis process assets Functional Decomposition Package (4.4)
Solution Scope (5.4) (9.12): Specify and Model
To create a set of views of Organization Modeling (9.19): Requirements (6.3)
the that are comprehensive, Process Modeling (9.21):
complete, consistent, and Scenarios and Use Cases
understood from all stakeholder (9.26):
perspectives Scope Modeling (9.27):
User Stories (9.33):


6.3 S pecify and Model RR 1. Text General Techniques Any stakeholder Stakeholder or Solution
2. Matrix Documentation Requirements OR
Requirements Requirements 3. Models Acceptance and Evaluation Requirements [Analyzed]
[Stated] (3.3) 4. Capture Requirements Criteria Definition (9.1)
PrO and SAVVy Requirements Attributes Business Rules Analysis (9.4) Tasks Using This
analysis [Structure] (6.2) 5. Improvement Data Dictionary and Glossary
Opportunities (9.5) Prioritize Requirements (6.1)
– Analyze expressed stakeholder Data Flow Diagrams (9.6) Verify Requirements (6.5)
desires and/or the current Data Modeling (9.7) Requirements Management
state of the organization Functional Decomposition (9.12) and Communication
using a combination of Interface Analysis (9.13)
textual statements, matrices, Metrics and Key Performance
diagrams and formal models. Indicators (9.16)
Non-functional Requirements
– Analyze the functioning of Analysis (9.17)
an organization and provide Organization Modeling (9.19)
insight into opportunities for Process Modeling (9.21)
improvement. Prototyping (9.22)
Scenarios and Use Cases (9.26)
Sequence Diagrams (9.28)
State Diagrams (9.29)
User Stories (9.33)
6.4 D
efine Assumptions Steak 1. Assumptions General Techniques Implementation SME Assumptions and
2. Business Constraints Project Manager Constraints
and Constraints Stakeholder 3. Technical Constraints All stakeholders
Problem Tracking (9.20)
Concerns (3.3) Risk Analysis (9.24) Tasks Using This
PrO and SAVVy
analysis Define Solution Scope (5.4)
Identify factors other than Assess Proposed Solution
requirements that may affect (7.1)
which solutions are viable. Requirements Management
and Communication


6.5 Verify Requirements Right 1. Characteristics of General Techniques All stakeholders Requirements [Verified]
Requirements Quality:
Requirements [Any Acceptance and Evaluation Tasks Using This
PrO and SAVVy Except Stated] TUMs
TUMs44Cold
Cold&&Flu
Flu Criteria Definition (9.1)
analysis Problem Tracking (9.20) Validate Requirements (6.6)
– (Testable, Unambiguous, Requirements Management
Ensure that requirements Modifiable, Correct, Structured Walkthrough (9.30) and Communication
specifications and models meet Cohesive, Consistent,
the necessary standard of Complete & Feasible) Special Techniques
quality 2. Verification Activities
Checklists
6.6 Validate CaRs 1. Identify Assumptions General Techniques All stakeholders Requirements [Validated]
2. Define Measurable
Requirements Case Business (5.5) Evaluation Criteria Acceptance and Evaluation Tasks Using This
Requirements 3. Determine Business Value Criteria Definition (9.1)
PrO and SAVVy [Verified] 4. Determine Dependencies Metrics and Key Performance Validate Solution (7.5)
analysis (Stakeholder, for Benefits realization Indicators (9.16) Requirements Management
Solution, or 5. Evaluate Alignment Prototyping (9.22) and Communication
Ensure that all requirements Transition) (6.5) with Business Case and Risk Analysis (9.24)
support the delivery of value Opportunity Cost Structured Walkthrough (9.30)
to the business, fulfill its goals
and objectives, and meet a
stakeholder need.

Chapter 7 – Solution Assessment & Validation

7.1 A
ssess Proposed RAckS 1. Ranking of Solution General Techniques Domain SME Assessment of Proposed
Options Implementation SME Solution
Solution Requirements 2. Identification of Additional Acceptance and Evaluation Operations Support
[Prioritized and Potential Capabilities Criteria Definition (9.1) Project Manager Output used by
PARTy for ViPs Approved] (4.1, 6.1) Decision Analysis (9.8) Supplier
Assumptions and Vendor Assessment (9.34) Sponsor Solution Selection or Design
– Determine how closely they Constraints (6.4)
meet stakeholder and solution Solution Option(s)
requirements
– Determine which solution
delivers the greatest
business value (from a set of
alternatives).
7.2 Allocate ReeSeS 1. Solution Components General Techniques Customers and Requirements [Allocated]
2. Release Planning Suppliers
Requirements Requirements Domain SME
Acceptance & evaluation Tasks Using This
[Prioritized and criteria (9.1) End User
PARTy for ViPs Approved] (4.1, 6.1) Business Rules Analysis (9.4) Implementation SME Requirements Management
Solution [Designed] Decision Analysis (9.8) Operational Support and Communication
– Allocate stakeholder and Solution Scope (5.4) Functional Decomposition Project Manager
solution requirements among (9.12) Tester Output Used by
solution components and Process Modeling (9.21) Sponsor
releases Scenarios and Use Cases (9.26) Solution Selection or Design


7.3 Assess S3Ea 1. Cultural Assessment General Techniques Domain SME Organizational Readiness
2. Operational or Technical Implementation SME Assessment
Organizational Solution Scope (5.4) Assessment Operational Support
Acceptance and Evaluation
Readiness Solution [Designed] 3. Stakeholder Impact Criteria Definition (9.1) Project Manager Tasks Using This
Stakeholder Analysis Data Flow Diagrams (9.6) and Sponsor
PARTy for ViPs Concerns (3.3) Process Models (9.21) Define Transition
Enterprise Requirements (7.4)
– Describes the effect a new Architecture Focus Groups (9.11),
solution will have on an Interviews (9.14) and Survey/
organization and whether the Questionnaire (9.31)
organization is prepared for
the organizational change that Organization Modeling (9.19)
the solution implementation Problem Tracking (9.20)
will cause. Risk Analysis (9.24)
SWOT Analysis (9.32)
Special Techniques
Force Field Analysis

7.4 D
efine Transition S2ORe 1. Data General Techniques Customer, Domain Transition Requirements
2. Ongoing Work SME
Requirements Solution [Deployed] 3. Organizational Change End User
Business Rules Analysis (9.4) Tasks Using This
Solution [Designed] Data Flow Diagrams (9.6) Implementation SME
PARTy for ViPs Organizational Process Modeling (9.21) and Operational Support Prioritize Requirements (6.1)
Readiness Organization Modeling (9.19) Project Manager Verify Requirements (6.5)
– To define requirements Assessment (7.3) Data Modeling (9.7) Tester Requirements Management
for capabilities needed to Requirements Regulator and Communication
transition from an existing [Stated] (3.3) Sponsor
solution to a new solution.
– These requirements cease to
be relevant once the existing
solution is eliminated.


