BABOK-v3 Knowledge Areas & Task Summary-Matrix.xlsx

BABOK® v3.0 Task Matrix - Chapter 3 Business Analysis Planning and Mnitring

3.! Plan Business Analysis Appra"h

3.# Plan $takehlder %ngage&ent

Purpse

he purpose of !lan Business Analysis Approach is to define an appropriate method to conduct business analysis acti"ities.

he purpose of !lan #takeholder $ngagement is to plan he purpose of !lan Business Analysis %o"ernance is an approach for establishing and maintaining effecti"e to define how decisions are made about re&uirements working relationships with the stakeholders. and designs' including re"iews' change control' appro"als' and prioriti(ation.

(es"riptin

Business analysis approaches describe the o"erall method that will be followed when performing business analysis work on a gi"en initiati"e' how and when tasks will be performed' and the deli"erables that will be produced. he business analyst may also identify an initial set of techni&ues to use. his list may change as the initiati"e proceeds and the business analyst gains a deeper understanding of the change and its stakeholders. he business analysis approach may be defined by a methodology or by organi(ational standards.

!lan #takeholder $ngagement in"ol"es conducting a thorough stakeholder analysis to identify all of the in"ol"ed stakeholders and analy(e their characteristics. he results of the analysis are then utili(ed to define the best collaboration and communication approaches for the initiati"e and to appropriately plan for stakeholder risks.

)nputs

Needs

Needs; Business Analysis Approach

%le&ents

!lanning Approach; )ormality and *e"el of +etail of !erform #takeholder Analysis; +efine #takeholder Business Analysis +eli"erables; Business Analysis -ollaboration; #takeholder -ommunication Needs Acti"ities; iming of Business Analysis ,ork; -ompleity and /isk; Acceptance

3.3 Plan Business Analysis 'vernan"e

Business analysts ensure that a go"ernance process is in place and clarify any ambiguities within it. A go"ernance process identifies the decision makers' process' and information re&uired for decisions to be made. A go"ernance process describes how appro"als and prioriti(ation decisions are made for re&uirements and designs.

Business Analysis Approach; #takeholder $ngagement Approach

+ecision 0aking; -hange -ontrol !rocess; !lan !rioriti(ation Approach; !lan for Appro"als

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

BABOK® v3.0 Task Task Matrix - Chapter 3 Business Analysis Planning and Mnitring

Te"hni*ues Te"hni*ues

Brainstorming; Business -ases; +ocumen t Analysis; $stimation; )inancial Analysis; )unctional +ecomposition; Inter"iews; Item racking; *essons *earned; !rocess 0odelling; /e "iews; /isk Analysis and 0anagement; #cope 0odelling; #ur"ey or 1uestionnaire; ,orkshops

Brainstorming; Business /ules Analysis; +ocument Analysis; Inter"iews; *essons *earned; 0ind 0apping; Organi(ational 0odelling; !rocess 0odelling; /isk Analysis and 0anagement; #cope 0odelling; #takeholder *ist' 0ap' or !ersonas; #ur"ey or 1uestionnaire; ,orkshops

Brainstorming; +ocument Analysis; Inter"iews; Item racking; *essons *earned; Organi(ational 0odelling; !rocess 0odelling; /e"iews; #ur"ey or 1uestionnaire; ,orkshops

$takehlders

+omain #ub2ect 0atter $pert; !ro2ect 0anager; /egulator; #ponsor

-ustomers; +omain #ub2ect 0atter $pert; $nd 3ser; !ro2ect 0anager; /egulator; #ponsor; #upplier

+omain #ub2ect 0atter $pert; !ro2ect 0anager; /egulator; #ponsor

Output

Business Analysis Approach approach and acti"ities who will perform the acti"ities timing and se&uencing of the work deli"erables business analysis techni&ues

#takeholder $ngagement Approach list of the stakeholders stakeholders characteristics listing of roles and responsibilities for the change collaboration and communication approaches

%o"ernance Approach Identifies the stakeholders who will ha"e the responsibility and authority to make decisions about business analysis work including who will be responsible for setting priorities and who will appro"e changes to business analysis information defines the process that will be utili(ed to manage re&uirement and design changes across the initiati"e



3.+ Plan Business Analysis )n,r&atin Manage&e 3. )denti,y Business Analysis Per,r&an"e )&prve&ents he purpose of !lan Business Analysis Information 0anagement is to de"elop an approach for how business analysis information will be stored and accessed.

he purpose of Identify Business Analysis !erformance Impro"ements is to assess business analysis work and to plan to impro"e processes where re&uired.

Business analysis information is comprised of all the information business analysts elicit' create' compile' and disseminate in the course of performing business analysis. 0odels' scope statements' stakeholder concerns' elicitation results' re&uirements' designs' and solution options are 2ust a few eamples. his includes re&uirements and designs' from lightweight user stories to formal re&uirement documents to functioning prototypes. Information management helps ensure that business analysis information is organi(ed in a functional and useful manner' is easily accessible to appropriate personnel' and is stored for the necessary length of time.

o monitor and impro"e performance' it is necessary to establish the performance measures' conduct the performance analysis' report on the results of the analysis' and identify any necessary pre"enti"e' correcti"e' or de"elopmental actions. !erformance analysis should occur throughout an initiati"e. Once potential performance impro"ements are identified' they become guidelines for the net time a task is eecuted.

