BABOK v 3 is Here BUSINESS ANALYSIS BODY

BABOK® v 3 is Here! BUSINESS ANALYSIS BODY OF KNOWLEDGE® VERSION 3. 0 IIBA DENVER | MAY 20, 2015 | KYM BYRON , MBA, CBAP, PMP, CSM, CSPO

What’s New/Different/Updated in 3. 0 • Key Concepts • Business Analysis Core Concept Model™ (BACCM™) • Perspectives • Updated Knowledge Areas • Updated Task Structure • Updated Underlying Competencies • New and updated Techniques

Key Concepts • Business Analysis Core Concept Model™ (BACCM™) • Key Terms • Requirements Classification Schema • Stakeholders • Requirements and Design

Business Analysis Core Concept Model™ • Change – the act of transformation in response to a need • Need – a problem or opportunity to be addressed • Solution – a specific way of satisfying a need(s) in a context • Stakeholder (same 11 as in v 2. 0) – a group or individual with a relationship to the change, the need, or the solution • Value – the worth, importance, or usefulness of something to a stakeholder within a context • Context – the circumstances that influence, are influenced by, and provide understanding of the change Within each KA description there are examples of how the core concepts may be used and/or applied during the tasks within the KA. If any of the core concepts experience a change, it should cause us to re-evaluate these core concepts and their relationships to value delivery.

Key Terms WHAT IS BUSINESS ANALYSIS? • Business analysis is the practice of enabling change in an enterprise by defining needs and recommending solutions that deliver value to stakeholders. WHO IS A BUSINESS ANALYST? • Any person performs business analysis tasks described in the BABOK® Guide, no matter their job title or organizational role.

Key Terms BUSINESS ANALYSIS INFORMATION • Broad and diverse sets of information that business analysts analyze, transform, and report. It is information of any kind – at any level of detail – that is used as an input to, or is an output of, business analysis work DESIGN • A design is a usable representation of a solution. Design focuses on understanding of value might be realized by a solution if it is built.

Key Terms ENTERPRISE • An enterprise is a system of one or more organizations and the solutions they use to pursue a shared set of common goals. ORGANIZATION • An autonomous group of people under the management of a single individual or board, that works toward common goals and objectives.

Key Terms PLAN • A plan is a proposal for doing or achieving something. Plans describe a set of events, the dependencies among the events, the expected sequence, the schedule, the results or outcomes, the materials or resources needed, and the stakeholders involved. REQUIREMENT • A requirement is a usable representation of a need.

Requirements Classification Schema • Business Requirements • Stakeholder Requirements • Solution Requirements • Functional Requirements • Non-Functional (or Quality of Service) Requirements • Transition Requirements

Stakeholders • Business Analyst • Customer • Domain SME • Sponsor • Project Manager • Operational Support • End User • Implementation SME • Tester • Supplier

Requirements and Design • Requirements focus on the need • Design focuses on the solution

Perspectives Used within business analysis work to provide focus to tasks and techniques specific to the context of the initiatives. Most initiatives are likely to engage one or more perspectives. • Agile • Business Intelligence • Information Technology • Business Architecture • Business Process Management

Perspectives Structure • Change Scope – what parts of the enterprise the change encompasses when viewed from this perspective and to what extent it impacts the objectives and operations of the enterprise. Also – type of problems solved, solutions considered, approach, and value • Business Analysis Scope – describes key stakeholders and the BA role within the initiative. Also defines likely outcomes of BA work • Methodologies, Approaches and Techniques – specific to those that are unique to each perspective • Underlying Competencies – those that are most prevalent to that perspective • Impact on Knowledge Areas– describes how knowledge areas are applied or modified. Also explains how specific activities within a perspective are mapped to tasks

Updated (from 2. 0) Task Structure V 2. 0 • Purpose V 3. 0 • Purpose • Description • Inputs • Elements • Techniques • Guidelines and Tools • Stakeholders • Techniques • Outputs • Stakeholders • Outputs

Knowledge Areas • Business Analysis Planning and Monitoring • Elicitation and Collaboration • Requirements Life Cycle Management • Strategy Analysis • Requirements Analysis and Design Definition • Solution Evaluation

Business Analysis Planning and Monitoring • Renamed Tasks • One new Task • Elements moved around within the KA Version 3 continues to address the BA role in defining the work and approach for the initiative.

Elicitation and Collaboration (2. 0 Elicitation) • More guidance for practitioners • Unplanned Elicitation • BA information referenced throughout (not just requirements as the object of elicitation • One renamed task • One new task The focus remains similar but has expanded to include the new topic of Collaboration.

Requirements Life Cycle Management (2. 0 Requirements Management and Communication) • Communication activities now in Elicitation and Collaboration KA • Requirements Business Analysis Information Updated to recognize the fact that requirements have their own life cycle and Requirements management is an ongoing activity.

Strategy Analysis (2. 0 Enterprise Analysis) • Expanded purpose and a new name • Strategy Analysis is broader Not only involves the upfront work, but current state research, defining the future (desired) state, developing the change strategy to achieve the desired business outcomes and assess the risks inherent in the change Strategy.

Requirements Analysis and Design Definition (2. 0 Requirements Analysis) • BAs have involvement with design activities • Incorporates Tasks from 2. 0 KA Solution Assessment and Validation Activities involved with the proposed solution are part of this KA.

Solution Evaluation (2. 0 Solution Assessment and Validation) • More focus on evaluating solutions (less on implementation) • Is value being delivered by a solution? • Anything hindering the organization from receiving full value from a solution?

Underlying Competencies • Analytical Thinking and Problem Solving • Behavioral Characteristics • Creative Thinking • Ethics • Decision Making • Personal Accountability • Learning • Trustworthiness • Problem Solving • Systems Thinking • Conceptual Thinking • Visual Thinking

Underlying Competencies • Business Knowledge • Communication Skills • Business Acumen • Verbal Communication • Industry Knowledge • Non-Verbal Communication • Organization Knowledge • Written Communication • Solution Knowledge • Listening • Methodology Knowledge

Underlying Competencies • Interaction Skills • Tools and Technology • Facilitation • Office Productivity Tools & Technology • Leadership and Influencing • Business Analysis Tools & Technology • Teamwork • Communication Tools & Technology • Negotiation and Conflict Resolution • Teaching

Techniques (* updated; italics new) • Acceptance and Evaluation Criteria • Data Mining • Backlog Management • Data Modelling • Balanced Scorecard • Decision Analysis • Benchmarking and Market Analysis* • Brainstorming • Business Capability Analysis • Business Cases • Business Model Canvas • Business Rules Analysis • Decision Modelling • Document Analysis • Estimation • Financial Analysis • Focus Groups • Collaborative Games • Functional Decomposition • Concept Modelling • Glossary* • Data Dictionary* • Interface Analysis • Data Flow Diagrams • Interviews

Techniques • Item Tracking • Roles and Permissions Matrix • Lessons Learned • Root Cause Analysis • Metrics and Key Performance Indicators • Scope Modeling • Mind Mapping • Non-Functional Requirements Analysis • Sequence Diagrams • Stakeholder List, Map, or Personas • Survey or Questionnaire • Observation • SWOT Analysis • Organizational Modelling • Use Cases and Scenarios • Process Modeling • User Stories • Prototyping • Vendor Assessment • Reviews • Workshops • Risk Analysis and Management

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