babok v1.6 vs v2.0

Copyright © 2009 Phil VincentFeel free to share this presentation as long as the copyright notice remains in place.

The views and opinions expressed within this presentation are those of the author, and do not necessarily represent the views and opinions held by the International Institute of Business Analysis®

IIBA®, the IIBA® logo, BABOK® and Business Analysis Body of Knowledge® are registered trademarks owned by International Institute of Business Analysis.

Phil Vincent & [email protected]

A Guide to the Business Analysis

Body of Knowledge®

(BABOK® Guide)

Version 2.0

www.theiiba.org

What’s In It For You?

Presented by Phil Vincent, CBAP®, PMP®

IIBA ® Ottawa-Outaouais ChapterApril 29, 2009

The BABOK ® Guide 2.0 Purpose

Define the profession of

business analysisA globally recognized standard

A framework of generally

accepted tasks, techniques and

competenciesA common baseline vocabulary

Copyright © 2009 Phil Vincent Feel free to share this presentation, as long as this copyright notice remains in place 2

The BABOK ® Guide 2.0

3

“…generally accepted practices in use by a majority of business analysis practitioners.”

“…applicable in most contexts where business analysis is performed, most of the time.”

“…focused on individual initiatives rather than strategic or enterprise-wide business analysis.”

BABOK® Guide 2.0 pg 1-2

Copyright © 2009 Phil Vincent Feel free to share this presentation, as long as this copyright notice remains in place

4

“Business 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 objectives.”


BABOK® Guide 2.0 pg 3

5

A business analyst analyzes and synthesizes information provided by a large number of stakeholders to elicit actual needs, not simply expressed desires…



Software Package Selection

Software Maintenance/ Enhancement

New Software Development

Process Improvement

Organizational Change

Feasibility Studies

Types of Business Analysis Initiatives

Copyright © 2009 Phil Vincent Feel free to share this presentation, as long as this copyright notice remains in place 6

History

IIBA fo

rmed in

Octo

ber 2003

BABOK ® G

uide 1.0 January 2005

BABOK ® Guide 1.4 O

ctober 2

005

BABOK ® Guide 1.6 (d

raft)

June

2006 BABOK ® Guide 1.6 (C

orrecte

d) Octo

ber

2008 BABOK ® Guide 2.0 M

arch

2009

7Copyright © 2009 Phil Vincent Feel free to share this presentation, as long as this copyright notice remains in place

Knowledge AreasBusiness Analysis

Planning and Monitoring

Elicitation

UnderlyingCompetencies

RequirementsAnalysis

EnterpriseAnalysis

Solution Assessment and Validation

Requirements Management and

Communication



Task

Knowledge Area

4..6 Input

Output

1..*

1..*Technique

1..*

0..*

Deliverable

0..*

0..*

KA specific

0..*


ElementsStakeholders

1..*

1..*

Requirements are the only output produced by more than one task

TechniquesAcceptance and evaluation criteria definitionBenchmarkingBrainstormingBusiness rules analysisData dictionary and glossaryData flow diagramsData modelingDecision analysisDocument analysisEstimationFocus groupsFunctional decompositionInterface analysisInterviewsLessons learned processMetrics and key performance indicatorsNon-functional requirements analysis

ObservationOrganization modelingProblem trackingProcess modelingPrototypingRequirements workshopsRisk analysisRoot cause analysisScenarios and use casesScope modelingSequence diagramsState diagramsStructured walkthroughSurvey/QuestionnaireSWOT AnalysisUser storiesVendor Assessment


Communication

skills

TeachingWritten

Oral

Underlying Competencies

Interaction skills

FacilitationLeadershipInfluencingNegotiationTeamwork

Software applications

Modeling and drawing tools

Office productivity

Analytical thinking and

problem solving

Creative thinkingDecision making

LearningProblem solving

Systems thinking

Behavioural characteristics

Personal organization

EthicsTrustworthiness

Business knowledge

Business principles and practices

Industry knowledgeOrganization knowledge

Solution knowledge


A Business Analyst….

Normally performs most of the tasks

Normally performs some of the techniques

Is familiar with all of the tasks and techniques

Demonstrates proficiency with the underlying competencies


An Organization…

Expects business analysts to perform these tasks using these techniques

Expects business analysts to apply these competencies


14

Requirements


A Requirement is:

1. A condition or capability needed by a stakeholder to solve a problem or achieve an objective.

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

BABOK® 2.0 pg 4-5


Broadest Possible Interpretation

“A requirement could be unstated, implied, derived from other requirements, or explicitly stated and managed…

…could include past, present and future capabilities or conditions of the enterprise…

… descriptions of organizational structures, roles, policies, processes, rules and information systems.”

BABOK® 2.0 pg 516Copyright © 2009 Phil Vincent

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Requirements TypesBusiness Analysis

Planning and Monitoring

Elicitation

UnderlyingCompetencies

RequirementsAnalysis

EnterpriseAnalysis

Solution Assessment and Validation

Requirements Management and

Communication

StakeholderRequiremen

ts

SolutionRequiremen

ts

TransitionRequiremen

ts


Business Requiremen

ts

18

The Knowledge Areas


2. Business Analysis Planning and Monitoring

2.1Plan Business

Analysis Approach

2.3Plan BA Activities

2.5Plan Req’ts Mgt.