Business Analysis Approach; %o"ernance Approach; #takeholder $ngagement Approach

Business Analysis Approach; !erformance Ob2ecti"es 4eternal5

Organi(ation of Business Analysis Information; *e"el of Abstraction; !lan raceability Approach; !lan for /e&uirements /euse; #torage a nd Access; /e&uirements Attributes

!erformance Analysis; Assessment 0easures; Analy(e /esults; /ecommend Actions for Impro"ement



Brainstorming; Inter"iews; Item racking; *essons *earned; 0ind 0apping; !rocess 0odelling; #ur"ey or 1uestionnaire; ,orkshops

Brainstorming; Inter"iews; Item racking; *essons *earned; 0etrics and Key !erformance Indicators 4K!Is5; Obser"ation; !rocess Analysis; !rocess 0odelling; /e"iews; /isk Analysis and 0anagement; /oot -ause Analysis; #ur"ey or 1uestionnaire; ,orkshops

+omain #ub2ect 0atter $pert; /egulator; #ponsor

+omain #ub2ect 0atter $perts; !ro2ect 0anager; #ponsor

Information 0anagement Approach how business analysis information will be stored' accessed' and utili(ed during the change and after the change is complete

Business Analysis !erformance Assessment comparison of planned "ersus actual performance root cause of "ariances from the epected p erformance proposed approaches to address issues other findings to help understand the performance of business analysis processes


BABOK® v3.0 Task Matrix - Chapter + %li"itatin and Cllaratin

+.! Prepare ,r %li"itatin

+.# Cndu"t %li"itatin

+.3 Cn/r& %li"itatin esults

Purpse

he purpose of !repare for $licitation is to understand the scope of the elicitation acti"ity' select appropriate techni&ues' and plan for 4or procure5 appropriate supporting materials and resources.

he purpose of -onduct $licitation is to draw out' he purpose of -onfirm $licitation /esults is to check eplore' and identify information rele"ant to the change. the information gathered during an elicitation session for accuracy and consistency with other information.

(es"riptin

Business analysts prepare for elicitation by defining the desired outcomes of the acti"ity' considering the stakeholders in"ol"ed and the goals of the initiati"e. his includes determining which work products will be produced using the elicitation results' deciding which techni&ues are best suited to produce those results' establishing the elicitation logistics' identifying any supporting materials needed' and understanding circumstances to foster collaboration during an elicitation acti"ity.

here are three common types of elicitation6 -ollaborati"e6 in"ol"es direct interaction with stakeholders' and relies on their eperiences' epertise' and 2udgment. /esearch6 in"ol"es systematically disco"ering and studying information from materials or sources that are not directly known by stakeholders in"ol"ed in the change. #takeholders might still participate in the research. /esearch can include data analysis of historical data to identify trends or past results. $periments6 in"ol"es identifying information that could not be known without some sort of controlled test. #ome information cannot be drawn from people or documents because it is unknown. $periments can help disco"er this kind of information. $periments include obser"ational studies' proofs of concept' and prototypes.

$licited information is confirmed to identify any problems and resol"e them before resources are committed to using the information. his re"iew may disco"er errors' omissions' conflicts' and ambiguity.

)nputs

Needs; #takeholder $ngagement Approach

$licitation Acti"ity !lan

$licitation /esults 4unconfirmed5

%le&ents

3nderstand the #cope of $licitation; #elect $licitation echni&ues; #et 3p *ogistics; #ecure #upporting 0aterial; !repare #takeholders

%uide $licitation Acti"ity; -apture $licitation Outcomes

-ompare $licitation /esults Against #ource Information; -ompare $licitation /esults Against Other $licitation /esults



Te"hni*ues

Brainstorming; +ata 0ining; +ocument Analysis; Benchmarking and 0arket Analysis; Brainstorming; +ocument Analysis; Inter"iews; /e"iews; ,orkshops $stimation; Inter"iews; 0ind 0apping; /isk Analysis and Business /ules Analysis; -ollaborati"e %ames; -oncept 0anagement; #takeholder *ist' 0ap' or !ersonas 0odelling; +ata 0ining; +ata 0odelling; +ocument Analysis; )ocus %roups; Interface Analysis; Inter"iews; 0ind 0apping; Obser" ation; !rocess Analysis; !rocess 0odelling; !rototyping; #ur"ey or 1uestionnaire; ,orkshops

$takehlders

+omain #ub2ect 0atter $pert; !ro2ect 0anager; #ponsor

-ustomer; +omain #ub2ect 0atter $pert; $nd 3ser; Implementation #ub2ect 0atter $pert; #ponsor; Any stakeholders

+omain #ub2ect 0atter $perts; Any stakeholder

Output

$licitation Acti"ity !lan planned acti"ities logistics 4e.g. date' time' location' resources' agenda5 scope of the elicitation acti"ity selected techni&ues supporting materials

$licitation /esults 4unconfirmed5 a format that is specific to the elicitation acti"ity

$licitation /esults 4confirmed5 integrated output

Business Analysis Body of Knowledge® and BABOK® a re registered trademarks owned by International Institute of Business Analysis.


