Babok V2 Update

An Introduction to BABOK® Version 2

WCBA San Diego

Kevin Brennan, CBAP, PMP

VP, Body of Knowledge, [email protected]

mailto:[email protected]


www.theiiba.org © International Institute of Business Analysis 2008 2

Who We Are

To develop and maintain standards for the practice of business analysis and for the certification of its practitioners

The IIBA is an international non-profit professional association for business analysis professionals.

To be the world's leading association for Business Analysis professionalsVision

Mission

http://www.theiiba.org



IIBA Goals

Create and develop awareness and recognition of the value and contribution of the role of the Business Analysis Professional

Define the Business Analysis Body of Knowledge®

Publicly recognize qualified practitioners through an internationally acknowledged certification program

Provide a forum for knowledge sharing



www.theiiba.org © International Institute of Business Analysis 2008

What is business analysis?

Business analysis is: Understanding how an organization works

Why does the organization exist?

What are its goals and objectives?

How does it accomplish those objectives?

How does it need to change to better accomplish those objectives or to meet new challenges?

It is about defining the scope of solutions to business problems

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The Guide to the Business Analysis Body of KnowledgeTM

Identifies currently accepted practices

Recognizes business analysis is not synonymous with software requirements

Defined and enhanced by the professionals who apply it

Captures the sum of the knowledge required for the practice of business analysis as a profession

It is NOT a methodology nor does it prescribe or favor a methodology

It is NOT a “how to” business analysis instruction manual

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Underlying Competencies

BABOK™ v2 Knowledge Areas

Enterprise Analysis

Business Analysis Planning and Monitoring

Elicitation

Requirements Management and Communication

Requirements Analysis

Solution Assessment and

Validation




The BABOK is structured to reflect what business analysts really do

Tasks are applicable to all business analysis efforts Represent “necessary” components of business analysis

Should be done in some form

Consistently defined inputs and outputs A task produces a specific output or set of outputs, or accomplishes a

goal

Tasks “own” their outputs and may be executed many times in a project

Techniques cover different methodologies or approaches BPM, Agile, Iterative, waterfall etc.

Usage depends on the purpose behind a business analysis effort

Understand when techniques are appropriate6




Business Analysis Planning and Monitoring

Purpose Specify how the the business analysis tasks will be performed

Identify the deliverables to be produced

Describe how changes will be controlled & managed

Value Specifies tools, resources & contributors & ensures availability

Allows for monitoring & addressing of requirements challenges

Coordinates with other project work

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Change Control Systems

Communication Needs and Media Analysis

Metrics and Reporting

Personas and User Profiles

Retrospectives

Traceability

Determines how business analysts determine the work required

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Techniques

Business Analysis Planningand Monitoring

Conduct Stake-holder Analysis

Organizational Standards

Enterprise Analysis

Plan BA Activities

Plan RM ProcessPlan BA

CommunicationMonitor BA

Performance

Actual Progress

Plan BA Approach




Requirements Management & Communication

Purpose Communicate the outcome

Present & communicate requirements to all stakeholders & implementers of the project

Bring the group to consensus & gets approval Identify and manage change

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

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Ensure that all your stakeholders have a shared understanding of what the solution will do

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Techniques Change Control System

Configuration Management System

Communication Techniques

Issue and Defect Reporting

Scope Definition

Structured Walkthrough

Requirements Managementand Communication

Manage Solution & Requirements

Scope

Enterprise Analysis

Manage Requirements

Traceability

Communicate Requirements

Prepare Requirements

Package

Maintain Requirements

for Reuse


Business Analysis

Planning and Management




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

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Defining the solution scope correctly is a key business analysis skill