Process

2.6Manage BA Performance

2.4Plan BA

Communication

2.2Conduct

Stakeholder Analysis

Tasks

*Business Analysis

Performance Metrics

5.1

Business Need

Enterprise Architecture

Expert Judgment

Organizational Process Assets

Inputs

2.1

Business Analysis

Approach

2.2

Stakeholder List, Roles, and Responsibilities

BA Process Assets

Outputs

2.3

Business Analysis Plan(s)

2.4

BA Communication

Plan

2.5

Requirements Management

Plan

2.6

BA Performance Assesment


2.6


3. Elicitation

5.5

Business Case

5.1

Business Need

Inputs


2.5


Plan

5.4

Solution Scope

2.2

Stakeholder List, Roles andResponsibilities

3.2

Elicitation Results

3.1

Scheduled Resources

3.3, 3.4

Stakeholder Concerns

Outputs

3.1

Supporting Materials

3.1Prepare for Elicitation

3.3Document Elicitation

Results

3.4Confirm Elicitation

Results

3.2Conduct Elicitation

Activity

Tasks



4. Requirements Management and Communication

2.4

BA Communication

Plan


Inputs

2.5


Plan

5.4

Solution Scope

2.2

Stakeholder List, Roles andResponsibilities

4.1

Requirements[Approved]

4.5

Requirements[Communicated]

4.3

Requirements[Maintained &

Reusable]

Outputs

4.2

Requirements[Traced]

4.1Manage Solution Scope and Req’ts

4.3Maintain Req’ts

for Re-use

4.4Prepare Req’ts

Package

4.2Manage Req’ts

Traceability

Tasks

4.5Communicate Requirements

4.4

RequirementsPackage


*Requirements


5. Enterprise Analysis

6.4

Assumptions and Constraints


Inputs

3.3

Requirements[Stated]

Business Goals and Objectives

Enterprise Architecture

3.3


5.5

Business Case

5.1

Business Need

5.2

Required Capabilities

Outputs

5.3

Solution Approach

5.1Define

Business Need

5.3Determine

Solution Approach

5.4Define

Solution Scope

5.2Assess

Capability Gaps

Tasks

5.5Define

Business Case

5.4

Solution Scope

7.6

Solution Performance Assessment



6. Requirements Analysis

5.5

Business Case


Inputs

2.5

RequirementsManagement

Plan

2.2

Stakeholder List, Roles and Responsibilities

6.4


6.2

Requirements Structure

6.1

Requirements[Prioritized]

Outputs

6.6

Requirements[Validated]

6.1Prioritize

Requirements

6.3Specify and Model

Requirements

6.4Define


6.2Organize

Requirements

Tasks

6.5Verify

Requirements

6.5

Requirements[Verified]

3.3



*Requirements

5.1

Business Need

5.4

Solution Scope

6.6Validate

Requirements

6.3

Stakeholder or Solution

Requirements

23


7. Solution Assessment and Validation

6.4


Inputs

7.6

Solution Performance Assessment

EnterpriseArchitecture

3.3


7.1

Assessment of Proposed Solution

7.5

Identified Defects

7.5

Mitigating Actions

Outputs

7.3

Organizational Readiness

Assessment

7.1Assess Proposed

Solution

7.3Assess Org.Readiness

7.4Define Transition

Requirements

7.2Allocate

Requirements

Tasks

7.5Validate Solution

7.4

Transition Requirements

Solution Performance

Metrics


*Requirements

Solution[Constructed, Deployed or Designed]

SolutionOption(s)

5.4

Solution Scope

7.6Evaluate Solution

Performance

7.2

Requirements[Allocated]

7.6

Solution Validation

Assessment


BABOK® Guide 2.0 Summary

Business Analysis Planning and Monitoring 6 tasks 35 pagesElicitation 4 tasks 9 pagesRequirements Management and Communication 5 tasks 17 pages Enterprise Analysis 5 tasks 16 pagesRequirements Analysis 6 tasks 21 pagesSolution Assessment and Validation 6 tasks 19 pages

32 tasks 117 pages

Underlying Concepts 6 concepts 14 pagesTechniques 34 techniques 66 pages

Glossary 226 terms 12 pages


26

Major Changes from

the BABOK® Guide 1.6


27


Body of Knowledge®

(BABOK® Guide)

Version 2.0

www.theiiba.org

The new BABOK® Guide v2.0 “reflects” business analysis, it does not prescribe it


Ensure that solutions truly add value to the organization

Individual business analysis

initiatives, not strategic business analysis

28


Body of Knowledge®

(BABOK® Guide)

Version 2.0

www.theiiba.org

Business architecture

is out

Less IT-focused


Requirements types

29


Body of Knowledge®

(BABOK® Guide)

Version 2.0

www.theiiba.org

Definition of a

requirement

Broadest possible

interpretation of a what a

requirement is

Requirements are

“reusable assets”

Traceability is optional

Prioritization is not


30


Body of Knowledge®

(BABOK® Guide)

Version 2.0

www.theiiba.org

Plan-driven and change-driven

project life cycles

Interaction with other stakeholders

like project managers and testers

Business analysis

includes work before and after

a “project”


31


Body of Knowledge®

(BABOK® Guide)

Version 2.0

www.theiiba.org

Fewer “document

s”Techniques

are separate from tasks


32


Body of Knowledge®

(BABOK® Guide)

Version 2.0

www.theiiba.org

Underlying Competencies



Thanks!

If you have any further questions or comments, or for more information, please contact

Phil [email protected]