+.+ C&&uni"ate Business Analysis )n,r&atin

+. Manage $takehlder Cllaratin

he purpose of -ommunicate Business Analysis Information is to ensure stakeholders ha"e a shared understanding of business analysis information.

he purpose of 0anage #takeholder -ollaboration is to encourage stakeholders to work towards a common goal.

Business analysts must communicate appropriate information to stakeholders at the right time and in formats that meet their needs. -onsideration is gi"en to epressing the information in language' tone' and style that is appropriate to the audience. -ommunication of business analysis information is bi7directional and iterati"e. It in"ol"es determining the recipients' content' purpose' contet' and epected outcomes.

Business analysis work lends itself to many collaboration opportunities between groups of stakeholders on the business analysis work products. #takeholders hold "arious degrees of influence and authority o"er the appro"al of work products' and are also an important source of needs' constraints' and assumptions. As the business analysis work progresses' the business analyst identifies stakeholders' confirms their roles' and communicates with them to ensure that the right stakeholders participate at the right times and in the appropriate roles. 0anaging stakeholder collaboration is an ongoing acti"ity. he more significant the impact of the change or its "isibility within the organi(ation' the more attention is directed to managing stakeholder collaboration. Business analysts manage stakeholder collaboration to capitalise on positi"e reactions' and mitigate or a"oid negati"e reactions. he business analyst should constantly monitor and assess each stakeholder8s attitude to determine if it might affect their in"ol"ement in the business analysis acti"ities.

Business Analysis Information; #takeholder $ngagement Approach

#takeholder $ngagement Approach; Business Analysis !erformance Assessment

+etermine Ob2ecti"es and )ormat of -ommunication; -ommunicate Business Analysis !ackage

%ain Agreement on -ommitments; 0onitor #takeholder $ngagement; -ollaboration

Business Analysis Body of Knowledge® and B ABOK® are registered trademarks owned b y International Institute of Business Analysis.


Inter"iews; /e"iews; ,orkshops

-ollaborati"e %ames; *essons *earned; /isk Analysis and 0anagement; #takeholder *ist' 0ap' or !ersonas

$nd 3ser; -ustomer; +omain #ub2ect 0atter $pert; Implementation #ub2ect 0atter $pert; ester; Any stakeholder

All stakeholders

Business Analysis Information 4communicated5 stakeholders ha"e reached an understanding of its content and implications

#takeholder $ngagement willingness from stakeholders to engage in business analysis acti"ities


BABOK® v3.0 Task Matrix - Chapter  e*uire&ents 1i,e Cy"le Manage&ent

.! Tra"e e*uire&ents

.# Maintain e*uire&ents

.3 Pririti2e e*uire&ents

Purpse

he purpose of race /e&uirements is to ensure that re&uirements and designs at different le"els are aligned to one another' and to manage the effects of change to one le"el on related re&uirements

he purpose of 0aintain /e&uirements is to retain re&uirement accuracy and consistency throughout and beyond the change during the entire re&uirements life cycle' and to support reuse of re&uirements in other solutions.

he purpose of !rioriti(e /e&uirements is to rank re&uirements in the order of relati"e importance.

(es"riptin

/e&uirements traceability identifies and documents the A re&uirement that represents an ongoing need must be lineage of each re&uirement' including its backward maintained to ensure that it remains "alid o"er time. traceability' its forward traceability' and its relationship to other re&uirements. raceability is used to help ensure that the solution conforms to re&uirements and to assist in scope' change' risk' time' cost' and communication management. It is also used to detect missing functionality or to identify if there is implemented functionality that is not supported by any re&uirement.

!rioriti(ation is the act of ranking re&uirements to determine their relati"e importance to stakeholders. ,hen a re&uirement is prioriti(ed' it is gi"en greater or lesser priority. !riority can refer to the relati"e "alue of a re&uirement' or to the se&uence in which it will be implemented. !rioriti(ation is an ongoing process' with priorities changing as the contet changes.

)nputs

/e&uirements; +esigns



%le&ents

*e"el of )ormality; /elationships; raceability /epository

0aintain /e&uirements; 0aintain Attributes; /eusing /e&uirements

Basis for !rioriti(ation;-hallenges of !rioriti(ation; -ontinual !rioriti(ation

Business Analysis Body of Knowledge® and BABOK® are registered trademarks owned by International Institute of Busine ss Analysis.