7.5 Validate Solution S.R. 1. Investigate Defective General Techniques Domain SME, End SIM
Solution Outputs User
Solution 2. Assess Defects and Issues Acceptance and Evaluation Implementation SME Solution Validation
PARTy for ViPs [Constructed] Operational Support
Criteria Definition (9.1) Assessment
Requirements Problem Tracking (9.20) Project Manager
– Validate that a solution meets
[Prioritized and Root Cause Analysis (9.25) Tester Identified Defects
the business need
Validated] (4.1, 6.6) Regulator
– Determine the most
Sponsor Mitigating Actions
appropriate response to
identified defects.
Tasks Using This
Evaluate Solution
Performance (7.6) – Uses
Identified Defects
(The other two) Outputs

Used by
Solution Implementation
7.6 E valuate Solution BIS2cuit 1. Understand Value General Customer, Domain Solution Performance
Delivered By Solution SME, and Supplier: Assessment
Performance Business 2. Validate Solution Metrics End User
Decision Analysis (9.8)
Requirements: 3. Solution Replacement or Focus Groups (9.11) Operations Support Tasks Using This
PARTy for ViPs Identified Defects Elimination Observation (9.18) Survey/ Regulator
(7.5) questionnaire (9.31) Sponsor Assess Capability Gaps (5.2)
– Investigate how a solution Solution
is actually used after it is Performance Metrics
deployed, and assessing the Solution [Deployed]
effect it has had, both positive
and negative.

Chapter 8 – Underlying Competencies
Competency Overview Purpose Effectiveness Measures

8.1 A
nalytical Thinking and CD LiPS – successful generation and productive consideration of new ideas.
– application of new ideas to resolve existing problems.
Problem Solving Creative thinking: – Willingness of stakeholders to accept new approaches.
– generate new ideas for approaches to problem solving
reative Thinking
C
– generating alternative solutions
Decision Making
Learning Decision Making: – confidence in the decision-analysis process
Problem Solving – understand the criteria involved in making a decision – new information or alternatives are genuinely new
Systems Thinking – making decisions – decisions are effective in addressing the underlying problem.
– assist others to make better decisions. – the impact of uncertainty and new information when making
decisions
B2ASIC
Learning: – a greement by stakeholders that analysis models effectively and
– learning about business domains and how they function completely describe the domain.
– translate that learning into an understanding of how to – identification of related problems or issues from multiple areas in
benefit an organization. the domain.
– rapid absorption of new information or new domains.
Problem Solving: – confidence of the participants in the problem-solving process
– define and solve problems in order to ensure that the real, – new solution options can be evaluated effectively using the
underlying problem is understood and solved problem solving framework.
Systems Thinking: – understanding of how a change to a component affects the
– understanding how the people, processes and technology system as a whole.
interact in relationships and patterns to create a system as a – Identification of reinforcing and compensating feedback loops.
whole. – understanding of how systems adapt to external pressures and
changes.


8.2 Behavioral Characteristics PET – ability to find information.
– regular on-time completion of tasks
Ethics Personal Organization: – efficiency in the completion of work
Personal Organization – ability to effectively manage tasks and information. – ability to easily identify all outstanding work and the status of
Trustworthiness tasks
Ethics: –d ecisions are made with due consideration to the interests of all
B2ASIC – ethical behavior in order to earn the trust and respect of stakeholders.
stakeholders – r easons for a decision are clearly articulated and understood.
– recognize when a proposed solution or requirement may –p rompt and full disclosure of potential conflicts of interest.
present ethical difficulties. –h onesty regarding one’s abilities, his/her performance and
accepting responsibility for failures or errors.
Trustworthiness : – s takeholders involving the business analyst in decision-making.
– earning the trust of key stakeholders to ensure that the – s takeholder acceptance of the business analyst’s
business analyst is able to elicit requirements around recommendations.
sensitive issues –w illingness of stakeholders to discuss difficult or controversial
– ensure that recommendations are evaluated properly. topics with the business analyst.
–w illingness of stakeholders to support or defend the business
analyst when problems occur.


8.3 Business Knowledge BIOS – understanding of various business environments, operations,
process and practices
Business Principles and Practises Business Principles and Practises: – understanding of relevant regulatory, compliance, and
Industry Knowledge – understanding of fundamental business principles and best governance frameworks.
Organization knowledge practices, in order to ensure that they are incorporated into – understanding of auditing and security issues.
Solution knowledge and supported by solutions.
Industry Knowledge: –u nderstanding of industry related material and keeps abreast of
B2ASIC – understanding of the industry that their organization in what is taking place in the industry .
order to understand new challenges that may be posed – a bility to identify key trends shaping the industry.
by competitive moves, and which solutions have proven – k nowledge of major competitors and partners for the
effective elsewhere. organization, major customer segments, common products and
product types, and sources of information about the industry,
including relevant trade organizations or journals.
–u nderstanding of industry-specific resource and process
documents, standard processes and methodologies, and
regulatory environment.
Organization knowledge: – understanding of terminology or jargon used in the organization,
– understanding of the organization for which analysis is being products or services offered by the organization.
performed. – ability to identify subject matter experts in the organization.
– organizational relationships and politics.
Solution knowledge: – reduced time or cost to implement a required change.
– ability to use understanding of existing solutions in order – shortened time on requirements analysis and/or solution design.
to identify the most effective means of implementing a – understanding when a larger change is justified based on
change. business benefit and how additional capabilities can be deployed
to provide business value.


8.4 Communication Skills TOW – verifying that learners have acquired information that has been
imparted to them.
Oral Communication Teaching: – ability of learners to use new skills or demonstrate new
Teaching – ability to ensure that business analysts can effectively knowledge.
Written Communications communicate issues and requirements
– ability to ensure that the information communicated is
understood and retained.
B2ASIC
Oral communication: – e ffectively paraphrasing statements to ensure understanding.
– ability to effectively express ideas in ways that are – e ffectively facilitating sessions, ensuring success through
appropriate to the target audience. preparedness and co-ordination.
–d eveloping and delivering powerful presentations
– c an communicate the criticality or urgency of a situation in a
calm, rational manner with proposed solutions.
Written communication: – effective written communication skills can be demonstrated
– ability to accurately document elicitation results, through:
requirements, and other information for which medium-to- – ability to adjust the style of writing for the needs of the audience.
long term records are required. – proper use of grammar and style.
– appropriate choice of words.
– ability of the reader to paraphrase and describe the content of
the written communication.


