Body Of Knowledge (BABOK)
The Guide to the Business AnalysisBody of Knowledge (BABOK) Version 3.0 FrameworkAuthor: Joseph Lapuz, CBAP, CSMWellington, New ZealandDate Created: December 2016Last Update Date: July 2018Email: josephlapuz@gmail.com
J1. INTRODUCTIONDESCRIPTIONA Guide to the Business Analysis Body of Knowledge (BABOK Guide) is the globally recognised standard for the practice of business analysis. The BABOK Guide describes business analysis knowledge areas,tasks, underlying competencies, techniques and perspectives on how to approach business analysis.PURPOSEThe primary purpose of the BABOK Guide is to define the profession of business analysis and provide a set of commonly accepted practices. It helps practitioners discuss and define the skills necessary toeffectively perform business analysis work. The BABOK Guide also helps people who work with and employ business analysts to understand the skills and knowledge they should expect from a skilledpractitioner.KNOWLEDGE AREASKnowledge areas represent areas of specific business analysis expertise that encompass several tasks.The six knowledge areas are:1. Business Analysis Planning and Monitoring: describes the tasks that business analysts perform to organise and coordinate the efforts of business analysts and stakeholders. These tasks produce outputsthat are used as key inputs and guidelines for the other tasks throughout the BABOK Guide.2. Elicitation and Collaboration: describes the tasks that business analysts perform to prepare for and conduct elicitation activities and confirm the results obtained. It also describes the communication withstakeholders once the business analysis information is assembled and the ongoing collaboration with them throughout the business analysis activities.3. Requirements Life Cycle Management: describes the tasks that business analysts perform in order to manage and maintain requirements and design information from inception to retirement. These tasksdescribe establishing meaningful relationships between related requirements and designs, and assessing, analyzing and gaining consensus on proposed changes to requirements and designs.4. Strategy Analysis: describes the business analysis work that must be performed to collaborate with stakeholders in order to identify a need of strategic or tactical importance (the business need), enable theenterprise to address that need, and align the resulting strategy for the change with higher- and lower-level strategies.5. Requirements Analysis and Design Definition: describes the tasks that business analysts perform to structure and organise requirements discovered during elicitation activities, specify and modelrequirements and designs, validate and verify information, identify solution options that meet business needs, and estimate the potential value that could be realised for each solution option. This knowledgearea covers the incremental and iterative activities ranging from the initial concept and exploration of the need through the transformation of those needs into a particular recommended solution.6. Solution Evaluation: describes the tasks that business analysts perform to assess the performance of and value delivered by a solution in use by the enterprise, and to recommend removal of barriers orconstraints that prevent the full realization of the value.1 P a g e
JDIAGRAMSTRUCTURE OF THE BABOK GUIDEThe core content of the BABOK Guide is composed of business analysis tasks organized into knowledge areas. Knowledge areas are a collection of logically (but not sequentially) related tasks. These tasks describespecific activities that accomplish the purpose of their associated knowledge area. The Business Analysis Key Concepts, Underlying Competencies, Techniques, and Perspectives sections form the extended contentin the BABOK Guide that helps guide business analysts to better perform business analysis tasks. Business Analysis Key Concepts: define the key terms needed to understand all other content, concepts, and ideas within the BABOK Guide. Underlying Competencies: provide a description of the behaviours, characteristics, knowledge, and personal qualities that support the effective practice of business analysis. Techniques: provide a means to perform business analysis tasks. The techniques described in the BABOK Guide are intended to cover the most common and widespread techniques practiced within thebusiness analysis community. Perspectives: describe various views of business analysis. Perspectives help business analysts working from various points of view to better perform business analysis tasks, given the context of the initiative.Each task in the BABOK Guide is presented in the following format: Purpose Description Inputs Elements Guidelines/Tools Techniques Stakeholders Outputs2 P a g e