Business /ules Analysis; )unctional +ecomposition; !rocess 0odelling; #cope 0odelling

Business /ules Analysis; +ata )low +iagrams; +ata 0odelling; +ocument Analysis; )unctional +ecomposition; !rocess 0odelling; 3se -ases and #cenarios; 3ser #tories

$takehlders

-ustomers; +omain #ub2ect 0atter $pert; $nd 3ser; Implementation #ub2ect 0atter $pert; Operational #upport; !ro2ect 0anager; #ponsor; #uppl iers; ester

+omain #ub2ect 0atter $pert; Implementation #ub2ect 0atter $pert; Operational #upport; /egulator; ester

Output

/e&uirements 4traced5 /e&uirements 4maintained5 clearly defined relationships to other re&uirements' solution components' or releases' phases' or iterations' +esigns 4maintained5 within a solution scope

Te"hni*ues

Backlog 0anagement; Business -ases; +ecision Analysis; $stimation; )inancial Analysis; Inter"iews; Item racking; !rioritisation; /isk Analysis and 0anagement; ,orkshops

-ustomer; $nd 3ser; Implementation #ub2ect 0atter $pert; !ro2ect 0anager; /egulator; #ponsor /e&uirements 4prioriti(ed5 +esigns 4prioriti(ed5

+esigns 4traced5 clearly defined relationships to other re&uirements' solution components' or releases' phases' or iterations' within a solution scope



.+ Assess e*uire&ents Changes

. Apprve e*uire&ents

he purpose of Assess /e&uirements -hanges is to e"aluate the implications of proposed changes to re&uirements and designs.

he purpose of Appro"e /e&uirements is to obtain agreement on and appro"al of re&uirements and designs for business analysis work to continue and9or solution construction to proceed.

he Assess /e&uirements -hanges task is performed as new needs or possible solutions are identified. hese may or may not align to the change strategy and9or solution scope. Assessment must be performed to determine whether a proposed change will increase the "alue of the solution' and if so' what action should be taken. Business analysts assess the potential effect of the change to solution "alue' and whether proposed changes introduce conflicts with other re&uirements or increase the le"el of risk. Business analysts also ensure each proposed change can be traced back to a need.

Business analysts are responsible for ensuring clear communication of re&uirements' designs' and other business analysis information to the key stakeholders responsible for appro"ing that information. Appro"al of re&uirements and designs may be formal or informal. !redicti"e approaches typically perform appro"als at the end of the phase or during planned change control meetings. Adapti"e approaches typically appro"e re&uirements only when construction and implementation of a solution meeting the re&uirement can begin. Business analysts work with key stakeholders to gain consensus on new and changed re&uirements' communicate the outcome of discussions' and track and manage the appro"al.

!rop osed -h an ge ; /e&ui remen ts; +esigns

/e &u ire ments 4"e rifi ed 5; +e signs

Assessment )ormality; Impact Analysis; Impact /esolution

3nderstand #takeholder /oles; -onflict and Issue 0anagement; %ain -onsensus; rack and -ommunicate Appro"al



Business -ases; Business /ules Analysis; +ecision Analysis; +ocument Analysis; $stimation; )inancial Analysis; Interface Analysis; Inter"iews; Item racking; /isk Analysis and 0anagement; ,orkshops

-ustomer; +omain #ub2ect 0atter $pert; $nd 3ser; Operational #upport; !ro2ect 0anager; /egulator; #ponsor; ester

Acceptance and $"aluation -riteria; +ecision Analysis; Item racking; /e"iews; ,orkshops

-ustomer; +omain #ub2ect 0atter $pert; $nd 3ser; Operational #upport; !ro2ect 0anager; /egulator; #ponsor; ester

/e&uirements -hange Assessment /e&uirements 4appro"ed5 recommendation to appro"e'modify' or deny a proposed change to re&uirements +esigns 4appro"ed5 +esigns -hange Assessment recommendation to appro"e'modify' or deny a proposed change to re&uirements


BABOK® v3.0 Task Matrix - Chapter  $trategy Analysis

.! Analy2e Current $tate

.# (e/ne 4uture $tate

.3 Assess isks

Purpse

he purpose of Analy(e -urrent #tate is to understand the reasons why an enterprise needs to change some aspect of how it operates and what would be directly or indirectly affected by the change.

he purpose of +efine )uture #tate is to determine the set of necessary conditions to meet the business need.

he purpose of Assess /isks is to understand the undesirable conse&uences of internal and eternal forces on the enterprise during a transition to' or once in' the future state. An understanding of the potential impact of those forces can be used to make a recommendation about a course of action.

(es"riptin

he starting point for any change is an understanding of why the change is needed. !otential change is triggered by problems or opportunities that cannot be addressed without altering the current state. Business analysts work to help stakeholders enable change by eploring and articulating the business needs that dri"e the desire to change. Business analysts eamine the current state in the contet of the business need to understand what may influence proposed changes' and what will be affected by them. he current state is eplored i n 2ust enough detail to "alidate the need for a change and9or the change strategy. 3nderstanding the current state of the enterprise prior to the change is necessary to identify what will need to change to achie"e a desired future state and how the effect of the change will be assessed.

All purposeful change must include a definition of success. Business analysts work to ensure that the future state of the enterprise is well defined' that it is achie"able with the resources a"ailable' and that key stakeholders ha"e a shared consensus "ision of the outcome. As with current state analysis' the purpose of future state analysis is not to create a comprehensi"e description of the outcome at a le"el of detail that will directly support implementation. he future state will be defined at a le"el of detail that6 allows for competing strategies to achie"e the future state to be identified and assessed' pro"ides a clear definition of the outcomes that will satisfy the business needs' details the scope of the solution space' allows for "alue associated with the future state to be assessed enables consensus to be achie"ed among key stakeholders.

