It includes the definition of organizational goals, understanding how those goals connect to specific objectives, determining the courses of action that an organization has to undertake to achieve those goals and objectives, and defining how the various organizational units and stakeholders within and outside of that organization interact. Guide contains a description of generally accepted practices in the field of business analysis. The poster illustrates the key knowledge areas, tasks, their inputs and outputs, concept models and, of course, the techniques recommended for babok use within each Knowledge Area: After flipping through the chapters, I noted to myself that babok are several improvements babok the previous version, 2.
The Agile Extension introduces a multi-level, rolling planning model to. You are on the right page. Find below link to directly. Business analysis can be complex and recursive. A requirement or set of requirements may be used to define a design.
That design may then be used to elicit additional requirements that are used to define more detailed designs. The business analyst may hand off requirements and designs to other stakeholders who may further elaborate on the designs. Whether it is the business analyst or some other role that completes the designs, the business analyst often reviews the final designs to ensure that they align with the requirements.
The following table provides some basic examples of how information may be viewed as either a requirement or a design. Requirement Design View six months sales data across multiple A sketch of a dashboard. Reduce amount of time required to pick Process model.
Provide information in English and French. Prototype with text displayed in English and French. Stakeholders may present a need or a solution to an assumed need. A business analyst uses activities found in Elicitation and Collaboration p. Business Requirements Why do I want it? Transition Stakeholder Requirements Cycle continues until Requirements requirements are met.
What are the needs? What are the conditions? The Business Analysis Planning and Monitoring knowledge area tasks organize and coordinate the efforts of business analysts and stakeholders. It helps ensure that decisions are made properly and consistently, and follows a process that ensures decision makers have the information they need. Examples of this include requirements management, business analysis risk management, and allocation of business analysis resources.
The following table describes the usage and application of each of the core concepts within the context of Business Analysis Planning and Monitoring. Table 3. Change: the act of are responsible for determining how transformation in response to a changes to business analysis results will need. Need: a problem or opportunity choose a business analysis approach that to be addressed. Solution: a specific way of evaluate if business analysis performance satisfying one or more needs in a was a key contributor to the successful context.
Stakeholder: a group or perform a stakeholder analysis to ensure individual with a relationship to planning and monitoring activities reflect the change, the need, or the stakeholder needs and account for solution.
Value: the worth, importance, or conduct performance analysis to ensure usefulness of something to a business analysis activities continue to stakeholder within a context. Context: the circumstances that ensure a complete understanding of the influence, are influenced by, and context under analysis in order to develop provide understanding of the an efficient business analysis approach.
Figure 3. Performance Needs Objectives external. The business analyst may also identify an initial set of techniques to use. The business analysis approach may be defined by a methodology or by organizational standards.
In some organizations, elements of the business analysis approach may be standardized and formalized into a repeatable business analysis process which can be leveraged for each effort.
Even where a standard approach exists, it may be tailored to the needs of a specific initiative. Tailoring may be governed by standards that define which approaches are permitted, which elements of those processes may be tailored, and general guidelines for selecting a process. If organizational standards do not exist, the business analyst works with the appropriate stakeholders to determine how the work will be completed. For example, if the change is delivered via a project, the standards and approach may be developed during the project planning phase.
It is necessary to consider what is known about the need at the time of planning, while acknowledging that understanding evolves throughout business analysis activities. Input Guidelines and Tools. Business Analysis Needs Performance Assessment. Methodologies and Output Frameworks. Stakeholder Engagement 3. Many planning methods fit somewhere along a continuum between predictive and adaptive approaches.
Predictive approaches focus on minimizing upfront uncertainty and ensuring that the solution is defined before implementation begins in order to maximize control and minimize risk. These approaches are often preferred in situations where requirements can effectively be defined ahead of implementation, the risk of an incorrect implementation is unacceptably high, or when engaging stakeholders presents significant challenges.
Adaptive approaches focus on rapid delivery of business value in short iterations in return for acceptance of a higher degree of uncertainty regarding the overall delivery of the solution.