J2. BUSINESS ANALYSIS KEY CONCEPTSDESCRIPTIONThe Business Analysis Key Concepts chapter includes information that provides a foundation for all other content, concepts, and ideas within the BABOK Guide. It provides business analysts with a basicunderstanding of the central ideas necessary for understanding and employing the BABOK Guide in their daily practice of business analysis.COMPOSITIONBusiness Analysis Core Concept Model (BACCM ): defines a conceptual framework for the business analysis profession. Key Terms: provides definitions of essential concepts, which are highlighted because of their importance to the BABOK Guide. Requirements Classification Schema: identifies levels or types of requirements that assist the business analyst and other stakeholders in categorizing requirements. Stakeholders: defines roles, and characteristics of groups or individuals participating in or affected by the business analysis activities within a change. Requirements and Designs: describes the distinction between—and the importance of—requirements and designs as they relate to business analysis.BACM DIAGRAM3 P a g e
J1Requirements Classification SchemaBusiness requirementsRequirements and Design CycleStatements of goals, objectives, and outcomes that describe why a change has been initiated. They canapply to the whole of an enterprise, a business area, or a specific initiative.2Stakeholder requirementsDescribe the needs of stakeholders that must be met in order to achieve the business requirements.They may serve as a bridge between business and solution requirements.3Solution requirementsDescribe the capabilities and qualities of a solution that meets the stakeholder requirements. Theyprovide the appropriate level of detail to allow for the development and implementation of thesolution. Solution requirements can be divided into two sub-categories:4 Functional requirements: describe the capabilities that a solution must have in terms of thebehaviour and information that the solution will manage, and Non-functional requirements or quality of service requirements: do not relate directly to thebehaviour of functionality of the solution, but rather describe conditions under which a solutionmust remain effective or qualities that a solution must have.Transition requirements: describe the capabilities that the solution must have and the conditions thesolution must meet to facilitate transition from the current state to the future state, but which are notneeded once the change is complete. They are differentiated from other requirements types becausethey are of a temporary nature. Transition requirements address topics such as data conversion,training, and business continuity.4 P a g e
JBUSINESS ANALYSIS TASKS BY KNOWLEDGE AREA3. BUSINESS ANALYSISPLANNING ANDMONITORING3.1 Plan Business AnalysisApproach3.2 Plan StakeholderManagement3.3 Plan Business AnalysisGovernance3.4 Plan Business AnalysisManagement3.5 Identify Business AnalysisPerformance Improvements4. ELICITATION ANDCOLLABORATION5. REQUIREMENTS LIFECYCLE MANAGEMENT6. STRATEGY ANALYSIS7. REQUIREMENTS ANALYSISAND DESIGN DEFINITION8. SOLUTION EVALUATION4.1 Prepare for Elicitation5.1 Trace Requirements6.1 Analyse Current State4.2 Conduct Elicitation5.2 Maintain Requirements6.2 Define Future State7.1 Specify and ModelRequirements7.2 Verify Requirements4.3 Confirm Elicitation Results5.3 Prioritise Requirements6.3 Assess Risks7.3 Validate Requirements8.1 Measure SolutionPerformance8.2 Analyse PerformanceMeasure8.3 Assess Solution Limitations4.4 Communicate BusinessAnalysis Information4.5 Manage StakeholderCollaboration5.4 Assess RequirementsChanges5.5 Approve Requirements6.4 Define Change Strategy7.4 Define RequirementsArchitecture7.5 Define Design Options8.4 Assess Enterprise Limitations8.5 Recommend Actions toIncrease Solution Value7.6 Analyse Potential Value andRecommend Solution5 P a g e
J3. BUSINESS ANALYSIS PLANNING AND MONITORING (BAPM)DESCRIPTIONBusiness Analysis Planning and Monitoring describes how to determine which activities are necessary to perform in order to complete a business analysis effort. It covers identification of stakeholders, selection ofbusiness analysis techniques, the process we will use to manage our requirements, and how we assess the progress of the work in order to make the necessary changes in the work effort.PURPOSE Plan the execution of business analysis tasksUpdate or change the approach to business analysis as requiredAssess effectiveness of and continually improve business analysis practicesINPUT/OUTPUT DIAGRAM6 P a g e