Assessing risks includes analy(ing and managing them. /isks might be related to the current state' a desired future state' a change itself' a change strategy' or any tasks being performed by the enterprise. he risks are analy(ed for the6 : possible conse&uences if the risk occurs' : impact of those conse&uences' : likelihood of the risk' and : potential time frame when the risk might occur.

)nputs

$licitation /esults; Needs

%le&ents

Business Needs; Organi(ational #tructure and -ulture; -apabilities and !rocesses; echnology and Infrastructure; !olicies; Business Architecture; Internal Assets; $ternal Influencers

Business /e&uirements

Business %oals and Ob2ecti"es; #cope of #olution #pace; -onstraints; Organi(ational #tructure and -ulture; -apabilities and !rocesses; echnology and Infrastructure; !olicies; Business Architecture; Internal Assets; Identify Assumptions; !otential alue

Business Ob2ecti"es; $licitation /esults 4confirmed5; Influences; !otential alue; /e&uirements 4prioriti(ed5

3nknowns; -onstraints' Assumptions' and +ependencies; Negati"e Impact to alue; /isk olerance; /ecommendation



Te"hni*ues

Benchmarking and 0arket Analysis; Business -apability Acceptance and $"aluation -riteria; Balanced Analysis; Business 0odel -an"as; Business -ases; #corecard; Benchmarking and 0arket Analysis; -oncept 0odelling; +ata 0ining; +ocument Analysis; Brainstorming; Business -apability Analysis; Business )inancial Analysis; )ocus %roups; )unctional -ases; Business 0odel -an"as; +ecision Analysis; +ecomposition; Inter"iews; Item racking; *essons +ecision 0odelling; )inancial Analysis; )unctional *earned; 0etrics and Key !erformance Indicators +ecomposition; Inter"iews; *essons *earned; 0etrics 4K!Is5; 0ind 0apping; Obser"ation; Organi(ational and Key !erformance Indicators 4K!Is5; 0ind 0apping; 0odelling; !rocess Analysis; !rocess 0odelling; /isk Organi(ational 0odelling; !rocess 0odelling; Analysis and 0anagement; /oot -ause Analysis; #cope !rototyping; #cope 0odelling; #ur"ey or 1uestionnaire; 0odelling; #ur"ey or 1uestionnaire; #, O Analysis; #,O Analysis; endor Assessment; ,orkshops endor Assessment; ,orkshops

Brainstorming; Business -ases; +ecision Analysis; +ocument Analysis; )inancial Analysis; Inter"iews; *essons *earned; 0ind 0apping; /isk Analysis and 0anagement; /oot -ause Analysis; #ur"ey or 1uestionnaire; ,orkshops

$takehlders

-ustomer; +omain #ub2ect 0atter $pert;$nd 3ser; Implementation #ub2ect 0atter $pert; Operational #upport; !ro2ect 0anager; /egulator; #ponsor; #upplier; ester

-ustomer; +omain #ub2ect 0atter $pert; $nd 3ser; +omain #ub2ect 0atter $pert; Implementation #ub2ect Implementation #ub2ect 0atter $pert; Operational 0atter $pert; Operational #upport; !ro2ect 0anager; #upport; !ro2ect 0anager; /egulator; #ponsor; #upplier; /egulator; #ponsor; #upplier; ester ester

Output

-urrent #tate +escription contet of the enterprise8s scope' capabilities' resources' performance' culture' dependencies' infrastructure' eternal influences significant relationships between these elements

Business Ob2ecti"es desired direction that the business wishes to pursue in order to achie"e the future state

Business /e&uirements problem' opportunity' or constraint which is defined based on an understanding of the current state

/isk Analysis /esults an understanding of the risks associated with achie"ing the future state mitigation strategies which will be used to pre"ent those )uture #tate +escription risks' reduce the impact of the risk' or reduce the boundaries of the proposed new' remo"ed' and modified likelihood of the risk occurring components of the enterprise and the potential "alue epected from the future state might include the desired future capabilities' policies' resources' dependencies' infrastructure' eternal influences' and relationships between each element !otential alue "alue that may be reali(ed by implementing the proposed future state



.+ (e/ne Change $trategy he purpose of +efine -hange #trategy is to de"elop and assess alternati"e approaches to the change' and then select the recommended approach.

+e"eloping a change strategy is simpler when the current state and the future state are already defined because they pro"ide some contet for the change. he change strategy clearly describes the nature of the change in terms of6 contet of the change identified alternati"e change strategies' 2ustification for why a particular change strategy is the best approach' in"estment and resources re&uired to work toward the future state' how the enterprise will reali(e "alue after the solution is deli"ered' key stakeholders in the change' and transition states along the way.