These approaches tend to be preferred when taking an exploratory approach to finding the best solution or for incremental improvement of an existing solution. Different approaches may be used within the same initiative. Regardless of the approach, planning is an essential task to ensure value is delivered to an enterprise. Planning typically occurs more than once on a given initiative as plans are updated to address changing business conditions and newly raised issues.
The business analysis approach should describe how plans will be altered if changes are required. Predictive approaches typically call for formal documentation and representations. Business analysis information may be captured in a formal document or set of representations following standardized templates. Information is captured at various levels of detail. The specific content and format of business analysis information can vary depending on the organizational methodologies, processes, and templates in use.
Adaptive approaches favour defining requirements and designs through team interaction and gathering feedback on a working solution. Mandatory requirements representations are often limited to a prioritized requirements list.
Formal documentation is often produced after the solution is implemented to facilitate knowledge transfer. Defined before Defined in iterations to Solution implementation to maximize arrive at best solution or Definition control and minimize risk. Formal—information is Informal—information is Level of captured in standardized gathered through team Formality templates.
Activities required to Activities are divided into complete deliverables are iterations with deliverables Activities identified first and then first and then the associated divided into tasks. Tasks are performed in Tasks are performed Timing specific phases. This type of planning includes determining whether the business analysis tasks performed within the other knowledge areas will be performed primarily in specific phases or iteratively over the course of the initiative.
As complexity and risk increase or decrease, the nature and scope of business analysis work can be altered and reflected in the approach. The approach may also be altered based on the number of stakeholders or business analysis resources involved in the initiative.
As the number of stakeholders increases, the approach may be adjusted to include additional process steps to better manage the business analysis work. In some organizations, the business analysis process may be more structured and require key stakeholders to sign off on the approach to ensure all business analysis activities have been identified, estimates are realistic, and the proposed roles and responsibilities are correct.
Any issues raised by stakeholders when reviewing the approach are documented by the business analyst and resolutions are sought. Stakeholders also play a role in reviewing and accepting changes to the approach as alterations are made to accommodate changing conditions across the initiative. They may be described by regulations, contracts, agreements, deals, warranties, certifications, or other legal obligations.
These policies can influence the business analysis approach. Expertise may be provided from a wide range of sources including stakeholders on the initiative, organizational Centres of Excellence, consultants, or associations and industry groups. Prior experiences of the business analyst and other stakeholders should be considered when selecting or modifying an approach.
They may need to be tailored to better meet the needs of the specific business challenge. Can also track risk related items raised during discussions when building the approach. The approach taken may depend on availability and level of their involvement with the initiative.
The business analysis approach must be compatible with other activities. The selected approach may depend on availability and involvement with the initiative. The remaining outputs of the Business Analysis Planning and Monitoring knowledge area may be integrated into an overall approach or be independent based upon methodology, organization, and perspective.
The purpose of Plan Stakeholder Engagement is to plan an approach for establishing and maintaining effective working relationships with the stakeholders. The results of the analysis are then utilized to define the best collaboration and communication approaches for the initiative and to appropriately plan for stakeholder risks. When planning for stakeholder engagement, the degree of complexity can increase disproportionately as the number of stakeholders involved in the business analysis activities increases.
This is important because new or different techniques for the management of stakeholders may be required when the engagement moves from collaborating with a few stakeholders into dozens, hundreds, or even thousands of people. The need may evolve as stakeholder analysis is performed. Business Analysis Performance Assessment. Tasks Using This Output. Stakeholder analysis is performed repeatedly as business analysis activities continue.
A thorough and detailed stakeholder list ensures that stakeholders are not overlooked. Understanding who the stakeholders are, the impact of proposed changes on them, and the influence they may have on the change is vital to understanding what needs, wants, and expectations must be satisfied by a.
If stakeholders are not identified, the business analyst may miss uncovering critical needs. Stakeholder needs uncovered late will often require a revision to business analysis tasks that are either in progress or are completed.
This can result in increased costs and decreased stakeholder satisfaction. How business analysts perform stakeholder analysis can vary between projects, methodologies, and organizations. The sponsor may also identify stakeholders. Stakeholders outside the organization may be identified and can be uncovered by understanding any existing contracts that may be in place, anticipated vendors that may have a role based on existing relationships with the organization, as well as regulatory and governing bodies that may influence the work.
