BABOK® v3: What’s new?

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Agenda

• Some history about BABoK

• Quick overview of changes

• Deep dive – what has changed

• Conclusions

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BABOK® Guide

• Core product for IIBA®—serves as basis for all IIBA related services including certification and competency model.

• Globally recognized standard for business analysis:• Development began in 2004

• First Major Release was v1.6 in 2006

• Updated to v2 in 2009

• Provides a framework for structuring business analysis activities.

• Collective wisdom of many Business Analysis professionals, from all around the world.

• Every IIBA member gets a free of charge copy for his own use.

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A first tangible change

BABoK 2.0 was 271 pages

BABoK 3.0 is 514 pages

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So where do these new pages come from?

Changes & Additions

Framework

Underlying Competencies

Business Analysis Core Concept Model (BACCM)

Requirements vs Design

Perspectives- Agile- Business Intelligence- Information Technology- Business Architecture- Business Process Management

Techniques

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BUSINESS ANALYSIS KEY CONCEPTSNEW

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Business Analysis definition changedBABoK 2.0Business 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 goals.

BABoK 3.0Business analysis is the practice of enabling change in an enterprise by defining needs and recommending solutions that deliver value to stakeholders. Businessanalysis enables an enterprise to articulate needs and the rationale for change, and to design and describe solutions that can deliver value.

HELPS ORGANIZATION ACHIEVE ITS GOALS

HELPS ORGANIZATION CHANGE

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Requirement definition changedBABoK 2.0A requirement is:1. Condition of capability

needed by a stakeholder to solve a problem or achieve an objective.

2. A condition or capability that must be met of 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 3. capability as in 1) or 2).

IEEE definition

BABoK 3.0A requirement is a usable representation of a need. Requirements focus on understanding what kind of value could be delivered if a requirement is fulfilled

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Core Concepts and Unified Terminology

• BACCM• 6 core concepts kept

recurring

• Creates common language for BA’s

• Relevant from enterprise strategy to tactical implementation

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It is important to expand the object of many business analysis activities from 'requirements' to ‘BA information' to ensure that all inputs and outputs of business analysis are subject to the tasks and activities described in the BABOK® Guide.

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Perspectives

• Agile

• Information Technology

• Business Architecture

• Business Intelligence

• Business Process Management

• Merely examples of environments in which a change initiative can take place.

• Often combination of perspectives is needed for real-time projects.

• Good introduction for newcomers

• Handy checklist for senior professionals

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Requirements vs Designs

• Requirements – the usable representation of a need.

• Designs – usable representation of a Solution. A new task “Define Design Options” has been added to focus on the BA work in designing solutions

needs

reqsdesigns

Problem domain

Solution domain

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BUSINESS ANALYSIS FRAMEWORK -KNOWLEDGE AREAS

Changes to

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Revised Knowledge Area Structure

Enterprise Analysis

Elicitation Requirements Management and Communication

Requirements Analysis

Solution Assessment and Validation

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3. Business Analysis Planning and Monitoring

BABoK 2.0 BABoK 3.0

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4 Elicitation and CollaborationBABoK 2.0 BABoK 3.0

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5 Requirements Life Cycle Management

BABoK 2.0 BABoK 3.0

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6 Strategy AnalysisBABoK 2.0 BABoK 3.0

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7 Requirements Analysis and Design Definition

BABoK 2.0 BABoK 3.0

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8 Solution Evaluation

BABoK 2.0 BABoK 3.0

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Changes in task description

• Purpose of the task

• Description – what the task at hand is

• Inputs for the task

• Elements – key concepts BA needs to understand before he performs a task

• Guidelines and Tools New! Additional resources that might be needed to perform the task at hand

• Techniques that can be used

• Stakeholders who are likely to participate

• Outputs produced by performing a task

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TECHNIQUES & COMPETENCIESChanges to

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Changes in naming, but not only…

• v2.0 Benchmarking → Benchmarking and Market Analysis

• v2.0 Data Dictionary and Glossary split into two techniques:

–Data Dictionary –Glossary

• v2.0 Structured Walkthrough → Reviews• v2.0 Risk Analysis → Risk Analysis and Management• v2.0 Scenarios and Use Cases → Use Cases and

Scenarios• v2.0 Requirements Workshop → Workshops

34 50

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15 new Techniques

• 1 Backlog Management

• 2 Balanced Scorecard

• 3 Business Capability Analysis

• 4 Business Case

• 5 Business Model Canvas

• 6 Collaborative Games

• 7 Concept Modelling

• 8 Data Mining

• 9 Decision Modelling

• 10 Financial Analysis

• 11 Mind Mapping

• 12 Prioritization

• 13 Process Analysis

• 14 Roles and Permissions Matrix

• 15 Stakeholder List, Map, or Personas

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New competencies• Analytical Thinking and Problem Solving

– NEW—Conceptual Thinking

– NEW—Visual Thinking

• Behavioural Characteristics– NEW—Personal Accountability

– NEW—Adaptability Business Knowledge

• Business Knowledge – NEW—Methodology Knowledge

– NEW—Non-verbal Communication

– NEW—Listening

• Interactions Skills– NEW—Negotiation and Conflict Resolution

• Tools and Technology– NEW—Communication Tools and Technology

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Competencies:Removals and Additions• Behavioural Characteristics:

– Personal Organization—renamed and expanded Organization and Time Management

• Business Knowledge– Business Principles and Practices—renamed Business Acumen

• Communication Skills– Oral Communications—renamed Verbal Communication

• Interaction Skills– Facilitation and Negotiation—split competencies and renamed

Facilitation

• Software Applications (Version 2.0 name) is now Tools and Technology (Version 3 name)

– General-Purpose Applications—renamed Office Productivity Tools and Technology

– Specialized Applications—renamed Business Analysis Tools and Technology

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Conclusions

• BABoK 3.0 has become broadly applicable, and as consequence more generic

• Perspectives help with tailoring BABoK to different application domains

• Business Analysts can be responsible for design too, however remember that design belongs to the solution domain.

• Common terminology with Business Analysis Core Concept Model

• Remember it is not only about requirements!

Shaping the Global Direction of Business Analysis

Experience the new BABOK® Guide v3 iiba.org