8.5 Interaction Skills LiFT – reduced resistance to necessary changes.
– team members and stakeholders demonstrating a willingness to
Facilitation and Negotiation Leadership and influencing: set aside personal objectives when necessary.
Leadership and influencing – effectiveness with formal and informal leadership roles, in – articulation of a clear and inspiring vision of a desired future
Teamwork order to guide others investigating requirements state.
– ability to encourage stakeholder support for a necessary
change.
B2ASIC
Facilitation and Negotiation: – e nsuring that participants in a discussion correctly understand
– ability to facilitate interactions between stakeholders in one another’s positions.
order to help them resolve disagreements regarding the –u se of meeting management skills and tools, different negotiation
priority and nature of requirements. styles
–p reventing discussions from being side-tracked onto irrelevant
topics.
– identifying common areas of agreement, important issues.
–u nderstanding and considering all parties’ interests, motivations
and objectives, political implications in conflicts and negotiates in
a politically sensitive manner and impact of time and timing on
negotiations.
– e ncouraging stakeholders to reach win/win outcomes on a
regular basis.
Teamwork: – fostering a collaborative working environment.
– ability to work closely with other team members to – effective resolution of conflict.
effectively support their work so that solutions can be – developing trust among team members.
effectively implemented. – support among the team for shared high standards of
achievement.
– team members have a shared sense of ownership of the team
goals.


8.6 Software applications SG – ability to apply an understanding of one tool to other similar
tools.
General purpose applications Specialized applications : – able to identify major requirements and business analysis related
Specialized applications – ability to use modeling tools to support the development tools in the marketplace and describe how they are used in any
of formal models, and in some cases, their validation and given situation.
implementation as well. – understands and is able to use most of the major features of the
B2ASIC tool.
– able to use the tools to complete requirements-related activities
more rapidly than is possible without them.
– able to track changes to the requirements made through the
tools.
General purpose applications: – a bility to apply an understanding of one tool to other similar
– usage of office productivity applications for documentation tools.
and tracking of requirements. – a ble to identify major tools in the marketplace and describe how
they are used in any given situation.
–u nderstands and is able to use most of the major features of the
tool.
– a ble to use the tools to complete requirements-related activities
more rapidly than is possible without them.
– a ble to track changes to the requirements made through the
tools.

Chapter 9 – Techniques
Task You Will Use it To…

Technique Overview Elements Pros Cons
(Task  Verb  Usage )
9.1 Acceptance 2.2 Conduct Identify which stakeholders have sufficient – T estability: Break – Useful in Agile –M
ay express
Stakeholder authority to accept or reject the solution the requirements contractual
and Evaluation Analysis down into an – Necessary when obligations
Criteria 6.3 Specify and Model Ensure that the specification and modeling of atomic the requirements
Definition Requirements requirements are acceptable express contractual – M
ay be difficult to
–D
etermine Ranking obligations change for legal or
– To define the 6.5 Verify Ensure that requirements are stated clearly and Scoring political reasons
requirements that must Requirements enough to devise a set of tests that can prove that
be met in order for a the requirement has been met
solution to be considered 6.6 Validate Validate the quality metrics that must be met to
acceptable to key Requirements achieve acceptance by a stakeholder
stakeholders
7.1 Assess Proposed Make sure that the requirements are expressed
– Acceptance Criteria Solution in the form of acceptance criteria when assessing
= minimal set of proposed solutions
requirements 7.2 Allocate Define a minimal set of acceptance criteria that
Requirements may need to be met by a particular release
– Evaluation Criteria = 7.3 Assess Org Align the criteria to reflect the solution
set of requirements to Readiness performance levels
choose between > 1
7.5 Validate Solution Establish a requirements set that the solution
solution
must meet in order to be considered valid


9.2 Benchmarking 5.1 Define Business Understand what competing organizations and – Identify the area to – Information about – T ime consuming
Need peers are doing be studied new and different
– To compare the strengths methods, ideas, –O
rganizations
and weaknesses of an – Identify and tools may not have
organization against its 5.3 Determine Solution Identify solution approaches that have proven organizations that the expertise
peers Approach effective in other organizations are leaders in the to conduct the
sector analysis
– Focused on strategies,
operations and processes. – Conduct a survey –C
annot produce
innovative
–A
rrange for visits solutions, the
technique is based
–D
evelop a project on ‘reproducing’
proposal to solutions
implement the
best practices
9.3 Brainstorming 2.2 Conduct Assist in identifying needs and requirements that –P
repare for – Many ideas in a –D
ependent on
Stakeholder lead to possible stakeholders or brainstorm to brainstorming short time period. participants’
– Produce numerous new Analysis create a list of potential stakeholders – Non-judgmental creativity and
ideas 3.1 Prepare for Create a listing of possible stakeholder roles – S ession: Record – Useful during willingness to
Elicitation ideas, encourage a workshop to participate.
– Foster creative thinking creativity reduce tension –O
rganizational
3.2 Conduct Elicitation Elicit stakeholders needs
about a problem. between and interpersonal
Activity
–W
rap-up: At participants politics may also
3.3 Document Produce the necessary documentation the end, create limit participation.
Elicitation Needs (a brainstormed list of ideas). consolidated –G
roup participants
5.1 Define Business Generate insights and options list of ideas, use must agree to
Need evaluation criteria avoid debating the
and rate them. ideas raised during
5.3Determine Solution Generate alternatives
Circulate final list brainstorming.
Approach


9.4 Business Rules 5.1 Define Business Pick out changes in the policies that guide the –O
perative Rules – Allows changes –M
ay lead to
Need organization towards achieving its goals and (Matter of policy) to policy without contrasting and
Analysis objectives altering processes. conflicting rules
– Structured Rules if not analysed
– To define the rules that
(Guidance and – Makes assessment effectively.
govern decisions in an
inference from of business rules
organization
6.2 Organize Separate Business rules from other requirements data) easier.
– Define, constrain, enable Requirements for implementation and manage them in a
business rules engine or similar device
6.3 Specify and Model Document rules/policy requirements
Requirements
7.2 Allocate Manage and monitor business rules by a software
Requirements application
7.4 Define Transition Define additional business rules that may be used
Requirements to assist in migrating data, or to manage work
migrated from the existing solution