JATasksPlan Business Analysis ApproachInputs NeedsElements Planning Approach Formality and Level ofDetail of BA Deliverables BA Activities Timing of BA Work Complexity and Risk Acceptance Describes the planning of business analysiswork from creation or selection of amethodology to planning the individualactivities, tasks, and deliverables.SPlan Stakeholder EngagementDescribes understanding which stakeholdersare relevant to the change, what businessanalysts need from them, what they needfrom business analysts, and the best way tocollaborate.GMPlan Business Analysis GovernanceDefines the components of business analysisthat are used to support the governancefunction of the organisation. It helps ensurethat decisions are made properly andconsistently, and follows a process thatensures decision makers have theinformation they need. Examples of thisinclude requirements management, businessanalysis risk management, and allocation ofbusiness analysis resources.Plan Business Analysis InformationManagementDefines how information developed bybusiness analysts (including requirementsand designs) is captured, stored, andintegrated with other information for longterm use.NeedsBusiness AnalysisApproach Needs Stakeholder Engagement Approach BA Approach Governance Approach StakeholderEngagement Approach Techniques Brainstorming Business Cases Document Analysis Estimation Financial Analysis Functional Decomposition Interviews Item Tracking Lessons Learned Process Modelling Reviews Risk Analysis and Management Scope Modelling Survey/Questionnaire Workshops Brainstorming Business Rules Analysis Document Analysis Interviews Lessons Learned Mind Mapping Organisational Modelling Process Modelling Risk Analysis and Management Scope Modelling Stakeholder List, Map or Personas Survey or Questionnaire WorkshopsStakeholders Domain SME Project Manager Regulator Sponsor CustomersDomain SMEEnd UserProject ManagerRegulatorSponsorSupplier StakeholderEngagementApproachDecision MakingChange Control ProcessPlan PrioritisationApproachPlan for Approvals BrainstormingDocument AnalysisInterviewsItem TrackingLessons LearnedOrganisational ModellingProcess ModellingReviewsSurvey or QuestionnaireWorkshops Domain SMEProject ManagerRegulatorSponsor GovernanceApproachOrganisation of BusinessAnalysis InformationLevel of AbstractionPlan Traceability ApproachPlan for RequirementsReuseStorage and AccessRequirements Attributes BrainstormingInterviewsItem TrackingLessons LearnedMind MappingProcessing ModellingSurvey or QuestionnaireWorkshops Domain SMERegulatorSponsor InformationManagementApproachPerform StakeholderAnalysisDefine StakeholderCollaborationStakeholderCommunication NeedsOutputs BA Approach7 P a g e
JPTasksInputsElementsIdentify Business AnalysisPerformance Improvements Describes managing and monitoring howbusiness analysis work is performed toensure that commitments are met andcontinuous learning and improvementopportunities are realised. Business AnalysisApproachPerformanceObjectives (external)Performance AnalysisAssessment MeasuresAnalyse ResultsRecommend Actions forImprovementTechniques BrainstormingInterviewsLessons LearnedMetrics and KPIsObservationProcess AnalysisProcess ModellingReviewsRisk Analysis and ManagementRoot Cause AnalysisSurvey or QuestionnaireWorkshopsStakeholdersOutputs Domain SMEProject ManagerSponsorBusiness AnalysisPerformanceAssessment8 P a g e
J4. ELICITATION AND COLLABORATION (EC)DESCRIPTIONThe Elicitation and Collaboration knowledge area describes the tasks that business analysts perform to obtain information from stakeholders and confirm the results. It also describes the communication withstakeholders once the business analysis information is assembled. Elicitation is the drawing forth or receiving of information from stakeholders or other sources. It is the main path to discovering requirements anddesign information, and might involve talking with stakeholders directly, researching topics, experimenting, or simply being handed information. Collaboration is the act of two or more people working togethertowards a common goal. The Elicitation and Collaboration knowledge area describes how business analysts identify and reach agreement on the mutual understanding of