Decision Analysis

Environmental Assessment

Financial Analysis

Goal Analysis

Scope Definition

Elicitation Techniques

Requirements Analysis Techniques

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Techniques

Enterprise AnalysisIdentify Business

Need

Business Architecture

Determine Solution Approach

Develop Business Case

Define Solution Scope

Business Strategy

Business Analysis

Planning and Monitoring

Perform Gap Analysis




Elicitation

Purpose Elicit requirements from various stakeholder groups

Identify the tasks, knowledge & techniques for capturing the requirements

Value Describes the various techniques used to elicit requirements, for example:

Requirements Workshop Interview Survey Prototyping Focus Group

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Elicitation

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ElicitationDocument Elicitation

Results


Prepare for Elicitation

Conduct Elicitation

Confirm Elicitation

Results

Business Analysis

Planning and Monitoring

Enterprise Analysis

Techniques Brainstorming

Document Analysis

Focus Group

Interface Analysis

Interview

Observation

Prototyping

Requirements Workshop

Reverse Engineering

Survey





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

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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


Organize Requirements

Enterprise Analysis

Prioritize Requirements

Determine Assumptions &

Constraints

Specify & Model Requirements

Verify Requirements

Elicitation

Validate Requirements




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

Identify solution components (people, process, technology)

Value BAs work with the other project team members (e.g.,

developers, clients) to produce the solution design Identifies the approach to evaluating alternative solutions Collaborate with the solution delivery team to assess tradeoffs

and options

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Validate proposed and implemented solutions against business needs

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Techniques Traceability Matrix

Change Control System

User Acceptance Testing

Cost/Benefit Analysis

Coverage Matrix

Environmental Assessment

Financial Analysis

Issue and Defect Reporting

Solution Assessmentand Validation

Assess Requirements

Coverage

Solution Design

Enterprise Analysis

Allocate Requirements

Validate Solution

Determine Organizational

Readiness

Evaluate Solution


Business Architecture

Solution

Define Transition Requirements




Underlying Competencies describe the skills, knowledge and abilities that support business analysis

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Analytical Thinking and

Problem Solving

Decision Analysis

Learning

Problem Solving

Systems Thinking

Behavioral Characteristics

Ethics

Personal Organization

Trustworthiness

Business Knowledge

Business Principles and

Practices

Industry Knowledge

Organization Knowledge

Solution Knowledge

Communication Skills

Oral Communications

Teaching

Written Communications

Interaction Skills

Facilitation and Negotiation

Leadership and Influencing

Teamwork

Software Applications

General Purpose Applications

Specialized Applications




Each KA has a clear purpose and contribution to the whole

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Problem and Solution Definition

Stakeholder Interaction

Underlying Competencies

•! Enterprise Analysis •! Requirements Analysis •! Solution Assessment and Validation

•! Business Analysis Planning and Monitoring

•! Elicitation •! Requirements Management and

Communication

•! Analytical Thinking and Problem Solving •! Behavioral Characteristics •! Business Knowledge •! Communication Skills •! Interaction Skills •! Software Applications




The Future of the Business Analyst

Increasingly recognized as critical to the growth of businesses Intelligent Enterprise called 2007 “the year of the business

analyst”

Major companies starting to recognize the value of the CBAP

Business analysis is not just a stepping stone BAs are moving into business architecture and strategic roles

Decentralized and dispersed businesses need more and better BAs

New technology (BPMS, BRMS, BI) is moving power into the hands of the business analyst




What’s the plan?

Public, practitioner, and expert reviews are complete

IIBA is in discussions with potential publishers

Revision and editing will begin once a publisher is selected

BABOK v2 will be released in late 2008 PDF free to IIBA members, with a discount on the print edition

Working groups for specialized areas of interest will launch later this year Volunteer opportunities will be posted this summer

Future editions will come out roughly every five years Work on v3 begins in 2011

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For more information...

Visit our website at www.theiiba.org Sign up for a membership while you’re there

For general information email [email protected]

I can be contacted at [email protected]

The IIBA Senior Leadership Blog is at blog.theiiba.org: check there for news, events, and volunteer opportunities

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Babok V2 Update

Business

Transcript of Babok V2 Update