Post on 20-Aug-2015
Copyright © 2009 Phil VincentFeel free to share this presentation as long as the copyright notice remains in place.
The views and opinions expressed within this presentation are those of the author, and do not necessarily represent the views and opinions held by the International Institute of Business Analysis®
IIBA®, the IIBA® logo, BABOK® and Business Analysis Body of Knowledge® are registered trademarks owned by International Institute of Business Analysis.
Phil Vincent & Associatesphil@birchisland.ca
A Guide to the Business Analysis
Body of Knowledge®
(BABOK® Guide)
Version 2.0
www.theiiba.org
What’s In It For You?
Presented by Phil Vincent, CBAP®, PMP®
IIBA ® Ottawa-Outaouais ChapterApril 29, 2009
The BABOK ® Guide 2.0 Purpose
Define the profession of
business analysisA globally recognized standard
A framework of generally
accepted tasks, techniques and
competenciesA common baseline vocabulary
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The BABOK ® Guide 2.0
3
“…generally accepted practices in use by a majority of business analysis practitioners.”
“…applicable in most contexts where business analysis is performed, most of the time.”
“…focused on individual initiatives rather than strategic or enterprise-wide business analysis.”
BABOK® Guide 2.0 pg 1-2
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4
“Business analysis is the set of tasks and techniques used to work as a liaison among stakeholders in order to understand the structure, policies and operations of an organization, and to recommend solutions that enable the organization to achieve its objectives.”
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BABOK® Guide 2.0 pg 3
5
A business analyst analyzes and synthesizes information provided by a large number of stakeholders to elicit actual needs, not simply expressed desires…
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BABOK® Guide 2.0 pg 3
Software Package Selection
Software Maintenance/ Enhancement
New Software Development
Process Improvement
Organizational Change
Feasibility Studies
Types of Business Analysis Initiatives
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History
IIBA fo
rmed in
Octo
ber 2003
BABOK ® G
uide 1.0 January 2005
BABOK ® Guide 1.4 O
ctober 2
005
BABOK ® Guide 1.6 (d
raft)
June
2006 BABOK ® Guide 1.6 (C
orrecte
d) Octo
ber
2008 BABOK ® Guide 2.0 M
arch
2009
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Knowledge AreasBusiness Analysis
Planning and Monitoring
Elicitation
UnderlyingCompetencies
RequirementsAnalysis
EnterpriseAnalysis
Solution Assessment and Validation
Requirements Management and
Communication
BABOK® Guide 2.0 pg 7
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Task
Knowledge Area
4..6 Input
Output
1..*
1..*Technique
1..*
0..*
Deliverable
0..*
0..*
KA specific
0..*
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ElementsStakeholders
1..*
1..*
Requirements are the only output produced by more than one task
TechniquesAcceptance and evaluation criteria definitionBenchmarkingBrainstormingBusiness rules analysisData dictionary and glossaryData flow diagramsData modelingDecision analysisDocument analysisEstimationFocus groupsFunctional decompositionInterface analysisInterviewsLessons learned processMetrics and key performance indicatorsNon-functional requirements analysis
ObservationOrganization modelingProblem trackingProcess modelingPrototypingRequirements workshopsRisk analysisRoot cause analysisScenarios and use casesScope modelingSequence diagramsState diagramsStructured walkthroughSurvey/QuestionnaireSWOT AnalysisUser storiesVendor Assessment
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Communication
skills
TeachingWritten
Oral
Underlying Competencies
Interaction skills
FacilitationLeadershipInfluencingNegotiationTeamwork
Software applications
Modeling and drawing tools
Office productivity
Analytical thinking and
problem solving
Creative thinkingDecision making
LearningProblem solving
Systems thinking
Behavioural characteristics
Personal organization
EthicsTrustworthiness
Business knowledge
Business principles and practices
Industry knowledgeOrganization knowledge
Solution knowledge
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A Business Analyst….