9.5 Data dictionary 3.2 Conduct Elicitation Employ key domain terms while conducting –G
lossary: terms – Ensures
Activity elicitation activities unique to the agreement, format
and glossary domain and content
– To define key terms
–D
ata Dictionary:
and data relevant to a
standard
business domain
6.3 Specify or Model Define data elements and terms unique to definitions of data
Requirements domain elements, their
meanings, and
allowable values.
è Primitive Data
Elements (Name,
Aliases, Value/
Meanings,
Description)
è Composite
data elements
(Sequences,
Repititions, Opt
Elements)
9.6 D
ata Flow 6.2 Organize Decompose functions that modifies the data – E xternal Entities – Easy to understand – C
annot easily show
Requirements into lower levels until the system is sufficiently –D ata Store – A discovery who is responsible
Diagrams described. –D ata Process technique for for performing the
6.3 Specify and Model Model how information flows through a system –D ata Flow processes and data work.
– To show how information
requirements – Used as analysis
is input, processed,
tool –C annot show
stored, and output 7.3 Organizational Identify the differences between the existing and alternative paths
Readiness new solutions (activities and stakeholders). through the same
Assessment process.
7.4 To Define Identify the differences between the existing and
Transition new solutions
Requirements


9.7 Data Modeling 6.2 Organize Describe the concepts and relationships relevant –C
oncept – Offers flexibility –C
an be complex
Requirements to the solution or business domain –A
ttributes and difficult to
– To describe the concepts 6.3 Specify and Model Describe the concepts and relationships –R
elationship – Consistent understand
relevant to a domain, the Requirements specifically –M
etadata modeling approach
relationships between 7.4 Define Transition Compare physical data models of the existing and
those concepts, and – Accuracy in
Requirements new solutions
information associated development of
with them models
9.8 Decision Analysis 2.1 Plan BA Approach Rate available methodologies against the –O utcomes – Provides an – Requires
organizational needs and objectives. (Financial Analysis effective technique specialized
– To support decision- 2.5 Plan requirements Assess the possible value delivered by a change and Non-Financial to determine the knowledge and
making during complex, Management and assess areas of uncertainty Outcomes) expected value skills
difficult, or uncertain Process – Uncertainty of an alternative
situations – T rade-offs scenario –R esults of may be
5.3 Determine Solution Rank and select possible solution approaches treated as more
Approach – Provides certain than they
5.5 Define Business Compares the costs of implementing a solution quantitative actually are
Case against the benefits measures
6.1 Prioritize Identify high-value requirements
Requirements
7.1 Assess Proposed Support the assessment and ranking of solution
Solution options.
7.2 Allocate Estimate the value associated with different
Requirements allocation decisions and optimize those decisions
7.6 Solution Determine the financial impact of the solution
Performance
Assessment


9.9 Document 3.1 Prepare For Identify available documentation –P reparation – L everaging – Limited to “as-is”
Elicitation –D ocument Review existing materials
Analysis – Wrap-up to discover – Existing
3.2 Conduct Elicitation Review existing documentation requirements documentation
– To elicit requirements Activity may not be up-to-
by studying available
3.3 Document Produce a report of findings –N
ot starting from date or valid
documentation on
Elicitation Results scratch
existing and comparable
– Time-consuming
solutions 5.2 Assess Capability Understand the current state of the enterprise –O
ne way to
Gaps cross-check
requirements
9.10 Estimation 2.3 Plan BA Activities Produce an overall assessment of the amount of –A
nalogous – Helps stakeholders – Stakeholders
business analysis work required. Estimation take better frequently treat
– To forecast the cost and 5.3 Determine Solution Develop initial cost comparisons of possible decisions based on estimates as
effort involved in pursuing Approach solution approaches – Parametric the forecast commitments
a course of action Estimation
–A
re often
–B
ottom-up altered to match
Estimation the desires
of influential
5.5 Define Business Forecast the size of the investment required
–R
olling Wave stakeholders
Case
– T hree-point
Estimation
–H
istoric Analysis
– E xpert Judgment
–D
elphi Estimation


9.11 Focus Groups 3.1 Prepare for Establish ground rules for elicitation –P
reparation – Saves time and –P
articipants may
Elicitation cost as compared be unwilling to
– To elicit ideas and –R
un The Focus to conducting discuss sensitive or
attitudes about a specific Group Session individual personal topics
3.2 Conduct Elicitation Elicit information regarding stakeholders’ needs interviews
product, service or
Activity centered around focus groups –P
roduce Report –D
ata collected may
opportunity
– Effective for not be consistent
learning people’s
3.3 Document Record, collect and structure the results of a focus
attitudes, –M
ay not be
Elicitation Results group
experiences and productive in case
desires. of homogeneous
5.1 Define Business Identify and discuss problems groups
Need – Creates a
collaborative –R
equires presence
environment of a skilled
7.3 Assess Org Assist with identifying stakeholder concerns or moderator
Readiness issues
–M
ay be difficult to
schedule
7.6 Evaluate Solution Gain a detailed qualitative understanding of the
Performance value of a solution to a group of stakeholders –N
ot an effective
way for evaluating
usability


9.12 Functional 2.3 Plan BA Activities Facilitate an understanding of the work at a –H
igh-level – Creates a – T here is no way to
sufficient level of detail to enable estimation of functions of an conceptual model be certain that all
Decomposition tasks organization or of the work components have
5.1 Assess Capability Convert business goals into achievable objectives solution been captured
– To decompose processes,
Gaps and measures – A consistent view
functional areas, or
–D
ecomposition of of the scope of the –M
ay create an
deliverables into their 5.4 Define Solution Understand the scope of work and to break the those into smaller effort inappropriate
component parts Scope solution scope into smaller work products or pieces structure that
– Allow each part to be deliverables – Assists with impedes analysis,
analyzed independently 6.2 Organize Break down an organizational unit, product scope, estimation if not decomposed
Requirements or similar into its component parts fully
6.3 Specify and model Facilitate an understanding of the work at a
requirements sufficient level
7.2 Allocate Break down solution scope into smaller
Requirements components for allocation
9.13 Interface 3.1 Prepare for Clarify the specific scope for the selected –P
repare for – Provides an early, –D
oes not provide
Elicitation elicitation technique and gather any necessary Interface high-level view of insight into other
Analysis supporting materials Identification inter-operability for aspects of the
3.2 Conduct Elicitation Elicit information about how the interfaces will planning solution
– To identify interfaces
Activity interact –C
onduct Interface
between solutions and/or
Identification
solution components 3.3 Document Produce a report of the findings
Elicitation Results –D
efine interfaces
– Define requirements that 5.4 Define Solution Depict the scope of work to integrate the
describe how they will Scope new solution into the business and technical
interact environments.
6.3 Specify and Model Analyse current state and future state interactions
Requirements between interfaces


