the business analysis body of knowledge
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The Business Analysis Body of Knowledge
Kevin Brennan
Vice-President, Body of Knowledge
BusinessAnalystWorld
March 2007
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Who We Are
Vision:“To be the world's leading association for business analysis
professionals ”
Mission: We develop and maintain standards for the practice of business
analysis and for the certi!cation of its practitioners
The IIBA is an international non-profit professional association for business analysis professionals.
What is the BABOK™?
Captures the sum of knowledge within the profession of Business Analysis Areas of knowledge and skills Associated activities & tasks
Reflects currently accepted practices Owned & enhanced by the professionals who apply it
BUT….
is NOT a “how to do” business analysis instruction manual Is NOT a methodology and must not prescribe nor favor a
methodology
The Definition of a Business Analyst
A business analyst works as a liaison among stakeholders in order to elicit, analyze, communicate and validate requirements for changes to business processes, policies and information systems. The business analyst understands business problems and opportunities in the context of the requirements and recommends solutions that enable the organization to achieve its goals.
Knowledge Areas
EnterpriseAnalysis
Requirements Planning & Management
RequirementsElicitation
RequirementsAnalysis
RequirementsCommunications
Solution Assessment& Validation
Fundamentals
A requirement is a description of a stakeholder need...
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 or
possessed 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).
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Version 2.0 brings the BABOK towards completion
All sections will be completed and reviewed by practitioners
Feedback from Experts to help set direction Clarify the relationship with project management
Discussion of different lifecycles (agile, iterative, waterfall) and disciplines (process management)
Extensive glossary added
Integration of tasks and techniques will have begun
Please remember: anything you see today may be changed before version 2.0 is released
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Business Analysis in different methods/lifecycles
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BPM Data Mgt.
Business Rules
Agile/Lean
BI CMMI/Waterfall
Business Analysis
Project Management
Training
Sales
etc..
Development
Quality Assurance
Aligned with CMMI, PMBOK, SWEBOK, etc.
Recognizes business analysis is more than requirements
Serves as a basis for the CBAP™ exam (but is not the only source of information)
Organized into seven knowledge areas
IIBA Body of Knowledge
Enterprise Analysis
Purpose Understand the Big Picture
Capture the view of the business to provide context
Define the business goals that a solution must be able to meet
Integrate requirements into the larger business architecture
Support initiatives & long-term planning
Includes strategic planning, business case development, cost/benefit analysis, feasibility studies
Value Provides a context / foundation on which to evaluate all future
issues & challenges
Requirements Planning & Management
Purpose Specify how the the business analysis tasks will be performed
Identify the deliverables to be produced
Describe how changes will be controlled & managed
Describe how requirements are prioritized and allocated
Value Specifies tools, resources & contributors & ensures availability
Allows for monitoring & addressing of requirements challenges
Coordinates with other project work
Ensures changes are captured correctly and consistently
Identify and Categorize Stakeholders
Determine Approach
Define Requirements Scope
Estimate and Schedule Requirements Activities
Identify Business Risks
Create Requirements Communication Plan
Prioritize Requirements
Manage Requirements
Restructured to accommodate different life-cycles
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Bottom-up Top-Down
Change-Driven
Plan-Driven
Process
Structure
Requirements Development
Agile
Iterative
Waterfall
Pro
cess
Form
ality
Requirements Elicitation
Purpose Elicit requirements from various stakeholder groups
Identify the tasks, knowledge & techniques for capturing the requirements
Value Defines the broad classifications of requirements (e.g., functional, usability,
non-functional, constraints)
Describes the various techniques used to elicit requirements, for example: Requirements Workshop Interview Survey Prototyping Focus Group
Restructured to clarify elicitation tasks
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Requirements Analysis
Purpose Analyze the data
Define the methods, tools & techniques used to structure the raw data collected during requirements gathering
Identify gaps in the information Define the capabilities of the solution
Value Transforms the business need into clearly described capabilities Provides the foundation for selecting the best alternative
among the solution options
A simpler structure that isn’t limited to software
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Techniques Process Models
Data Models
Motivational Models
Scenarios and Use Cases
Reporting and Metrics
State Models and Events
Nonfunctional Requirements
Usability