Normally performs most of the tasks
Normally performs some of the techniques
Is familiar with all of the tasks and techniques
Demonstrates proficiency with the underlying competencies
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An Organization…
Expects business analysts to perform these tasks using these techniques
Expects business analysts to apply these competencies
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14
Requirements
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A Requirement is:
1. A condition or capability needed by a stakeholder to solve a problem or achieve an objective.
2. A condition or capability that must be met by a solution or solution component to satisfy a contract, standard, specification or other formally imposed documents.
3. A documented representation of a condition or capability as in (1) or (2).
BABOK® 2.0 pg 4-5
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Broadest Possible Interpretation
“A requirement could be unstated, implied, derived from other requirements, or explicitly stated and managed…
…could include past, present and future capabilities or conditions of the enterprise…
… descriptions of organizational structures, roles, policies, processes, rules and information systems.”
BABOK® 2.0 pg 516Copyright © 2009 Phil Vincent
Feel free to share this presentation, as long as this copyright notice remains in place
Requirements TypesBusiness Analysis
Planning and Monitoring
Elicitation
UnderlyingCompetencies
RequirementsAnalysis
EnterpriseAnalysis
Solution Assessment and Validation
Requirements Management and
Communication
StakeholderRequiremen
ts
SolutionRequiremen
ts
TransitionRequiremen
ts
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Business Requiremen
ts
18
The Knowledge Areas
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2. Business Analysis Planning and Monitoring
2.1Plan Business
Analysis Approach
2.3Plan BA Activities
2.5Plan Req’ts Mgt.
Process
2.6Manage BA Performance
2.4Plan BA
Communication
2.2Conduct
Stakeholder Analysis
Tasks
*Business Analysis
Performance Metrics
5.1
Business Need
Enterprise Architecture
Expert Judgment
Organizational Process Assets
Inputs
2.1
Business Analysis
Approach
2.2
Stakeholder List, Roles, and Responsibilities
BA Process Assets
Outputs
2.3
Business Analysis Plan(s)
2.4
BA Communication
Plan
2.5
Requirements Management
Plan
2.6
BA Performance Assesment
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2.6
BABOK® Guide 2.0 pg 17
3. Elicitation
5.5
Business Case
5.1
Business Need
Inputs
Organizational Process Assets
2.5
Requirements Management
Plan
5.4
Solution Scope
2.2
Stakeholder List, Roles andResponsibilities
3.2
Elicitation Results
3.1
Scheduled Resources
3.3, 3.4
Stakeholder Concerns
Outputs
3.1
Supporting Materials
3.1Prepare for Elicitation
3.3Document Elicitation
Results
3.4Confirm Elicitation
Results
3.2Conduct Elicitation
Activity
Tasks
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BABOK® Guide 2.0 pg 54
4. Requirements Management and Communication
2.4
BA Communication
Plan
Organizational Process Assets
Inputs
2.5
Requirements Management
Plan
5.4
Solution Scope
2.2
Stakeholder List, Roles andResponsibilities
4.1
Requirements[Approved]
4.5
Requirements[Communicated]
4.3
Requirements[Maintained &
Reusable]
Outputs
4.2
Requirements[Traced]
4.1Manage Solution Scope and Req’ts
4.3Maintain Req’ts
for Re-use
4.4Prepare Req’ts
Package
4.2Manage Req’ts
Traceability
Tasks
4.5Communicate Requirements
4.4
RequirementsPackage
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*Requirements
BABOK® Guide 2.0 pg 63
5. Enterprise Analysis
6.4
Assumptions and Constraints
Organizational Process Assets
Inputs
3.3
Requirements[Stated]
Business Goals and Objectives
Enterprise Architecture
3.3
Stakeholder Concerns
5.5
Business Case
5.1
Business Need
5.2
Required Capabilities
Outputs
5.3
Solution Approach
5.1Define
Business Need
5.3Determine
Solution Approach
5.4Define
Solution Scope
5.2Assess