9.14 Interviews 2.2 Conduct Identify other stakeholders –P
repare For The – Establish –N
ot an ideal
Stakeholder Interview rapport with the means of reaching
– To elicit information Analysis stakeholder consensus across a
2.6 Manage BA Gather assessments of business analysis –C
onduct The group
– Two basic types of Performance performance Interview – Simple, direct
interviews- structured technique – Requires
and unstructured 3.1 Prepare for Establish Ground Rules –P
ost Interview commitment and
Elicitation Follow-Up And – Enables involvement of the
Confirmation observations participants.
3.2 Conduct Elicitation Meet with stakeholder(s) to elicit information of non-verbal
Activity regarding their needs behavior. –R
equires training
for conducting
3.3 Document Document the results of interviews – Focused through effective interviews
Elicitation the use of clear
Requirements objectives –D
epth of follow-up
questions may be
3.4 Confirm Elicitation Confirm the results of elicitation
– Allows limited
Results
interviewees to
express opinions in – C
an be complex
7.3 Assess Identify stakeholder concerns or issues
private and expensive
Organizational
Readiness
–R
isk of
unintentionally
leading the
interviewee.


9.15 Lessons Learned 2.6 Manage BA Identify changes to business analysis processes –R eview of elements – U
seful for – Risk of participants
Performance and deliverables that can be incorporated into such as- identifying blaming each other
Process future work opportunities
BA Activities for process – Honest discussion
– To compile and document
BA Deliverables improvement may not happen
successes, opportunities
Final Product
for improvement, failures
BA Process –C an help build
Technology used/not team morale
used
Managerial concerns
Variances
Corrective /
Preventive action


9.16 Metrics and Key 2.6 Manage BA Determine what metrics are appropriate for – Indicator: – Allows –R
isk of collecting
Performance assessing business analysis performance and how An indicator stakeholders to excessive data,
Performance they may be tracked identifies a understand the more than needed
Indicators specific numerical extent to which a
measurement for solution meets an –W
hen metrics are
– To measure the a goal, impact, objective used to assess
performance of solutions, 5.5 Define Business Support benefit management, measurement and output, activity, or performance, the
solution components, and Case reporting, including where realignment of internal input. – Facilitate individuals being
other matters of interest measures or systems is needed to ensure that the (Good – Clear, organizational measured are likely
to stakeholders behaviors we are seeking can be seen, evaluated, Relevant, alignment, linking to act to increase
and realized Economical, goals to objectives, their performance
Adequate and supporting on those metrics,
6.3 Specify and Model Trace Requirements and prioritize requirements
Quantifiable) solutions, even if this causes
Requirements
underlying tasks, suboptimal
–M
etrics: Metrics and resources performance on
are quantifiable other activities
levels of indicators
6.6 Validate Select appropriate performance measures for a that are measured
Requirements solution, solution component, or requirement at a specified point
in time.
– S tructure:
Establishing a
monitoring and
evaluation system
–R
eporting:
Compare the
baseline, current
metrics and target
metrics


9.17 Non-functional 6.3 Specify and Model Describe non-functional requirements –C
ategory – Success in meeting –D
ifficult to define
Requirements non-functional as compared
Requirements – Measurement requirements to functional
Analysis will have a strong requirements
–D
ocumentation influence on
– To describe the required whether or not a – If overly stringent,
qualities of a system, system is accepted project costs can
such as its usability by its users be hugely affected
and performance
characteristics
– Supplement the
documentation of
functional requirements,
which describe the
behavior of the system
9.18 Observation 3.1 Prepare for Establish Ground Rules –P
repare for – Provides realistic –O
nly possible for
Elicitation Observation and practical existing processes
– To elicit requirements by 3.2 Conduct Elicitation Meet with stakeholder(s) to elicit information insight into the
conducting an assessment Activity regarding their needs – Observe business –C
ould be time-
of the stakeholder’s work consuming
environment – Conduct – Elicits details
3.3 Document Document the results of observation
observation of informal –M
ay be disruptive
Elicitation
– Appropriate when communication
Requirements
documenting details –P
ost Observation –U
nusual exceptions
about current processes 3.4 Confirm Elicitation Validate that the stated requirements expressed Wrap-Up – may not occur
or if the project is Results by the stakeholder match the stakeholder’s Documentation during observation
intended to enhance or understanding of the problem and the And Confirmation
change a current process stakeholder’s needs –M
ay not well work
7.6 Evaluate Solution Reveal uses or problems that are not being if the current
– Passive / Invisible & Performance reported process involves
Active / Visible a high level of
intellectual activity


9.19 Organization 2.2 Conduct Assess to determine if the organizational units or – O
rganizational – One of the few – Is not the
Stakeholder people listed have any unique needs and interests Purpose and types of models technique itself
Modeling Analysis that should be considered Structure any organization is
6.2 Organize Describe the various organizational units, almost certain to – Informal lines
– To describe the roles,
Requirements stakeholders, and their relationships to structure – Roles have defined. of authority and
responsibilities and
requirements / group. communication
reporting structures
– Interfaces that are not
that exist within an 6.3 Specify and Model Model organizational elements reflected in the
organization Requirements –O
rg Charts org chart are
almost certain to
7.3 Assess Identify stakeholders or stakeholder groups that
exist within the
Organizational may be impacted by the new solution
organization
Readiness
7.4 Define Transition Identify the differences between the existing and –O
rganizational
Requirements new solutions redesigns require
significant
executive support


9.20 Problem 2.5 Plan Requirements Track possible changes and ensure that a decision –P
roblem Record –P
rovides an – The list could
Management is reached organized method become outdated
Tracking Process – Problem for tracking and and irrelevant
2.6 Manage BA Track issues that occur during the performance of Management resolving risks,
– To provide an organized
Performance business analysis for later resolution issues and defects – If key team
approach to tracking,
=Metrics members are not
management, and 3.3 Document Elicitation may produce issues that need to be
–P
rovides a available on a
resolution of defects, Elicitation Results tracked to resolution
mechanism to regular basis, it
issues, problems, and 4.1 Manage Solution Allow the business analyst to manage any issues communicate ceases to be of use
risks Scope and identified with requirements by stakeholders and problems across
Requirements ensure that those issues are resolved the team – Under strict
6.4 Define Identify , review and manage assumptions and deadlines, problem
Assumptions and constraints –H
elps to maintain management may
Constraints focus on open become a lower
problems until they priority
6.5 Verify Ensure that any problems identified during
are resolved
Requirements verification are resolved
7.3 Assess Org Ensure that issues identified by the organizational
Readinesss readiness assessment are resolved
7.5 Validate Solution Track identified defects to ensure that they are
resolved.