Shareholders, customers, and suppliers are also considered when searching for external stakeholders. Business analysts identify stakeholder roles in order to understand where and how the stakeholders will contribute to the initiative.
It is important that the business analyst is aware of the various roles a stakeholder is responsible for within the organization. Stakeholder attitudes can positively or negatively impact a change. Knowing how a stakeholder perceives the initiative allows an opportunity for the business analyst to specifically plan their collaboration and engagement with that stakeholder. Stakeholders with positive attitudes may be strong champions and great contributors. Other stakeholders may not see value in the work, may misunderstand the value being provided, or may be concerned about the effect the change will have on them.
Stakeholders who are expected to serve in key roles and participate heavily in business analysis activities, but who view a change negatively, may require collaboration approaches that increase their cooperation. Business analysts identify the authority level a stakeholder possesses over business analysis activities, deliverables, and changes to business analysis work.
Understanding authority levels upfront eliminates confusion during the business analysis effort and ensures the business analyst collaborates with the proper stakeholders when looking for a decision to be made or seeking approvals.
Level of Power or Influence. Understanding the nature of influence and the influence structures and channels within an organization can prove invaluable when seeking to build relationships and trust. Understanding the influence and attitude each stakeholder may have can help develop strategies for obtaining buy-in and collaboration.
Business analysts evaluate how much influence is needed to implement a change compared to the amount of influence the key stakeholders can bring. Collaboration can be a spontaneous event. However, much collaboration is deliberate and planned, with specific activities and outcomes determined ahead of time during planning activities.
The business analyst may plan different collaboration approaches for internal and external stakeholders, and approaches may differ by business analysis activity. The objective is to select the approaches that work best to meet the needs of each stakeholder group and ensure their interest and involvement is maintained across the initiative.
Planning considerations can be documented in the form of a stakeholder collaboration plan. As factors change, plans can be revisited, and adjustments and adaptations can be made to ensure ongoing engagement of stakeholders.
Communication considerations can be documented in the form of a stakeholder communication plan. Business analysts build and review communication plans with stakeholders to ensure their communication requirements and expectations are met. This information will lead to more effective stakeholder analysis and better understanding of the impact of the desired change.
Organizational models describe the roles and functions in the organization and the ways in which stakeholders interact which can help to identify stakeholders who will be affected by a change. Responsibility for stakeholder identification and management may be shared with the business analyst. It also identifies the collaboration and communication approaches the business analyst will utilize during the initiative.
A governance process identifies the decision makers, process, and information required for decisions to be made. A governance process describes how approvals and prioritization decisions are made for. The engagement approach may be updated based on the completion of the governance approach. Guidelines and Tools 3. Business Policies 3. Information 3.
The decision-making process defines what happens when teams cannot reach consensus, by identifying escalation paths and key stakeholders who hold final decision-making authority. This process details the steps for proposing a change, when changes can be proposed, who can propose changes and how change requests are communicated.
Possible components to consider on a change request are:. Benefits considered include both financial benefits and tactical benefits such as implications to scope, time, cost, quality, and resources.
It is common to identify several alternative courses, including those recommended by the requester and by other stakeholders so decision makers can make a choice that will best serve the needs of the initiative.
Requirements When planning the prioritization process, business analysts determine the: p. For example, requirements may be prioritized based on cost, risk, and value. The approach should also determine which stakeholders will have a role in prioritization. The timing and frequency of approvals are dependent on the size and complexity of the change and associated risks of foregoing or delaying an approval. The business analyst must determine the type of requirements and designs to be approved, the timing for the approvals, the process to follow to gain approval, and who will approve the requirements and designs.
When planning the appropriate approval process, business analysts consider the organizational culture and the type of information being approved. For example, new systems or processes for highly regulated industries such as financial, pharmaceutical, or healthcare are likely to require frequent and rigorous review and approval of very detailed specifications. For other types of initiatives, a less intensive approval process may be more appropriate and result in a faster implementation.
Planning for approvals also includes the schedule of events where approvals will occur and how they will be tracked. Stakeholder availability, attitude, and willingness to engage determine the efficiency of the approval process and may significantly affect delivery timelines.