-urrent #tate +escription; )uture #tate +escription; /isk Analysis /esults; #takeholder $ngagement Approach

#olution #cope; %ap Analysis; $nterprise /eadiness Assessment; -hange #trategy; ransition #tates and /elease !lanning



Balanced #corecard; Benchmarking and 0arket Analysis; Brainstorming; Business -apability Analysis; Business -ases; Business 0odel -an"as; +ecision Analysis; $stimation; )inancial Analysis; )ocus %roups; )unctional +ecomposition; Inter"iews; *essons *earned; 0ind 0apping; Organi(ational 0odelling; !rocess 0odelling; #cope 0odelling; #,O Analysis; endor Assessment; ,orkshops

-ustomer; +omain #ub2ect 0atter $pert; $nd 3ser; Implementation #ub2ect 0atter $pert; Operational #upport; !ro2ect 0anager; /egulator; #ponsor; #upplier; ester -hange #trategy approach that the organi(ation will follow to guide change #olution #cope solution scope that will be achie"ed through eecution of the change strategy


BABOK® v3.0 Task Matrix - Chapter 5 e*uire&ents Analysis and (esign (e/nitin

5.! $pe"i,y and Mdel e*uire&ents

5.# 6eri,y e*uire&ents

5.3 6alidate e*uire&ents

5.+ (e/ne e*uire&ents Ar"hite"ture

5. (e/ne (esign Optins

5. Analy2e Ptential 6alue and e"&&end $lutin

Purpse

he purpose of #pecify and 0odel /e&uirements is to analy(e' synthesi(e' and r efine elicitation results into re&uirements and designs.

he purpose of erify /e&uirements is to ensure that re&uirements and designs specifications and models meet &uality standards and are usable for the purpose they ser"e.

he purpose of alidate /e&uirements is to ensure that all re&uirements and designs align to the business re&uirements and support the deli"ery of needed "alue.

he purpose of +efine /e&uirements Architecture is to ensure that the re&uirements collecti"ely support one another to fully achie"e the ob2ecti"es.

he purpose of +efine +esign Options is to define the solution approach' identify opportunities to impro"e the business' allocate re&uirements across solution components' and represent design options that achie"e the desired future state.

he purpose of Analy(e !otential alue and /ecommend #olution is to estimate the potential "alue for each design option and to establish which one i s most appropriate to meet the enterprise8s re&uirements.

(es"riptin

#pecify and 0odel /e&uirements describes the practices for analy(ing elicitation results and creating representations of those results. ,hen the focus of the specifying and modelling acti"ity is on understanding the need' the outputs are referred to as re&uirements. ,hen the focus of the specifying and modelling acti"ity is on a solution' the outputs are referred to as designs

erifying re&uirements ensures that the re&uirements and designs ha"e been defined correctly. /e&uirements "erification constitutes a check by the business analyst and key stakeholders to determine that the re&uirements and designs are ready for "alidation' and pro"ides the information needed for further work to be performed. A high7&uality specification is well written and easily understood by its intended audience. A high7&uality model follows the formal or informal notation standards and effecti"ely represents reality. he most important characteristic of &uality re&uirements and designs is fitness for use. hey must meet the needs of stakeholders who will use them for a particular purpose. 1uality is ultimately determined by stakeholders.

/e&uirements "alidation is an ongoing process to ensure that stakeholder' solution' and transition re&uirements align to the business re&uirements and that the designs satisfy the re&uirements.

/e&uirements architecture is the structure of all of the re&uirements of a change. A re&uirements architecture fits the indi"idual models and specifications together to ensure that all of the re&uirements form a single whole that supports the o"erall business ob2ecti"es and produces a useful outcome for stakeholders.

,hen designing a solution' there may be one or more design options identified. $ach design option represents a way to satisfy a set of re&uirements. +esign options eist at a lower le"el than the change strategy' and are tactical rather than strategic. As a solution is de"eloped' tactical trade7offs may need to be made among design alternati"es. Business analysts must assess the effect these tradeoffs will ha"e on the deli"ery of " alue to stakeholders. As initiati"es progress and re&uirements e"ol"e' design options e"ol"e as well.

Analy(e !otential alue and /ecommend #olution describes how to estimate and model the potential "alue deli"ered by a set of re&uirements' designs' or design options. !otential "alue is analy(ed many times o"er the course of a change. his analysis may be a planned e"ent' or it may be triggered by a modification to the contet or scope of the change. he analysis of potential "alue includes consideration that there is uncertainty in the estimates. alue can be described in terms of finance' reputation' or e"en impact on the marketplace. Any change may include a mi of increases and decreases in "alue.

/e&uirements 4specified and modelled5

/e&uirements 4specified and modelled5

Information 0anagement Approach; /e&uirements 4any -hange #trategy; /e&uirements 4"alidated' prioriti(ed5; !otential alue; +esign Options state5; #olution #cope /e&uirements Architecture

/e&uirements iewpoints and iews; emplate Architectures; -ompleteness; /elate and erify /e&uirements /elationships; Business Analysis Information Architecture

Business analysts use a re&uirements architecture to6 understand which models are appropriate for the domain' solution scope' and audience organi(e re&uirements into structures rele"ant to different stakeholders illustrate how re&uirements and models interact with and relate to each other' and show how the parts fit together into a meaningful whole ensure the re&uirements work together to achie"e the o"erall ob2ecti"es' and make trade7off decisions about re&uirements while considering the o"erall ob2ecti"es

)nputs

$licitation /esults 4any state5

%le&ents

0odel /e&uirements; Analy(e /e&uirements; /epresent -haracteristics of /e&uirements and +esigns 1uality; /e&uirements and Attributes; Implement the Appropriate erification Acti"ities; -hecklists *e"els of Abstraction