Capability Gaps
Tasks
5.5Define
Business Case
5.4
Solution Scope
7.6
Solution Performance Assessment
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BABOK® Guide 2.0 pg 81
6. Requirements Analysis
5.5
Business Case
Organizational Process Assets
Inputs
2.5
RequirementsManagement
Plan
2.2
Stakeholder List, Roles and Responsibilities
6.4
Assumptions and Constraints
6.2
Requirements Structure
6.1
Requirements[Prioritized]
Outputs
6.6
Requirements[Validated]
6.1Prioritize
Requirements
6.3Specify and Model
Requirements
6.4Define
Assumptions and Constraints
6.2Organize
Requirements
Tasks
6.5Verify
Requirements
6.5
Requirements[Verified]
3.3
Stakeholder Concerns
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*Requirements
5.1
Business Need
5.4
Solution Scope
6.6Validate
Requirements
6.3
Stakeholder or Solution
Requirements
23
BABOK® Guide 2.0 pg 99
7. Solution Assessment and Validation
6.4
Assumptions and Constraints
Inputs
7.6
Solution Performance Assessment
EnterpriseArchitecture
3.3
Stakeholder Concerns
7.1
Assessment of Proposed Solution
7.5
Identified Defects
7.5
Mitigating Actions
Outputs
7.3
Organizational Readiness
Assessment
7.1Assess Proposed
Solution
7.3Assess Org.Readiness
7.4Define Transition
Requirements
7.2Allocate
Requirements
Tasks
7.5Validate Solution
7.4
Transition Requirements
Solution Performance
Metrics
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*Requirements
Solution[Constructed, Deployed or Designed]
SolutionOption(s)
5.4
Solution Scope
7.6Evaluate Solution
Performance
7.2
Requirements[Allocated]
7.6
Solution Validation
Assessment
BABOK® Guide 2.0 pg 121
BABOK® Guide 2.0 Summary
Business Analysis Planning and Monitoring 6 tasks 35 pagesElicitation 4 tasks 9 pagesRequirements Management and Communication 5 tasks 17 pages Enterprise Analysis 5 tasks 16 pagesRequirements Analysis 6 tasks 21 pagesSolution Assessment and Validation 6 tasks 19 pages
32 tasks 117 pages
Underlying Concepts 6 concepts 14 pagesTechniques 34 techniques 66 pages
Glossary 226 terms 12 pages
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26
Major Changes from
the BABOK® Guide 1.6
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27
A Guide to the Business Analysis
Body of Knowledge®
(BABOK® Guide)
Version 2.0
www.theiiba.org
The new BABOK® Guide v2.0 “reflects” business analysis, it does not prescribe it
Copyright © 2009 Phil Vincent Feel free to share this presentation, as long as this copyright notice remains in place
Ensure that solutions truly add value to the organization
Individual business analysis
initiatives, not strategic business analysis
28
A Guide to the Business Analysis
Body of Knowledge®
(BABOK® Guide)
Version 2.0
www.theiiba.org
Business architecture
is out
Less IT-focused
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Requirements types
29
A Guide to the Business Analysis
Body of Knowledge®
(BABOK® Guide)
Version 2.0
www.theiiba.org
Definition of a
requirement
Broadest possible
interpretation of a what a
requirement is
Requirements are
“reusable assets”
Traceability is optional
Prioritization is not
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30
A Guide to the Business Analysis
Body of Knowledge®
(BABOK® Guide)
Version 2.0
www.theiiba.org
Plan-driven and change-driven
project life cycles
Interaction with other stakeholders
like project managers and testers
Business analysis
includes work before and after
a “project”
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31
A Guide to the Business Analysis
Body of Knowledge®
(BABOK® Guide)
Version 2.0
www.theiiba.org
Fewer “document
s”Techniques
are separate from tasks
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32
A Guide to the Business Analysis
Body of Knowledge®
(BABOK® Guide)
Version 2.0
www.theiiba.org
Underlying Competencies
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Thanks!
If you have any further questions or comments, or for more information, please contact
Phil Vincentphil@birchisland.ca