SFIA to BABOK mapping - IIBA UK slides

1. @UKIIBA #UKIIBA
Mappings of Knowledge Areas to Skills
Feb 2021
Source: Saffron house
BABOK V3 & SFIA v7

2. Expectations for this evening
Presenters will introduce
themselves shortly
This session will be recorded,
and the recording will be
made available afterwards
Do use the Question Panel
to type questions at any
time. The hosts will respond
at the appropriate time
We will ask you some
questions using the “Polls”
feature and display the
responses
Please stay on mute if you
have background noise
Once the presentation is
over, we would love you
provide feedback and to help
shape what happens next

3. Your presenters
• Saffron House - Director of Professional Development IIBA UK
• Peter Leather - Update Manager SFIA v8

4. Poll Time

5. What is the
BABOK?

6. BABOK
Knowledge
areas

7. Over to Peter

8. 8
Business Analysis Planning & Monitoring (Chapter 3)
SFIA skills most likely to be used Other SFIA skills that may be used
• PRMG Project Management: to breakdown, estimate, plan and model the various activities that
will be conducted
• RLMT Relationship Management: to establish stakeholder relationships and expectations
• BUAN Business Analysis: to establish sufficient understanding of the problem space to be able to
identify tasks involved
• REQM Requirements Definition and Management: to establish the constraints and boundaries
of the analysis activity
• KNOW Knowledge Management: to design appropriate approaches to sharing and managing all
of the information that will be gathered so that it can be fully mined for its full value
• BMSO Business Modelling: to present views of the identified tasks, perhaps from the perspectives
of processes, roles, data and organisation, often clarifying what is in scope of the analysis activity
• METL Methods & Tools: whilst considering which are the best methods and tools to be used that
fit the needs and objectives of the analysis work and the project approach
• QUAS Quality Assurance, QUMG Quality Management, CORE Conformance & MEAS
Measurement: to ensure quality measures are built into ways of working, that quality of outputs is
assured & measures are built into organisational activities
• IRMG Information Governance: to ensure relevant policies and procedures for information
governance are accounted for
• SORC Sourcing: to set out the criteria under which the business activity will be performed where it is
going to be procured from a separate entity
• CMSL Consultancy: to offer insights and direction to stakeholders making decisions about the tasks
to be done
• CIPM Change Implementation Planning & Management: to take account of change related
activities that will need to be addressed
• RESC Resourcing: to recruit skilled resources for the work, if required
• DEMM Demand Management: to examine the best approach to undertake this analysis in the
context of wider demand
Plan Business Analysis Approach: includes selecting/ creating methodology & planning individual activities, tasks, & deliverables
Plan Stakeholder Engagement: includes understanding the stakeholders, theirs and our mutual needs and the best way to collaborate
Plan Business Analysis Governance: includes plans for decision making & working within established governance frameworks such as for risk
Plan Business Analysis Information Management: setting out how the information captured by the BA will be stored, used and integrated with other information
Identify Business Analysis Performance Improvements: to identify how commitments will be met and how continuous learning opportunities will be realised

9. 9
Elicitation and Collaboration (Chapter 4)
SFIA skills most likely to be used Other SFIA skills that may be used
• BUAN Business Analysis: is at the heart of this knowledge area. This is where the BA
begins to establish needs and potential solutions
• REQM Requirements Definition and Management: to begin to build a view of candidate
requirements
• RLMT Relationship Management: to establish stakeholder expectations, to ensure there
is good collaboration, input to and support for the forthcoming change
• KNOW Knowledge Management: to ensure information is integrated, stored appropriately
and can be accessed yet controlled where need be
• BPRE Business Process Improvement: to examine needs and potential improvements
through the lens of business processes
• BMSO Business Modelling: to present views of the organisations ways of working, data
etc, to seek better understanding of needs and prompt input
• PRMG Project Management: to self-manage related tasks & granular dependencies and
to deal with any identified risks
• URCH User Research: to identify users' behaviours, needs and motivations to help
establish needs and potential solutions
• UNAN User Experience Analysis: to better understand the context in which users currently
operate and how this can be changed or improved to meet the overall objectives / needs
• INAN Analytics: to take a data based view of modelling and understanding the current and
potential future states
• DTAN Data Modelling & Design: to establish and model data needs and requirements
Prepare for Elicitation: includes conducting any research & building a shared set of expectations with stakeholders
Conduct Elicitation: includes the work to understand stakeholder needs and to identify potential solutions
Confirm Elicitation Results: includes cross referencing with other artefacts and ensuring stakeholders have a shared understanding of the outcomes of elicitation
Communicate Business Analysis Information: presenting information back to stakeholders in a digestible manner and a timely way
Manage Stakeholder Collaboration: to engage stakeholders appropriately such that desired analysis outcomes can be reached