all types of business analysis information.Elicitation and collaboration work is never a 'phase' in business analysis; rather, it is ongoing as long as business analysis work is occurring.Elicitation and collaboration can be planned, unplanned, or both. Planned activities such as workshops, experiments, and/or surveys can be structured and organised in advance. Unplanned activities happen in themoment without notice, such as last-minute or 'just in time' collaboration or conversations. Business analysis information derived from an unplanned activity may require deeper exploration through a plannedactivity.PURPOSE Explore, identify and document stakeholder needs.INPUT/OUTPUT DIAGRAM9 P a g e
JPCTasksPrepare for ElicitationThe purpose of Prepare for Elicitation is tounderstand the scope of the elicitationactivity, select appropriate techniques, andplan for (or procure) appropriate supportingmaterials and resources.InputsElements Needs Understand the Scope ofElicitation StakeholderEngagement Approach Select ElicitationTechniques Setup Logistics Secure Supporting Material Prepare StakeholdersConduct Elicitation Elicitation ActivityPlan Guide Elicitation ActivityCapture ElicitationOutcomes Elicitation Results(unconfirmed) Compare Elicitation ResultsAgainst Source InformationCompare Elicitation ResultsAgainst Other ElicitationResults Document AnalysisInterviewsReviewsWorkshops Domain SMEAny Stakeholders Elicitation Results(confirmed)BA Information StakeholderEngagement Approach Determine Objectives andFormat of CommunicationCommunicate BusinessAnalysis Package InterviewsReviewsWorkshops End UserCustomerDomain SMEImplementation SMETesterAny Stakeholder Business AnalysisInformation(communicated)Stakeholder Engagement ApproachBusiness Analysis PerformanceAssessment Gain Agreement onCommitmentsMonitor StakeholderEngagementCollaboration Collaborative GamesLessons LearnedRisk Analysis and ManagementStakeholder List, Map, or Personas All Stakeholders StakeholderEngagementThe purpose of Conduct Elicitation is todraw out, explore, and identifyinformation relevant to the change.CCCConfirm Elicitation ResultsThe purpose of Confirm Elicitation Results isto check the information gathered during anelicitation session for accuracy andconsistency with other information.Communicate Business Analysis Information The purpose of Communicate BusinessAnalysis Information is to ensurestakeholders have a shared understanding ofbusiness analysis information.Manager Stakeholder CollaborationThe purpose of Manage StakeholderCollaboration is to encourage stakeholders towork towards a common goal. Techniques Brainstorming Data Mining Document Analysis Estimation Interviews Mind Mapping Risk Analysis and Management Stakeholder List, Map and Personas Benchmark and Market Analysis Brainstorming Business Rules Analysis Collaborative Games Concept Modelling Data Mining Data Modelling Document Analysis Focus Groups Interface Analysis Interviews Mind Mapping Observation Process Analysis Processing Modelling Prototyping Survey or Questionnaire WorkshopsStakeholders Domain SME Project Manager SponsorOutputs Elicitation ActivityPlan CustomersDomain SMEEnd UserImplementation SMESponsorAny Stakeholders Elicitation Results(unconfirmed)10 P a g e
J5. REQUIREMENTS LIFE CYCLE MANAGEMENT (RLCM)DESCRIPTIONThe Requirements Life Cycle Management knowledge area describes the tasks that business analysts perform in order to manage and maintain requirements and design information from inception to retirement.These tasks describe establishing meaningful relationships between related requirements and designs, assessing changes to requirements and designs when changes are proposed, and analysing and gainingconsensus on changes. The purpose of requirements life cycle management is to ensure that business, stakeholder, and solution requirements and designs are aligned to one another and that the solutionimplements them. It involves a level of control over requirements and over how requirements will be implemented in the actual solution to be constructed and delivered. It also helps to ensure that business analysisinformation is available for future use.PURPOSEThe requirements life cycle: begins with the representation of a business need as a requirement, continues through the development of a solution, and ends when a solution and the requirements that represent it are retired.INPUT/OUTPUT DIAGRAM11 P a g e