They may be described by regulations, contracts, agreements, warranties, certifications or other legal obligations. This information can help drive how to make better decisions. May also be a possible source of a requested change. Participates in change discussions and approves proposed changes. It also defines the process that will be utilized to manage requirement and design changes across the initiative.
Models, scope statements, stakeholder concerns, elicitation results, requirements, designs, and solution options are just a few examples. This includes requirements and designs, from lightweight user stories to formal requirement documents to functioning prototypes. Information management helps ensure that business analysis information is organized in a functional and useful manner, is easily accessible to appropriate personnel, and is stored for the necessary length of time.
Information must be well structured to ensure it is not difficult to locate, conflicts with other information, or is needlessly duplicated.
The business analyst determines how best to structure and organize the business analysis information at the start of an initiative. This involves taking into consideration the type and amount of information to be collected, the stakeholder's access and usage needs, and the size and complexity of the change.
Relationships among the types of information must be defined to assist in managing the effect of new or changed information in the future. Representations of information may range from highly conceptual or summarized to very detailed. In determining how much detail each stakeholder may require as the initiative evolves, consideration is given to the needs of the stakeholders, the complexity of what is being explained, and the importance of the change.
Business analysis information regarding a topic of significant importance or high level of risk is frequently represented in greater detail. Business analysts plan to ensure the approach is at a level of detail to add value without excessive overhead.
Requirements may also be reused when describing common features or services that are used across multiple systems, processes, or programs. To make requirements useful beyond the current change, business analysts plan ahead for requirements reuse by identifying how best to structure, store, and access requirements so they are usable and accessible for future business analysis efforts. In order for requirements to be reused they must be clearly named, defined, and stored in a repository that is available to other business analysts.
Storage decisions depend on many factors such as who must access the information, how often they need to access it, and what conditions must be present for access. Organizational standards and tool availability also influence storage and access decisions.
The business analysis approach defines how various tools will be used on the initiative and how the information will be captured and stored within those tools. Tools may shape the selection of business analysis techniques, notations to be used, and the way that information is organized. The repository may need to store information other than requirements and designs. It should be able to indicate the status of any stored information, and allow for modification of that information over time.
They are planned for and determined with the requirements themselves. Requirements attributes allow business analysts to associate information with individual or related groups of requirements. The information documented by the attributes helps the team efficiently and effectively make trade-offs between requirements, identify stakeholders affected by potential changes, and understand the effect of a proposed change. The reference is not altered or reused if the requirement is moved, changed, or deleted.
Priority can refer to the relative value of a requirement or to the sequence in which it will be implemented.
The source is often consulted if the requirement changes or if more information regarding the requirement or the need that drove the requirement has to be obtained. It is usually only necessary to specify this separately from the priority when a deadline exists for implementation.
They may be described by regulations, contracts, agreements, warranties, certifications, or other legal obligations. These may be as simple as a whiteboard, or as complex as a global wiki or robust requirements management tool.
Clear presentation of transition requirements Babok 3. Agile — focuses on a tighter collaboration and completing the task at the last moment to allow flexible acceptance of a change Business Intelligence — focuses on business data and everything around data: After flipping through the chapters, I noted to babok 3.
All other Knowledge Areas were renamed in the following manner: Over pages of practical, babok 3. Quite a few techniques were added from the Agile extension to the babok 3. Information Technology — focuses on assessing the impact of a change on the information systems of an enterprise. Changes to the list of techniques Quite a few techniques were added from the Agile extension to the previous version. Several viewpoints called Perspectives The following Perspectives are babok 3.
Requirements Architecture This is the most confusing part of the new version to me. Introduction of a babok 3.
When working on a project regardless of methodologya Bagok takes into account any babok 3. Requirements Architecture This is the most confusing part of the new version to me. Changes in used terminology The language of the Body has become more academic and harder to read and grasp. Clear presentation of transition requirements The latest version higlights the importance of transition requirements, in contrast to the old version.
The poster illustrates the key knowledge areas, tasks, their inputs and outputs, concept models and, of course, the techniques recommended for babok 3. Agile — focuses on a tighter collaboration and completing the task at the last moment babok 3.
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