10. 10
Requirements Lifecycle Management (Chapter 5)
SFIA skills most likely to be used Other SFIA skills that may be used
• REQM Requirements Definition and Management: is at the heart of this knowledge
area. The BA elaborates on the growing views of requirements, enhancing attributes,
builds traceability & controls the status of requirements
• RLMT Relationship Management: to use relationships to elicit priorities of
requirements, resolve conflicting views and build consensus and support
• KNOW Knowledge Management: to ensure information is integrated, stored
appropriately and can be accessed yet controlled where need be
• BMSO Business Modelling: to present views of the analysis and relationships for
validation and to build mutual understanding
• PRMG Project Management: to self-manage related tasks & granular dependencies,
to deal with any identified risks & to implement project governance processes such as
“sign-offs” if appropriate
• SCTY Security Management: to trace standards for security
Trace Requirements: includes analysis & modelling of relationships between requirements & artefacts, to improve clarity and understanding
Maintain Requirements: ensures requirements & designs are accurate, curremt & reusable
Prioritise Requirements: ensures work can be scoped and adjustments made as and when priorities or criteria for inclusion change
Assess Requirements Changes: implementation of controls to ensure there is a stable baseline to the requirements
Approve Requirements: ensures relevant stakeholders give their support and buy in to the products of the requirements activites

11. 11
Strategy Analysis (Chapter 6)
SFIA skills most likely to be used Other SFIA skills that may be used
• STPL Enterprise & Business Architecture: to express business goals and drivers; to
translate business strategy and objectives into appropriate enterprise level models such as a
Target Operating Model. To show how the business can/ will operate in its wider
environment/context.
• RLMT Relationship Management: to use relationships to elicit information, to build
consensus and support for this vital definition work
• BMSO Business Modelling: to present views of the analysis and relationships for
validation and to build mutual understanding
• BPRE Business Process Improvement: to express the As Is and To Be, gaps and the
roadmap for changes to processes and capabilities
• OCDV Organisational Capability Development: to set out the As Is and To Be target
state through the lens of organisational capabilities
• PRMG Project Management: to self-manage related tasks & granular dependencies, and
to set out conclusions in a roadmap for change
• BURM Business Risk Management: to identify and plan for risks
• ITSP Strategic Planning: as outputs are likely to input to strategic planning
• REQM Requirements Definition and Management: when using insights to express
needs as a set of candidate requirementa
• CIPM Change Implementation Planning & Management: to take account of change
related activities that will need to be addressed
• BUAN Business Analysis: to establish needs and potential solutions
• ORDI Organisational Design and Implementation: to asses required changes and to
design to be processes, systems, technology, and tools. To take account of cultural
challenges and required cultural changes
• INAN Analytics: to take a data based view of modelling to understanding the current and
potential future states
• DTAN Data Modelling & Design: to establish and model data needs and relationships
• DEMM Demand Management: to make decisions about how needs will be fulfilled, for
example to buy or to build
• POMG Portfolio Management & PGMG Programme Management: to set out the
roadmap in the context of a portfolio or programme, for investment appraisal and to express
relative value compared to other items in the organisations pipeline. Also to express
dependencies on other initiatives
Analyse Current State: sets the baseline and context for change
Define Future State: sets the objectives of the change and clarifies which parts of the enterprise will need to change
Assess Risks:: ensures challenges ahead are identified and plans made to deal with these appropriately
Define Change Strategy: implementation of controls to ensure there is a stable baseline to the requirements

12. 12
Requirements Analysis & Design Definition (Chapter 7)
SFIA skills most likely to be used Other SFIA skills that may be used
• REQM Requirements Definition and Management: is at the heart of this knowledge area. The
BA translates knowledge gathered into requirements, inc. non functionals. enhances attributes, builds
traceability & verifies the requirements ready for validation
• KNOW Knowledge Management: to use structures and practices put in place to be sure that
information gathered can be fully mined for its value
• RLMT Relationship Management: leverages stakeholder relationships to validate that the
requirements are fit for purpose
• BMSO Business Modelling: to show final views of the analysis, & potential business designs for
validation and to build mutual understanding
• DTAN Data Modelling & Design: to establish and model data needs and relationships
• BUAN Business Analysis: to set out options show some level of cost/ benefit analysis for each &
to build an outline business case for the recommended option
• CMSL Consultancy: to offer insights and direction to stakeholders making decisions about options
plus making recommendations
• DESN Systems Design & SWDN Software Design: to explore design options with stakeholders
that meet functional and non-functional (NFR) requirements and turning these into specifications
• AVMT Availability Management: to define availability requirements for services
• SLMO Service Level Management: to explore define and agree aspects of the service such as
performance, support model, and key metrics against which it will be monitored
• HCEV User Experience Design: to prototype designs that model requirements with which to seek
feedback and refine requirements
• CIPM Change Implementation Planning & Management: to take account of change related
activities that will need to be addressed
• PRMG Project Management: to self-manage related tasks & granular dependencies, to build
outline plans and roadmaps
• SCTY Security Management & INAS Information Assurance: when selecting a design
considering risk against security
• BPRE Business Process Improvement: should there be an option centred on business process
change
• DBDS Database Design: to specify physical data layers and physical or virtual data warehouse
structures
Specify & Model Requirements: using information elicited to build requirements from which to move forwards with the change
Verify Requirements: ensuring the requirements are specified to the required level of detail and completeness
Validate Requirements: ensuring these are accepted as representative of the stakeholders needs
Define Requirements Architecture: ensures the various views, models and or catalogues/ backlogs created form a coherent whole/ a complete story
Define Solution Options: sets out potential ways forwards
Analyse potential value & Recommend Solution: provides relevant information to support decision making and pointers to the way forwards

