1. 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, | Kym Byron , MBA, CBAP, PMP, CSM, CSPO

2. 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

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

4. 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.

5. 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.

6. 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.

7. 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.

8. 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.

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

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

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

12. 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

13. 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

14. 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

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

17. 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.

18. 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.

19. 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.

20. 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.

21. 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.

22. (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?

23. 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

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

25. 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

26. 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

27. 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

28. Happy Reading!