A Guide to the Business Analysis Body of Knowledge

514 Pages·2015·2.131 MB·English

by  IIBA

v3
A GU I D E TO T H E B USI N ESS A N A LY SIS
B O DY O F K N OW L ED GE ®

BABOK
®
v3
A GUIDE TO THE BUSINESS ANALYSIS
BODY OF KNOWLEDGE®
International Institute of Business Analysis, Toronto, Ontario, Canada.
©2005, 2006, 2008, 2009, 2015 International Institute of Business Analysis. All rights reserved.
Version 1.0 and 1.4 published 2005. Version 1.6 Draft published 2006. Version 1.6 Final published 2008. Version 2.0
published 2009. Version 3.0 published 2015.
ISBN-13: 97978-1-927584-03-3
This document is provided to the business analysis community for educational purposes. IIBA® does not warrant that it is
suitable for any other purpose and makes no expressed or implied warranty of any kind and assumes no responsibility for
errors or omissions. No liability is assumed for incidental or consequential damages in connection with or arising out of the
use of the information contained herein.
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 EEP logo are trademarks owned by International
Institute of Business Analysis.
Archimate® is a registered trademark of The Open Group in the US and other countries.
Business Model Canvas is copyrighted by BusinessModelGeneration.com and released under Creative Commons license.
CMMI® is a registered trademark of Carnegie Mellon University.
COBIT® is a trademark of the Information Systems Audit and Control Association and the IT Governance Institute.
Mind Map® is a registered trademark of the Buzan Organization.
Scaled Agile Framework® and SAFe™ are trademarks of Scaled Agile, Inc.
TOGAF® is a registered trademark of The Open Group in the US and other countries.
Unified Modelling Language™ and UML® are trademarks of the Object Management Group.
Zachman Framework for Enterprise Architecture is a trademark of the Zachman Institute for Framework Advancement.
No challenge to the status or ownership of these or any other trademarked terms contained herein is intended by the
International Institute of Business Analysis.
Any inquiries regarding this publication, requests for usage rights for the material included herein, or corrections should be
sent by email to [email protected].
Table of Contents
Chapter 1: Introduction
1.1 Purpose of the BABOK® Guide 1
1.2 What is Business Analysis? 2
1.3 Who is a Business Analyst? 2
1.4 Structure of the BABOK® Guide 3
Chapter 2: Business Analysis Key Concepts
2.1 The Business Analysis Core Concept Model™ 12
2.2 Key Terms 14
2.3 Requirements Classification Schema 16
2.4 Stakeholders 16
2.5 Requirements and Designs 19
Chapter 3: Business Analysis Planning and Monitoring
3.1 Plan Business Analysis Approach 24
3.2 Plan Stakeholder Engagement 31
3.3 Plan Business Analysis Governance 37
3.4 Plan Business Analysis Information Management 42
3.5 Identify Business Analysis Performance Improvements 47
i
Table of Contents
Chapter 4: Elicitation and Collaboration
4.1 Prepare for Elicitation 56
4.2 Conduct Elicitation 61
4.3 Confirm Elicitation Results 65
4.4 Communicate Business Analysis Information 67
4.5 Manage Stakeholder Collaboration 71
Chapter 5: Requirements Life Cycle Management
5.1 Trace Requirements 79
5.2 Maintain Requirements 83
5.3 Prioritize Requirements 86
5.4 Assess Requirements Changes 91
5.5 Approve Requirements 95
Chapter 6: Strategy Analysis
6.1 Analyze Current State 103
6.2 Define Future State 110
6.3 Assess Risks 120
6.4 Define Change Strategy 124
Chapter 7: Requirements Analysis and Design Definition
7.1 Specify and Model Requirements 136
7.2 Verify Requirements 141
7.3 Validate Requirements 144
7.4 Define Requirements Architecture 148
7.5 Define Design Options 152
7.6 Analyze Potential Value and Recommend Solution 157
Chapter 8: Solution Evaluation
8.1 Measure Solution Performance 166
8.2 Analyze Performance Measures 170
8.3 Assess Solution Limitations 173
8.4 Assess Enterprise Limitations 177
8.5 Recommend Actions to Increase Solution Value 182
Chapter 9: Underlying Competencies
9.1 Analytical Thinking and Problem Solving 188
ii
Table of Contents
9.2 Behavioural Characteristics 194
9.3 Business Knowledge 199
9.4 Communication Skills 203
9.5 Interaction Skills 207
9.6 Tools and Technology 211
Chapter 10: Techniques
10.1 Acceptance and Evaluation Criteria 217
10.2 Backlog Management 220
10.3 Balanced Scorecard 223
10.4 Benchmarking and Market Analysis 226
10.5 Brainstorming 227
10.6 Business Capability Analysis 230
10.7 Business Cases 234
10.8 Business Model Canvas 236
10.9 Business Rules Analysis 240
10.10 Collaborative Games 243
10.11 Concept Modelling 245
10.12 Data Dictionary 247
10.13 Data Flow Diagrams 250
10.14 Data Mining 253
10.15 Data Modelling 256
10.16 Decision Analysis 261
10.17 Decision Modelling 265
10.18 Document Analysis 269
10.19 Estimation 271
10.20 Financial Analysis 274
10.21 Focus Groups 279
10.22 Functional Decomposition 283
10.23 Glossary 286
10.24 Interface Analysis 287
10.25 Interviews 290
10.26 Item Tracking 294
10.27 Lessons Learned 296
10.28 Metrics and Key Performance Indicators (KPIs) 297
10.29 Mind Mapping 299
10.30 Non-Functional Requirements Analysis 302
10.31 Observation 305
10.32 Organizational Modelling 308
iii
Table of Contents
10.33 Prioritization 311
10.34 Process Analysis 314
10.35 Process Modelling 318
10.36 Prototyping 323
10.37 Reviews 326
10.38 Risk Analysis and Management 329
10.39 Roles and Permissions Matrix 333
10.40 Root Cause Analysis 335
10.41 Scope Modelling 338
10.42 Sequence Diagrams 341
10.43 Stakeholder List, Map, or Personas 344
10.44 State Modelling 348
10.45 Survey or Questionnaire 350
10.46 SWOT Analysis 353
10.47 Use Cases and Scenarios 356
10.48 User Stories 359
10.49 Vendor Assessment 361