JTTasksTrace RequirementsThe purpose of Trace Requirements is toensure that requirements and designs atdifferent levels are aligned to one another,and to manage the effects of change to onelevel on related requirements.MMaintain RequirementsPThe purpose of Maintain Requirements is toretain requirement accuracy and consistencythroughout and beyond the change duringthe entire requirements life cycle, and tosupport reuse of requirements in othersolutions.Prioritise RequirementsThe purpose of Prioritize Requirements is torank requirements in the order of relativeimportance.AAInputs Requirements DesignsElements Level of Formality Relationships Traceability RepositoryTechniques Business Rules Analysis Functional Decomposition Process Modelling Scope Modelling RequirementsDesigns Maintain RequirementsMaintain AttributesReusing Requirements Business Rules AnalysisFunctional DecompositionProcess ModellingUse Cases and ScenariosUser StoriesRequirementsDesigns Basis for PrioritisationChallenges forPrioritisationContinual Prioritisation Backlog ManagementBusiness CasesDecision AnalysisEstimationFinancial AnalysisInterviewsItem TrackingPrioritisationRisk Analysis and ManagementWorkshopsBusiness CasesBusiness Rules AnalysisDecision AnalysisDocument AnalysisEstimationFinancial AnalysisInterviewsItem TrackingRisk Analysis and ManagementWorkshopsAcceptance and Evaluation CriteriaDecision AnalysisItem TrackingReviewsWorkshops Assessment Requirement Changes The purpose of Assess Requirements Changes is to evaluate the implications of proposedchanges to requirements and designs.Proposed changeRequirementsDesigns Approve Requirements The purpose of A
The BABOK Guide describes business analysis knowledge areas, tasks, underlying competencies, techniques and perspectives on how to approach business analysis. PURPOSE The primary purpose of the BABOK Guide is to define the profession of business analysis and provide a set of commonly accepted practices.File Size: 2MBPage Count: 53Explore furtherA GUIDE TO THE BUSINESS ANALYSIS BODY OF KNOWLEDGEbpmtraining.netBABOK 3.0: A NAVIGATOR INTO KNOWLEDGE AREASaoteastudios.comBABOK 3.0 PDF DOWNLOAD - C-4-Cwww.c-4-c.comAgile Extension to the BABOK Guidewww.agilealliance.orgECBA Study Guide ECBA Study Guide PDF Format ded to you b
BABOK, Business Analysis Body of Knowledge (BABOK, Guide 3, 2015), EABOK, and Enterprise Architecture Body of Knowledge (EABOK, 2004). Although BABOK primary goal is to define the profession of business analyst and provide a set of commonly accepted practices, this guide emphasizes the meaning of company's reputation value and employee .
Business Analysis Body of Knowledge, the . BABOK Guide. Released in April 2015, the BABOK Guide includes major upgrades, ranging from the BA Core Concept Model (BACCM), to changes to most Knowledge Areas, the addition of 16 new techniques, and the addition of an all-new section containing five perspectives on Business Analysis.
BABOK Defines the business analysis profession Knowledge Areas: Areas of specific business analysis expertise Task: discrete piece of work that may be performed formally or informally as Underlying Competencies: knowledge, skills, behaviors, characteristics, and personal qualities that help one successfully The BABOK
informações, consulte Termos-chave (página 14 do BABOK v3 em inglês) e Requisitoss e Designs (página 19 do BABOK v3 em inglês). diagrama de caso de uso use case diagram Um tipo de diagrama definido pela UML que capta todos os atores e casos de uso envolvidos com um sistema ou produto. diagrama de causa e efeito cause-and-effect diagram
This publication supersedes A Guide to the Business Analysis Body of Knowledge (BABOK Guide) version 2.0. The BABOK Guide contains a description of generally accepted practices in the field of business analysis. The content includ
IIBA , the IIBA logo, BABOK and Business Analysis Body of Knowledge are registered trademarks owned by International Institute of Business Analysis. CBAP is a registered certification mark owned . by International Institute of Business Analysis. Certified Business Analysis Professional, EEP and the
A Guide to the Business Analysis Body of Knowledge (BABOK Guide) Core product for IIBA—serves as basis for almost everything else, including certification, competency model, etc. Globally accepted standard for business analysis Development began in 2004 First Major Release was v1.6 in 2006 Updated to v2 in 2009
Alfredo López Austin (1993:86) envisioned the rela - tionship between myth, ritual, and narrative as a triangle, in which beliefs occupy the dominant vertex. They are the source of mythical knowledge