9.21 Process 2.1 Plan BA Approach Define and document the business analysis –N
otation Elements – Most stakeholders –C
an become
approach. (Activities, are comfortable extremely complex
Modeling Decisions, Events, with the basic and unwieldy if not
2.2 Conduct Be a source for identifying additional
etc.) elements of and structured carefully
– To understand how work Stakeholder stakeholders, since related processes may be
concepts behind a
that involves multiple Analysis affected
– Process process model –P
roblems in a
roles and departments is 2.6 Manage BA Define business analysis processes and Improvements process cannot
performed Performance understand how to improve those processes – Are effective at always be
to reduce problems from handoffs, improve showing how identified by
cycle times, or alter how business analysis to handle a looking at the
work is performed to support improvements in large number of model. It is
downstream processes scenarios and usually necessary
6.2 Organize Organize requirements around relevant processes parallel branches. to engage
Requirements stakeholders
– Likely to have value directly to find
6.3 Specify and Model Describe processes and action flows in their own right, problems they
Requirements as they will be have encountered
7.2 Allocate Allocate different activities of process models to used by business while working with
Requirements different roles, or outsourced to a supplier stakeholders a process
for training and
7.4 Define Transition Identify the differences between the existing and co-ordination of
Requirements new solutions activities.


9.22 Prototyping 3.1 Prepare for Establish Ground Rules –P
repare For – Supports users –C
an take
Elicitation Prototyping who are more considerable time
– To detail user interface comfortable and if the process gets
requirements and – Prototype effective at articu- bogged down by
integrates them with lating their needs the “how’s” rather
other requirements such – E valuate The by using pictures, than “what’s”
as use cases, scenarios, 3.2 Conduct Elicitation Meet with stakeholder(s) to elicit information Prototype as prototyping lets
data and business rules Activity regarding their needs. them “see” the –A
ssumptions about
future system’s the underlying
– Stakeholders often interface technology may
find prototyping to be – A prototype al- need to be made
a concrete means of lows for early user in order to initiate
identifying, describing 3.3 Document Document results of implementation of the interaction and prototyping
and validating their Elicitation prototype. The results of elicitation may undergo feedback.
Requirements requirements analysis directly though, without – A throw-away pro- –M
ay lead users to
interface needs
the need for an intermediate step to document totype can be an in- develop unrealistic
them. expensive means to expectations
Two ways:
quickly uncover and regarding the
– Functional scope
6.3 Specify and Model Use prototypes to specify and model confirm a variety of delivered system’s
(horizontal and vertical)
Requirements requirements requirements
– Usage throughout SDLC
– A vertical proto- –U
sers may focus
type can demon- on the design
strate what is fea- specifications
sible with existing of the solution
6.6 Validate Gain user agreement with the proposed solution technology rather than the
Requirements – An evolutionary / requirements that
functional proto-
any solution must
type provides a
address. This can,
vehicle for design-
in turn, constrain
ers and developers
the solution design
to learn about the
users’ interface
needs and to
evolve system
requirements


9.23 Requirements 2.2 Conduct Ask participants if they can suggest other –P
repare for the – Can be a means – Stakeholder
Stakeholder stakeholders Requirements to elicit detailed availability may
Workshop Analysis Workshop requirements in make it difficult
3.1 Prepare for Establish Ground Rules a relatively short to schedule the
– To capture requirements
Elicitation –C
onduct the period of time. requirements
in a structured way
Requirements workshop.
3.2 Conduct Elicitation Meet with stakeholder(s) to elicit information Workshop – Provides a means
– May be used to scope,
Activity regarding their needs for stakeholders – T he success of
discover, define, prioritize
–P
ost Requirements to collaborate, the requirements
and reach closure on
3.3 Document Document the results of elicitation. These results Workshop Wrap- make decisions workshop is highly
requirements for the
Elicitation may undergo requirements analysis directly, Up and gain a mutual dependent on
target system
Requirements without the need for an intermediate step to understanding of the expertise of
document them requirements the facilitator and
knowledge of the
4.5 Communicate Present as part of a requirements workshop to
– Costs are often participants
Requirements familiarize all parties with the existing solution
lower than the
scope and the current requirements
cost of performing – Involves too many
multiple interviews participants can
slow down the
workshop process


9.24 Risk Analysis 2.2 Conduct Assess the risks to the initiative that may result – Risk Tolerance – Enables an – The number of
Stakeholder from stakeholder attitudes or the ability of key (Risk-Aversion, organization to possible risks to
– To identify and manage Analysis stakeholders to participate in the initiative Neutrality and Risk- prepare for the risk most initiatives
areas of uncertainty that 2.3 Plan BA Activities Identify risks that might impact the business Seeking) materializing can easily become
can impact an initiative, analysis plan(s) unmanageably
solution, or organization – Assessment large.
2.5 Plan Requirements Identify possible risks associated with the
Management change management process and possible risks
– Involves understanding – Response – It may only
Process associated with making or choosing not to make
the risk tolerance levels (+ve è Acceptance, be possible to
the change
of the organization, Transfer, manage a subset of
assessing risks, and 5.5 Define Business Assess potential risks that may impact the Avoidance, potential risks.
identifying responses Case solution and the costs and benefits associated Mitigation
with it – ve è Share, – As risks are
6.1 Prioritize Prioritize based on the requirements that are Enhance, & Exploit) inherently
Requirements considered risky uncertain, it may
prove difficult to
6.4 Define Assess the risk (both positive and negative) if
usefully estimate
Assumptions and an assumption proves invalid, or a constraint is
the impact of the
Constraints removed
risks
6.6 Validate Identify possible scenarios that would alter the
Requirements value delivered by a requirement
7.3 Assess Assess potential problems that are identified
Organizational during the organizational readiness assessment,
Readiness determine which possible problems are the most
important to deal with, and develop a mitigation
strategy