Enterprise Analysis
Requirements Elicitation
Validate Requirements
Specify Requirements
Model Requirements
Determine Assumptions and Constraints
Verify Requirements
Structure Requirements
Requirements Communication
Business Requirements
Stated Requirements
Interim RequirementsValidated Requirements
Requirements Communication
Purpose Communicate the outcome
Present & communicate requirements to all stakeholders & implementers of the project
Bring the group to consensus & gets approval
Value Presents the requirements in a format & structure that is
appropriate for its intended audience
Brings the various stakeholders to a common understanding
Formalizes agreement
Solution Assessment & Validation
Purpose Ensure the best solution is chosen
Ensure the solution meets the stakeholder objectives
Ensure that the solution can be implemented
Guide verification of the solution Value
Articulates how the Business Analysis professional should work with the other project team members (e.g., developers, clients) to produce the solution design
Identifies the approach to evaluating alternative solutions
Validate proposed and implemented solutions against business needs
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Tasks Develop alternate solutions
Ensure the usability of the solution
Support the QA process
Support the implementation of the solution
Assess and communicate solution impacts
Conduct post-implementation assessment
Enterprise Analysis
Solution Assessment and
Validation
Business Requirements
Solution Assessment
Proposed Solutions
Requirements Communication
Approved Requirements
Implemented Solutions
QA Approach
Implementation Approach
Fundamentals
Purpose Supporting skills and knowledge for a business analyst
Not part of the core, but these are the things that improve your effectiveness
Value Articulates non-specific professional skills that are necessary in order for a
Business Analysis professional to be successful in performing his/her role Communications Leadership Problem Solving Business Knowledge IT Technical Knowledge
First appearance in BABOK v2.0
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Fundamentals KA
Domain Knowledge
Communication Skills
Audience Message Formats and Media
Industry Types Functional Units
Thinking Skills
Management Methods and
Tools
Consulting Skills
Project Roles
Project Management
Quality Assurance
Organizational Change Technology
External Relationships Hando!s Project Initiation Internal
Relationships
Quality Business Process Improvement
Strategic Planning
Comprehension Analysis EvaluationConcepts,
Patterns, and Domain models
Systems Thinking
What’s still left to do?
Revisions will be made to Enterprise Analysis, Solution Assessment and Validation
Drafts and reviews of Requirements Analysis and Fundamentals
Integration
Revision of the Introduction
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What happens after v2.0 is complete?
Public and Expert reviews will be scheduled
A complete edit of the text will be completed
We’re reaching out to the business rules community and to other organizations (like the British Computer Society) to ensure that the BABOK is widely accepted
Arrangements for publication will be made
Plans for translation will begin
v3.0 (the “stable” release) targeted for late 2007–early 2008
BABOK 4.0 will not start development before 2010
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Thank you to our authors, experts, reviewers...
Sharon Aker
Tony Alderson
Scott Ambler
James Baird
Betty Baker
Kathleen Barrett
Jo Bennett
Cathy Brunsting
Neil Burton
Barbara Carkenord
Jake Calabrese
Gerrie Caudle
Bruce Chadbourne
Carrollynn Chang
Patricia Chappell
Brett Champlin
Karen Chandler
Pauline Chung
Joseph Czarnecki
Rafael Dorantes
Steve Erlank
Malcolm Eva
Kiran Garimella
Stephanie Garwood
Peter Gordon
Mary Gorman
Ellen Gottesdiener
Paul Harmon
Kathleen Hass
Rosemary Hossenlopp
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Thank you to our authors, experts and reviewers...
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Jessica HoytMonica Jain
May Jim Brenda Kerton
Day KnezBarbara Koenig
Peter KovaksJanet Lai
Gladys LamRobert Lam
Elizabeth LarsonRichard Larson
Finny LeeDean LeffingwellCherifa Liamani
Karen LittleLaura Markey
Patricia MartinRichard Martin
Chris Matts
Gillian McClearyRosina Mete
Karen MitchellBill Murray
Mark McGregor Dulce Olivera
Meilir Page-JonesHarish PathriaRichard Payne
Kathleen Person
Thank you to our authors, experts and reviewers...
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Kelly Piechota
Cleve Pillifant
Howard Podeswa
Leslie Ponder
Jason Questor
Cecilia Rathwell
Tony Rice
James Robertson
Suzanne Robertson
Jennifer Rojek
Ronald Ross
David Ruble
Keith Sarre
Chip Schwartz
John Slater
Jessica Solís
Jim Subach
Diane Talbot
Mark Tracy
Steve Tockey
Krishna Vishwanath
Marilyn Vogt
Scott Witt
David Wright
Jacqueline Young
Ralph Young
Questions?
Version 1.6 of the BABOK can be downloaded from www.theiiba.org
Updates on version 2.0 will be published at www.theiiba.org over the next few months, leading up to the release
Volunteer opportunities will be posted on the site and in the IIBA newsletter
Questions about the IIBA can be sent to [email protected]
Questions about the BABOK can be sent to: Kevin Brennan—VP, Body of Knowledge
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