Identify Assumptions; +efine 0easurable $"aluation -riteria; $"aluate Alignment with #olution #cope

Acceptance and $"aluation -riteria; Business -apability Acceptance and $"aluation -riteria; Item racking; Analysis; Business 0odel -an"as; Business /ules 0etrics and Key !erformance Indicators 4K!Is5; Analysis; -oncept 0odelling; +ata +ictionary; +ata )low /e"iews +iagrams; +ata 0odelling; +ecision 0odelling; )unctional +ecomposition; %lossary; Interface Analysis; Non7)unctional /e&uirements Analysis; Organi(ational 0odelling; !rocess 0odelling; !rototyping; /oles and !ermissions 0atri; /oot -ause Analysis; #cope 0odelling; #e&uence +iagrams; #takeholder *ist' 0ap' or !ersonas; #tate 0odelling; 3se -ases and #cenarios; 3ser #tories

Acceptance and $"aluation -riteria; +ocument Analysis; +ata 0odelling; )unctional +ecomposition; Inter"iews; )inancial Analysis; Item racking; 0etrics and Key Organi(ational 0odelling; #cope 0odelling; , orkshops !erformance Indicators 4K!Is5; /e"iews; /isk Analysis and 0anagement

Te"hni*ues

$takehlders

Any stakeholder

All stakeholders

Output

/e&uirements 4specified and modelled5 any combination of re&uirements and9or designs in the form of tet' matrices' and diagrams

/e&uirements 4"erified5 /e&uirements 4"alidated5 set of re&uirements or designs that is of sufficient &uality to be used as a basis for further work

All stakeholders


+omain #ub2ect 0atter $pert' I mplementation #ub2ect 0atter $pert' !ro2ect 0anager' #ponsor' ester; Any stakeholder

+efine #olution Approaches; I dentify Impro"ement Opportunities; /e&uirements Allocation; +escribe +esign Options

$pected Benefits; $pected -osts; +etermine alue; Assess +esign Options and /ecommend #olution

Benchmarking and 0arket Analysis; Brainstorming; +ocument Analysis; Inter"iews; *essons *earned; 0ind 0apping; /oot -ause Analysis; #ur"ey or 1uestionnaire; endor Assessment; ,orkshops

Acceptance and $"aluation -riteria; Backlog 0anagement; Brainstorming; Business -ases; Business 0odel -an"as; +ecision Analysis; $stimation; )inancial Analysis; )ocus %roups; Inter"iews; 0etrics and Key !erformance Indicators 4K!Is5; /isk Analysis and 0anagement; #ur"ey or 1uestionnaire; #, O Analysis; ,orkshops

+omain #ub2ect 0atter $pert; Implementation #ub2ect 0atter $pert; Operational #upport; !ro2ect 0anager; #upplier

-ustomer; +omain #ub2ect 0atter $pert; $nd 3ser; Implementation #ub2ect 0atter $pert; !ro2ect 0anager; /egulator; #ponsor

/e&uirements Architecture +esign Options #olution /ecommendation re&uirements and the interrelationships among them' as describe "arious ways to satisfy one or more needs in a identifies the suggested' most appropriate solution well as any contetual information that is recorded contet. hey may include solution approach' potential based on an e"aluation of all defined design options impro"ement opportunities pro"ided by the option' and the components that define the option

BABOK® v3.0 Task Matrix - Chapter 7 $lutin %valuatin

7.! Measure $lutin Per,r&an"e

7.# Analy2e Per,r&an"e Measures

7.3 Assess $lutin 1i&itatins

Purpse

he purpose of 0easure #olution !erformance is to define performance measures and use the data collected to e"aluate the effecti"eness of a solution in relation to the "alue it brings.

he purpose of Analy(e !erformance 0easures is to pro"ide insights into the performance of a solution in relation to the "alue it brings.

he purpose of Assess #olution *imitations is to determine the factors internal to the solution that restrict the full reali(ation of "alue.

(es"riptin

!erformance measures determine the "alue of a newly deployed or eisting solution. he measures used depend on the solution itself' the contet' and how the organi(ation defines "alue. ,hen solutions do not ha"e built7in performance measures' the business analyst works with stakeholders to determine and collect the measures that will best reflect the performance of a solution. !erformance may be assessed through key performance indicators 4K!Is5 aligned with enterprise measures' goals and ob2ecti"es for a pro2ect' process performance targets' or tests for a software application.

he measures collected in the task 0easure #olution !erformance 4p. <==5 often re&uire interpretation and synthesis to deri"e meaning and to be actionable. !erformance measures themsel"es rarely trigger a decision about the "alue of a solution. In order to meaningfully analy(e performance measures' business analysts re&uire a thorough understanding of the potential "alue that stakeholders hope to achie"e with the solution. o assist in the analysis' "ariables such as the goals and ob2ecti"es of the enterprise' key performance indicators 4K!Is5' the le"el of risk of the solution' the risk tolerance of both stakeholders and the enterprise' and other stated targets are considered.

