IIBA Denver | may 20, 2015 | Kym Byron , MBA, CBAP, PMP, CSM, CSPO BABOK® v3 is Here! Business analysis body of knowledge® Version 3.0 IIBA Denver | may 20, 2015 | Kym Byron , MBA, CBAP, PMP, CSM, CSPO

What’s New/Different/Updated in 3.0 Key Concepts Business Analysis Core Concept Model™ (BACCM™) Perspectives Updated Knowledge Areas Updated Task Structure Updated Underlying Competencies New and updated Techniques

Key Concepts Business Analysis Core Concept Model™ (BACCM™) Key Terms Requirements Classification Schema Stakeholders Requirements and Design

Business Analysis Core Concept Model™ Change – the act of transformation in response to a need Need – a problem or opportunity to be addressed Solution – a specific way of satisfying a need(s) in a context Stakeholder (same 11 as in v2.0) – a group or individual with a relationship to the change, the need, or the solution Value – the worth, importance, or usefulness of something to a stakeholder within a context Context – the circumstances that influence, are influenced by, and provide understanding of the change Within each KA description there are examples of how the core concepts may be used and/or applied during the tasks within the KA. If any of the core concepts experience a change, it should cause us to re-evaluate these core concepts and their relationships to value delivery.

Key Terms What is business analysis? Who is A BUSINESS ANALYST? Business analysis is the practice of enabling change in an enterprise by defining needs and recommending solutions that deliver value to stakeholders. Any person performs business analysis tasks described in the BABOK® Guide, no matter their job title or organizational role.

BUSINESS ANALYSIS INFORMATION Key Terms BUSINESS ANALYSIS INFORMATION DESIGN Broad and diverse sets of information that business analysts analyze, transform, and report. It is information of any kind – at any level of detail – that is used as an input to, or is an output of, business analysis work A design is a usable representation of a solution. Design focuses on understanding of value might be realized by a solution if it is built.

Key Terms ENTERPRISE ORGANIZATION An enterprise is a system of one or more organizations and the solutions they use to pursue a shared set of common goals. An autonomous group of people under the management of a single individual or board, that works toward common goals and objectives.

Key Terms PLAN REQUIREMENT A plan is a proposal for doing or achieving something. Plans describe a set of events, the dependencies among the events, the expected sequence, the schedule, the results or outcomes, the materials or resources needed, and the stakeholders involved. A requirement is a usable representation of a need.

Requirements Classification Schema Business Requirements Stakeholder Requirements Solution Requirements Functional Requirements Non-Functional (or Quality of Service) Requirements Transition Requirements

Stakeholders Business Analyst Domain SME Project Manager End User Implementation SME Supplier Customer Sponsor Operational Support User Tester

Requirements and Design Requirements focus on the need Design focuses on the solution

Perspectives Used within business analysis work to provide focus to tasks and techniques specific to the context of the initiatives. Most initiatives are likely to engage one or more perspectives. Agile Business Intelligence Information Technology Business Architecture Business Process Management

Perspectives Structure Change Scope – what parts of the enterprise the change encompasses when viewed from this perspective and to what extent it impacts the objectives and operations of the enterprise . Also – type of problems solved, solutions considered, approach, and value Business Analysis Scope – describes key stakeholders and the BA role within the initiative. Also defines likely outcomes of BA work Methodologies, Approaches and Techniques – specific to those that are unique to each perspective Underlying Competencies – those that are most prevalent to that perspective Impact on Knowledge Areas– describes how knowledge areas are applied or modified. Also explains how specific activities within a perspective are mapped to tasks

Updated (from 2.0) Task Structure V 3.0 V 2.0 Purpose Description Inputs Elements Techniques Stakeholders Outputs Purpose Description Inputs Elements Guidelines and Tools Techniques Stakeholders Outputs

Knowledge Areas Business Analysis Planning and Monitoring Elicitation and Collaboration Requirements Life Cycle Management Strategy Analysis Requirements Analysis and Design Definition Solution Evaluation

Business Analysis Planning and Monitoring Renamed Tasks One new Task Elements moved around within the KA Version 3 continues to address the BA role in defining the work and approach for the initiative.

Elicitation and Collaboration (2.0  Elicitation) More guidance for practitioners Unplanned Elicitation BA information referenced throughout (not just requirements as the object of elicitation One renamed task One new task The focus remains similar but has expanded to include the new topic of Collaboration.

Requirements Life Cycle Management (2.0  Requirements Management and Communication) Communication activities now in Elicitation and Collaboration KA Requirements  Business Analysis Information Updated to recognize the fact that requirements have their own life cycle and Requirements management is an ongoing activity.

Strategy Analysis (2.0  Enterprise Analysis) Expanded purpose and a new name Strategy Analysis is broader Not only involves the upfront work, but current state research, defining the future (desired) state, developing the change strategy to achieve the desired business outcomes and assess the risks inherent in the change Strategy.

Requirements Analysis and Design Definition BAs have involvement with design activities Incorporates Tasks from 2.0 KA Solution Assessment and Validation Activities involved with the proposed solution are part of this KA.

(2.0  Solution Assessment and Validation) Solution Evaluation (2.0  Solution Assessment and Validation) More focus on evaluating solutions (less on implementation) Is value being delivered by a solution? Anything hindering the organization from receiving full value from a solution?

Underlying Competencies Analytical Thinking and Problem Solving Creative Thinking Decision Making Learning Problem Solving Systems Thinking Conceptual Thinking Visual Thinking Behavioral Characteristics Ethics Personal Accountability Trustworthiness

Underlying Competencies Business Knowledge Business Acumen Industry Knowledge Organization Knowledge Solution Knowledge Methodology Knowledge Communication Skills Verbal Communication Non-Verbal Communication Written Communication Listening

Underlying Competencies Interaction Skills Facilitation Leadership and Influencing Teamwork Negotiation and Conflict Resolution Teaching Tools and Technology Office Productivity Tools & Technology Business Analysis Tools & Technology Communication Tools & Technology

Techniques (* updated; italics new) Acceptance and Evaluation Criteria Backlog Management Balanced Scorecard Benchmarking and Market Analysis* Brainstorming Business Capability Analysis Business Cases Business Model Canvas Business Rules Analysis Collaborative Games Concept Modelling Data Dictionary* Data Flow Diagrams Data Mining Data Modelling Decision Analysis Decision Modelling Document Analysis Estimation Financial Analysis Focus Groups Functional Decomposition Glossary* Interface Analysis Interviews

Techniques Item Tracking Lessons Learned Metrics and Key Performance Indicators Mind Mapping Non-Functional Requirements Analysis Observation Organizational Modelling Process Modeling Prototyping Reviews Risk Analysis and Management Roles and Permissions Matrix Root Cause Analysis Scope Modeling Sequence Diagrams Stakeholder List, Map, or Personas Survey or Questionnaire SWOT Analysis Use Cases and Scenarios User Stories Vendor Assessment Workshops

Happy Reading!