9.25 Root Cause 2.6 Manage BA Help identify the underlying cause of failures or – T he Fishbone – Provides a –W
orks best when
Performance difficulties in accomplishing business analysis Diagram structured method someone who has
Analysis work to identify the root formal training
5.1 Define Business Determine the underlying source of a problem – F ive Whys causes of identified or extensive
– To determine the
Need problems experience
underlying source of a
facilitates a team
problem 7.5 Validate Solution Ensure that the underlying reason for a defect of experts.
is identified, rather than simply correcting the
output –D
ifficult to remain
objective
9.26 Scenarios and 2.2 Conduct Identify stakeholder roles to map to actors – Name – Clarify scope –A
re not effective
Stakeholder and providing in all situations,
Use Cases Analysis – Actor(s) a high-level however many BAs
understanding of may be tempted to
– To describe how an actor
6.2 Organize Describe the requirements that support the –P
reconditions user behavioral use to capture all
interacts with a solution
requirements individual goals of each actor, or the response to goals, normal requirements
to accomplish one or
the triggering event. – F low of Events situations,
more of that actor’s goals,
alternatives or –D
o not support
or to respond to an event
6.3 Specify and Model Describe use cases –P
ost Conditions exception paths integration or
Requirements the discovery of
–R
elationships common elements
(a.k.a Stereotypes
7.2 Allocate Separate alternative flows from the base use case – Extend and –A
dditional analysis
Requirements and include in an extension to be moved into a Include) and design is
later release usually required
after use cases are
defined


9.27 Scope Modeling 2.2 Conduct Show stakeholders that fall outside the scope of –C
ontext Diagram – A scope model will –U
sually leaves
Stakeholder the solution but still interact with it in some way make it easier to much of the
– To describe the scope of Analysis – Events determine what detailed scope
analysis or the scope of a 5.4 Define Solution Identify appropriate boundaries for the solution should be included still needing to be
solution Scope scope – Features and excluded in/ investigated and
from the scope detailed
6.2 Organize Organize requirements based on the solution –U
se Case Diagram for a solution,
requirements components they are related to even when new
–B
usiness Process requirements
are identified or
requirements
change
9.28 Sequence 6.3 Specify and Model Model the logic and flow of various scenarios – S hows instances – May be used in –M
ust be defined
Requirements showing the info passed of object with a object-oriented for each possible
Diagrams lifeline to indicate analysis to validate scenario. Strictly
when the object class diagrams speaking, a
– To model the logic of
is created and (described in sequence diagram
usage scenarios
destroyed. technique 9.7) requires a fully
against use cases defined class
– Shows the information
– T he earliest events (technique 9.26), or model (see Data
passed
at the top &later to show the timing Model)
events shown of interactions
further down. between entities
–O
nly specifies the
ordering of events
and not the exact
timing


9.29 State Diagrams 6.3 Specify and Model Describe the behaviour of and states of an entity – States – Often uncovers –M ay lead to
Requirements or object w.r.t the actions and responses missing data, unintentional
– To depict how the – T ransitions control and expansion of the
behavior of a concept, behavioral scope
entity or object changes requirements – E ach state (and
in response to events associated
– May be helpful to transitions) should
clarify confusing be validated with
or conflicting Domain SMEs to
requirements determine if it is
relevant to the
solution scope.
–R isk of modeling
of irrelevant states
from the domain
9.30 Structured 2.1 Plan BA Approach Validate a created, selected, or tailored business – Prerequisites – Promotes –C
an lead to
analysis approach requirements repeated revisions
Walkthrough
2.4 Plan BA Conduct each walkthrough and address the issues – Process discussion among if changes are not
Communication raised during the walkthrough must be included (Roles: Author, stakeholders carefully managed
– To communicate, verify
in the plan Scribe, Moderator, – Effective at –C
an result in a
and validate requirements
Peer & Reviewer) identifying possible lengthy approval
4.5 Communicate Review the requirements to be discussed ambiguities and process
Requirements –R
ules To Be communication
6.5 Verify Inspect requirements documentation to identify Followed During gaps
Requirements ambiguous or unclear requirements The Review
6.6 Validate Review meetings are conducted to confirm
Requirements whether the stakeholder agrees that their needs
are met


9.31 Survey/ 2.2 Conduct Identify shared characteristics of a stakeholder – Prepare – Closed-ended –O pen-ended
Stakeholder group surveysuseful to surveys require
Questionnaire Analysis –D
istribute the collect quantitative more analysis.
survey data for statistical – S pecialized skills
– To elicit information from
2.6 Manage BA Gather feedback from a large number of analysis in statistical
many people, sometimes
Performance stakeholders. –D
ocument Survey – Open-ended sampling methods
anonymously, in a
Results surveys may yield are needed for
relatively short period of
new insights achieving unbiased
time
3.1 Prepare for Gather necessary supporting information and opinions results
elicitation as compared to –A mbiguous
– Can collect information
other elicitation questions may be
about customers,
techniques. lead to blank or
products, work practices
3.2 Conduct Elicitation Elicit information regarding stakeholder needs. – Is typically not time incorrect answers
and attitudes
Activity consuming –M ay require follow
– Useful when up questions/
– Two types of questions
stakeholder in survey
(Closed & Open-Ended)
multiple location –N ot well suited
3.3 Document Collate and summarize the results of a survey
– Quick, inexpensive for collecting
elicitation needs
& provide large nr information on
of responses actual behavior
–R esponse rates
7.3 Assess Org Assist with identifying stakeholder concerns or are often too
Readiness issues low for statistical
significance. The
use of incentives
7.6 Evaluate Solution Enable gathering quantitative and qualitative or enforcement
Performance information from large numbers of stakeholders means may be
used to alleviate
this


9.32 SWOT Analysis 5.2 Assess Capabilities Identify how current capabilities and limitations –G
rid or matrix – Helps quick – Is a very high-level
Gaps (Strengths and Weaknesses) match up against the analysis of various view
– To quickly analyze various influencing factors (Opportunities and Threats) –B
rainstorming aspects of the –M ore detailed
aspects of the current 5.3 Determine Solution Compare possible approaches session current state of the analysis is almost
state of the business Approach organization and always needed
process undergoing –A
nalysis of the its environment
5.5 Define Business Demonstrate how the solution will help the
change results prior to identifying
Case organization maximize strengths and minimize potential solution
weaknesses – Brainstorms options
7.3 Assess Used to assess strategies developed to respond to potential solutions
Organizational identified issues. to solve the
Readiness problem
9.33 User Stories 2.2 Conduct Identifying actors and roles –A
ctor – Create an –M
ay not be the
Stakeholder environment best technique
– To describe briefly, Analysis –D
escription of customer for some
functionality that users ownership of environments
need from a solution to –B
enefit features and with regulatory
5.4 Define Solution Describe stakeholders and the goals the system
meet a business objective prioritizations restrictions
Scope supports and as such can also be used to define
– May eliminate or when an
the solution scope.
the need to organization
provide functional mandates
6.2 Organize Describe the stakeholder objectives that the requirements documentation
Requirements solution will support – Ensures that the –M
ay not be
value delivered by effective when
the story be clearly participants are
articulated not co-located
6.3 Specify and Model Describe capabilities of the solution
–D
oes not explicitly
Requirements
address how
to document
non-functional
requirements