13. 13
Solution Evaluation (Chapter 8)
SFIA skills most likely to be used Other SFIA skills that may be used
• BUAN Business Analysis: to conduct situation analysis, assess impacts, examine
root causes, model findings and assess options
• ORDI Organisational Design and Implementation: to asses required changes and
to design to be processes, systems, technology, and tools. To take account of cultural
challenges and required cultural changes
• BPRE Business Process Improvement: to express the As Is and To Be, gaps and
the roadmap for changes to processes and capabilities
• BMSO Business Modelling: to show various views of the analysis, & potential
impacts of possible changes, for validation and to build mutual understanding
• BPTS Business Process Testing: to examine how well current business processes
are performing against CSFs & KPIs
• PRMG Project Management: to self-manage related tasks & granular dependencies,
• RLMT Relationship Management: leverages stakeholder relationships to elicit and
validate information
• DTAN Data Modelling & Design: to establish and model data relationships and
issues
• INAN Analytics: to take a data based view of investigating the situation and root
causes and modelling potential future states
• TEST Testing: to design, run and interpret tests to establish problems and root causes
• USEV User Experience Validation: to examine the situation, issues and possible
causes from the user’s perspective
• BENM Benefits Management: to compare actual outcomes against those set out in
the business case and to establish potential root causes for differences
Measure Solution Performance: design and carry out the measure against enterprise goals and objectives
Analyse Performance Measures: examines findings to determine whether the solution is meeting the business needs
Assess Solution Limitations: looks for underlying causes as to why the solution is not meeting business needs
Assess Enterprise Limitations: looks for underlying causes as to what is preventing the enterprise from realising the full potential of the solution
Recommend actions to increase solution value: exactly as it sounds

14. 14
Potential Uses
BA Job Role definition
Definition of BA assignments
Learning & Development - skills gaps
Communicate scope & complexity of
BA role

15. 15
Roadmap – what next?
Process
feedback
from today
Map to BA
Practice
Maturity
Map to BA
job family
structure
Review &
update at
least
annually
Map also to
BABOK Agile
Extension
What else?

16. Thank you –
feedback poll

17. Probably wont use

18. 18
Knowledge Areas
• Knowledge areas represent areas of specific business analysis expertise that encompass several tasks. The six knowledge areas are
• Business Analysis Planning and Monitoring: describes the tasks that business analysts perform to organize and coordinate the efforts of business
analysts and stakeholders. These tasks produce outputs that are used as key inputs and guidelines for the other tasks throughout the BABOK® Guide.
• Elicitation and Collaboration: describes the tasks that business analysts perform to prepare for and conduct elicitation activities and confirm the results
obtained. It also describes the communication with stakeholders once the business analysis information is assembled and the ongoing collaboration with them
throughout the business analysis activities.
• Requirements Life Cycle Management: describes the tasks that business analysts perform in order to manage and maintain requirements and design
information from inception to retirement. These tasks describe establishing meaningful relationships between related requirements and designs, and
assessing, analyzing and gaining consensus on proposed changes to requirements and designs.
• Strategy Analysis: describes the business analysis work that must be performed to collaborate with stakeholders in order to identify a need of strategic or
tactical importance (the business need), enable the enterprise to address that need, and align the resulting strategy for the change with higher- and lower-level
strategies.
• Requirements Analysis and Design Definition: describes the tasks that business analysts perform to structure and organize requirements
discovered during elicitation activities, specify and model requirements and designs, validate and verify information, identify solution options that meet
business needs, and estimate the potential value that could be realized for each solution option. This knowledge area covers the incremental and iterative
activities ranging from the initial concept and exploration of the need through the transformation of those needs into a particular recommended solution.
• Solution Evaluation: describes the tasks that business analysts perform to assess the performance of and value delivered by a solution in use by the
enterprise, and to recommend removal of barriers or constraints that prevent the full realization of the value

19. 19
The Business Analysis Core Concept Model
➢ This is a conceptual framework and it
encompasses what business analysis is, and how
those who perform business analysis interpret it
regardless of perspective, industry, methodology
or level in the organisation.
➢ It is composed of six terms or core concepts that
helps in the discussion of business analysis and
its relationships with common terminology.
Characteristics of BACC
➢ All the concepts are equal and necessary
➢ No single concept holds greater importance than
the other
➢ Each concept is defined by the other concepts and
cannot be fully understood in isolation.
BACCM
Himanshu