Assessing solution limitations identifies the root causes for under7performing and ineffecti"e solutions and solution components. Assess #olution *imitations is closely linked to the task Assess $nterprise *imitations 4p. <>>5. hese tasks may be performed concurrently. If the solution has not met its potential "alue' business analysts determine which factors' both internal and eternal to the solution' are limiting "alue. his task focuses on the assessment of those factors internal to the solution.

)nputs

Business Ob2ecti"es; Implemented #olution 4eternal5

!otential alue; #olution !erformance 0easures

Implemented #olution 4eternal5; #olution !erformance Analysis

%le&ents

+efine #olution !erformance 0easures; alidate #olution !erformance "ersus +esired alue; /isks; !erformance 0easures; -ollect !erformance 0easures rends; Accuracy; !erformance ariances

Identify Internal #olution -omponent +ependencies; In"estigate #olution !roblems; Impact Assessment

Acceptance and $"aluation -riteria; Benchmarking and 0arket Analysis; Business -ase; +ata 0ining; +ecision Analysis; )ocus %roups; 0etrics and Key !erformance Indicators 4K!Is5; Non7)unctional /e&uirements Analysis; Obser"ation; !rototyping; #ur"ey or 1uestionnaire; 3se -ases and #cenarios; endor Assessment

Acceptance and $"aluation -riteria; Benchmarking and 0arket Analysis; +ata 0ining; Inter"iews; 0etrics and Key !erformance Indicators 4K!Is5; Obser"ation; /isk Analysis and 0anagement; /oot -ause Analysis; #ur"ey or 1uestionnaire

Acceptance and $"aluation -riteria; Benchmarking and 0arket Analysis; Business /ules Analysis; +ata 0ining; +ecision Analysis; Inter"iews; Item racking; *essons *earned; /isk Analysis and 0anagement; /oot -ause Analysis; #ur"ey or 1uestionnaire

-ustomer; +omain #ub2ect 0atter $pert; $nd 3ser; !ro2ect 0anager; #ponsor; /egulator

+omain #ub2ect 0atter $pert; !ro2ect 0anager; #ponsor

-ustomer; +omain #ub2ect 0atter $pert; $nd 3ser; /egulator; #ponsor; ester

Te"hni*ues

$takehlders



Output

#olution !erformance 0easures measures that pro"ide information on how well the solution is performing or potentially could perform.

#olution !erformance Analysis results of the analysis of measurements collected and recommendations to sol"e performance gaps and le"erage opportunities to impro"e "alue.


#olution *imitation description of the current limitations of the solution including constraints and defects


7.+ Assess %nterprise 1i&itatins

7. e"&&end A"tins t )n"rease $lutin 6alue

he purpose of Assess $nterprise *imitations is to determine how factors eternal to the solution are restricting "alue reali(ation.

he purpose of /ecommend Actions to Increase #olution alue is to understand the factors that create differences between potential "alue and actual "alue' and to recommend a course of action to align them.

#olutions may operate across " arious organi(ations within an enterprise' and therefore ha"e many interactions and interdependencies. #olutions may also depend on en"ironmental factors that are eternal to the enterprise. $nterprise limitations may include factors such as culture' operations' technical components' stakeholder interests' or reporting structures. Assessing enterprise limitations identifies root causes and describes how enterprise factors limit "alue reali(ation.

he "arious tasks in the #olution $"aluation knowledge area help to measure' analy(e' and determine causes of unacceptable solution performance. he task /ecommend Actions to Increase #olution alue' focuses on understanding the aggregate of the performed assessments and identifying alternati"es and actions to impro"e solution performance and increase "alue reali(ation. /ecommendations generally identify how a solution should be replaced' retired' or enhanced. hey may also consider long7term effects and contributions of the solution to stakeholders. hey may include recommendations to ad2ust the organi(ation to allow for

-urrent #tate +escription; Implemented 4or -onstructed5 #olution 4eternal5; #olution !erformance Analysis

$nterprise *imitation; #olution *imitation

$nterprise -ulture Assessment; #takeholder Impact Ad2ust #olution !erformance 0easures; Analysis; Organi(ational #tructure -hanges; Operational /ecommendations Assessment

Benchmarking and 0arket Analysis; Brainstorming; +ata 0ining; +ecision Analysis; +ocument Analysis; Inter"iews; Item racking; *essons *earned; Obser"ation; Organi(ational 0odelling; !rocess Analysis; !rocess 0odelling; /isk Analysis and 0anagement; /oles and !ermissions 0atri; /oot -ause Analysis; #ur"ey or 1uestionnaire; #,O

+ata 0ining; +ecision Analysis; )inancial Analysis; )ocus %roups; Organi(ational 0odelling; !rioriti(ation; !rocess Analysis; /isk Analysis and 0anagement; #ur"ey or 1uestionnaire

-ustomer; +omain #ub2ect 0atter $pert; $nd 3ser; /egulator; #ponsor

-ustomer; +omain #ub2ect 0atter $pert; $nd 3ser; /egulator; #ponsor



$nterprise *imitation /ecommended Actions description of the current limitations of the enterprise recommendation of what should be done to impro"e the including how the solution performance is impacting the "alue of the solution within the enterprise. enterprise


2 2

BABOK-v3 Knowledge Areas & Task Summary-Matrix.xlsx

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