9.34 Vendor 5.5 Define Business Assess the vendor in cases where purchase or –K
nowledge and – Reduces the risk –C an be time-
Case outsourcing to a third party is in consideration Expertise of the organization consuming
Assessment developing a
– L icensing and relationship with – S ome information
– To assess the ability of a
Pricing Models an unsuitable on vendors may
potential vendor to meet
vendor not be readily
commitments regarding a
7.1 Assess Proposed Ensure that all parties will be able to develop and – P roduct Reputation – Improves likelihood available.
product or service
Solution maintain a healthy working relationship (When an and Market of long-term
option is being provided in whole or in part by a Position satisfaction with –V endors with new
third party) the selected and innovative
– T erms and vendor products may score
Conditions poorly due to lack
of history
–V endor Experience
and Reputation
–V
endor Stability

BAPM - Chapter 2
About TheBACoach
A blog, podcast and learning portal run by BAs for BAs.
The BA Coach’s goal and mission is the pursuit of the advancement of business analysis. Besides being a learning and preparation portal of education,
there are free podcasts with interviews of expert BA practitioners, authors and industry thought leaders.
TheBACoach.com is a premier business analysis blog, podcast and learning portal. A world leader in CBAP/CCBA prep courses, The BA Coach brings
real innovative technology to learning –making study easy, fun and relevant to the business world.
It is currently the fastest growing BA blog and podcast with over 10,000 monthly listener, readers and followers. It is the most sought after blog and pod-
cast in the BA community. Apple Inc. currently ranks it as No. 1 business analysis podcast on the iTunes directory of podcasts.
In less than 2 years over 75,000 podcast episodes have been downloaded by BA practitioners in over 100 countries worldwide.
TheBACoach.com is an Endorsed Education Provider™ with the International Institute of Business Analysis (IIBA®), providing top-notch training and
educational services to business analysis practitioners from around the world.


BABOK ETables v1.0

Загружено:

Сведения о документе

Авторское право

Доступные форматы

Поделиться этим документом

Поделиться или встроить документ

Параметры публикации

Этот документ был вам полезен?

Это неприемлемый материал?

Авторское право:

Доступные форматы

BABOK ETables v1.0

Загружено:

Авторское право:

Доступные форматы

BABOK eTables

Enhanced Tables to Help you Study

Yaaqub Mohamed (Yamo), CBAP

© Copyright 2013 – The BA Coach Inc. All Rights Reserved

Thanks for Your Support

BABOK eTables – Part of The Ultimate BABOK Kit. 1

Take Your Prep to the Next Level

BABOK eTables – Part of The Ultimate BABOK Kit. 2

Task Overview Inputs Elements Techniques Stakeholders Outputs

BABOK eTables – Part of The Ultimate BABOK Kit. 3

Task Overview Inputs Elements Techniques Stakeholders Outputs

Tasks Managed Using This

– All tasks from the rest of

BABOK eTables – Part of The Ultimate BABOK Kit. 4

Task Overview Inputs Elements Techniques Stakeholders Outputs

BABOK eTables – Part of The Ultimate BABOK Kit. 5

Task Overview Inputs Elements Techniques Stakeholders Outputs

BABOK eTables – Part of The Ultimate BABOK Kit. 6

Task Overview Inputs Elements Techniques Stakeholders Outputs

Stakeholder Concerns O/P

Confirm Elicitation Results

BABOK eTables – Part of The Ultimate BABOK Kit. 7

Task Overview Inputs Elements Techniques Stakeholders Outputs

Define Business Case (5.5)

BABOK eTables – Part of The Ultimate BABOK Kit. 8

Task Overview Inputs Elements Techniques Stakeholders Outputs

4.2 Manage RR 1. Relationships General Techniques Implementation SME Requirements [Traced]

BABOK eTables – Part of The Ultimate BABOK Kit. 9

Task Overview Inputs Elements Techniques Stakeholders Outputs

BABOK eTables – Part of The Ultimate BABOK Kit. 10

Task Overview Inputs Elements Techniques Stakeholders Outputs

BABOK eTables – Part of The Ultimate BABOK Kit. 11

Task Overview Inputs Elements Techniques Stakeholders Outputs

BABOK eTables – Part of The Ultimate BABOK Kit. 12

Task Overview Inputs Elements Techniques Stakeholders Outputs

BABOK eTables – Part of The Ultimate BABOK Kit. 13

Task Overview Inputs Elements Techniques Stakeholders Outputs

BABOK eTables – Part of The Ultimate BABOK Kit. 14

Task Overview Inputs Elements Techniques Stakeholders Outputs

BABOK eTables – Part of The Ultimate BABOK Kit. 15

Task Overview Inputs Elements Techniques Stakeholders Outputs

BABOK eTables – Part of The Ultimate BABOK Kit. 16

Task Overview Inputs Elements Techniques Stakeholders Outputs

BABOK eTables – Part of The Ultimate BABOK Kit. 17

Task Overview Inputs Elements Techniques Stakeholders Outputs

Force Field Analysis

BABOK eTables – Part of The Ultimate BABOK Kit. 18

Task Overview Inputs Elements Techniques Stakeholders Outputs

(The other two) Outputs

BABOK eTables – Part of The Ultimate BABOK Kit. 19

Competency Overview Purpose Effectiveness Measures

BABOK eTables – Part of The Ultimate BABOK Kit. 20

Competency Overview Purpose Effectiveness Measures

BABOK eTables – Part of The Ultimate BABOK Kit. 21

Competency Overview Purpose Effectiveness Measures

BABOK eTables – Part of The Ultimate BABOK Kit. 22

Competency Overview Purpose Effectiveness Measures

BABOK eTables – Part of The Ultimate BABOK Kit. 23

Competency Overview Purpose Effectiveness Measures

BABOK eTables – Part of The Ultimate BABOK Kit. 24

Competency Overview Purpose Effectiveness Measures

BABOK eTables – Part of The Ultimate BABOK Kit. 25

Task You Will Use it To…

BABOK eTables – Part of The Ultimate BABOK Kit. 26

– All tasks from the rest of

4.2 Manage RR 1. Relationships General Techniques Implementation SME Requirements [Traced]