10.50 Workshops 363
Chapter 11: Perspectives
11.1 The Agile Perspective 368
11.2 The Business Intelligence Perspective 381
11.3 The Information Technology Perspective 394
11.4 The Business Architecture Perspective 408
11.5 The Business Process Management Perspective 424
Appendix A: Glossary 441
Appendix B: Techniques to Task Mapping 457
Appendix C: Contributors 473
®
Appendix D: Summary of Changes from BABOK Guide v 2.0 483
iv
Preface
IIBA® was founded in Toronto, Canada in October of 2003 to support the business analysis community
by:
(cid:129) creating and developing awareness and recognition of the value and contribution of the business
analyst,
(cid:129) defining the Business Analysis Body of Knowledge® (BABOK®),
(cid:129) providing a forum for knowledge sharing and contribution to the business analysis profession, and
(cid:129) publicly recognizing and certifying qualified practitioners through an internationally
acknowledged certification program.
The Body of Knowledge Committee was formed in October of 2004 to define and draft a global
standard for the practice of business analysis. In January of 2005, IIBA released version 1.0 of A Guide
to the Business Analysis Body of Knowledge® (BABOK® Guide) for feedback and comment. That version
included an outline of the proposed content and some key definitions. Version 1.4 was released in
October of 2005, with draft content in some knowledge areas. Version 1.6, which included detailed
information regarding most of the knowledge areas, was published in draft form in June of 2006 and
updated to incorporate errata in October of 2008.
The Body of Knowledge Committee developed version 2.0 of A Guide to the Business Analysis Body of
Knowledge® (BABOK® Guide) with the guidance of expert writing teams, and feedback garnered from
expert, practitioner, and public reviews. Version 2.0 introduced such concepts as the Requirements
Classification Schema and the Input/Output models. Version 2.0 was published in 2009 and became the
globally recognized standard for the practice of business analysis.
Following the publication of version 2.0, IIBA sought out a number of recognized experts in business
analysis and related fields and solicited their feedback on the content of that edition. The Body of
Knowledge Committee used these comments to plan the vision and scope of this revision. The Body of
Knowledge Committee worked with teams of expert writers to revise and update the content. The
revised draft of A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide) was reviewed
by teams of both expert and practitioner reviewers. The Body of Knowledge Committee used the
feedback provided to further enhance and refine the text and then made the content available to the
business analysis community for review in 2014. The thousands of items of feedback from this public
review were used to further revise the text to form A Guide to the Business Analysis Body of
Knowledge® (BABOK® Guide) version 3.0.
The goal of this revision was to:
(cid:129) incorporate new concepts and practices in use since the last revision,
(cid:129) address the broadening and evolving scope of the profession,
(cid:129) incorporate lessons learned from practitioners who have worked with the current version,
(cid:129) improve the readability and usability of the guide,
(cid:129) improve the consistency and quality of text and illustrations, and
(cid:129) improve consistency with other generally accepted standards relating to the practice of business
analysis.
v
The major changes in this release include:
(cid:129) the inclusion of the Business Analysis Core Concept Model™ (BACCM™),
(cid:129) the expanded scope of the role of business analysis in creating better business outcomes,
(cid:129) the inclusion of Perspectives which describe specialized ways in which business analysis
professionals provide unique value to the enterprise,
(cid:129) new and expanded Underlying Competencies to better reflect the diverse skill sets of the business
analyst, and
(cid:129) new techniques that have emerged in the practice of business analysis.
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 included in this release has been verified through reviews by practitioners, surveys
of the business analysis community, and consultations with recognized experts in the field. The data
available to IIBA demonstrates that the tasks and techniques described in this publication are in use by a
majority of business analysis practitioners. As a result, we can have confidence that the tasks and
techniques described in the BABOK® Guide should be applicable in most contexts where business
analysis is performed, most of the time.
The BABOK® Guide should not be construed to mandate that the practices described in this publication
should be followed under all circumstances. Any set of practices must be tailored to the specific
conditions under which business analysis is being performed. In addition, practices which are not
generally accepted by the business analysis community at the time of publication may be equally
effective, or more effective, than the practices described in the BABOK® Guide. As such practices
become generally accepted, and as data is collected to verify their effectiveness, they will be
incorporated into future editions of this publication. IIBA encourages all practitioners of business
analysis to be open to new approaches and new ideas, and wishes to encourage innovation in the
practice of business analysis.
IIBA would like to extend its thanks and the thanks of the business analysis community to all those who
volunteered their time and effort to the development of this revision, as well as those who provided
informal feedback to us in other ways.
vi