Describes a multi-dimensional view of the Business Analysis Body of Knowledge, based upon artifacts and their consumers.
The BABOK is captured with a UML model that shows how activities, artifacts, roles and techniques are related. I created this model to help study for the CBAP exam.
Presentation slides from my BABOK Study Group that I led.
Those materials will help you pass BABOK certification exams. Study Group was aimed at individuals self preparing to CCBA or CBAP exams.
Subject of this presentation: Business Analysis Planning & Monitoring.
Please visit my blog: http://zubkiewicz.com/
Presentation slides from my BABOK Study Group that I led.
Those materials will help you pass BABOK certification exams. Study Group was aimed at individuals self preparing to CCBA or CBAP exams.
Please visit my blog: http://zubkiewicz.com/
In this presentation, I am going to provide you a glimpse of what’s inside IIBA BABOK guide version 3. Version 3 of the guide has been released recently. It’s possible that you might not have laid your hands on to it so far.
Presentation slides from my BABOK Study Group that I led.
Those materials will help you pass BABOK certification exams. Study Group was aimed at individuals self preparing to CCBA or CBAP exams.
Subject of this presentation: Enterprise Analysis.
Please visit my blog: http://zubkiewicz.com/
Presentation slides from my BABOK Study Group that I led.
Those materials will help you pass BABOK certification exams. Study Group was aimed at individuals self preparing to CCBA or CBAP exams.
Subject of this presentation: Elicitation.
Please visit my blog: http://zubkiewicz.com/
Presentation slides from my BABOK Study Group that I led.
Those materials will help you pass BABOK certification exams. Study Group was aimed at individuals self preparing to CCBA or CBAP exams.
Subject of this presentation: Business Analysis Planning & Monitoring.
Please visit my blog: http://zubkiewicz.com/
Presentation slides from my BABOK Study Group that I led.
Those materials will help you pass BABOK certification exams. Study Group was aimed at individuals self preparing to CCBA or CBAP exams.
Please visit my blog: http://zubkiewicz.com/
In this presentation, I am going to provide you a glimpse of what’s inside IIBA BABOK guide version 3. Version 3 of the guide has been released recently. It’s possible that you might not have laid your hands on to it so far.
Presentation slides from my BABOK Study Group that I led.
Those materials will help you pass BABOK certification exams. Study Group was aimed at individuals self preparing to CCBA or CBAP exams.
Subject of this presentation: Enterprise Analysis.
Please visit my blog: http://zubkiewicz.com/
Presentation slides from my BABOK Study Group that I led.
Those materials will help you pass BABOK certification exams. Study Group was aimed at individuals self preparing to CCBA or CBAP exams.
Subject of this presentation: Elicitation.
Please visit my blog: http://zubkiewicz.com/
Business Analysis Core Concepts Model (BACCM)Techcanvass
Business Analysis Core concepts Model (BACCM) is the core framework integral to BABOK Guide v3. Core concepts are fundamental to the practice of business analysis as defined in BABOK guide. IIBA BABOK v3 is the new version of BABOK guide for latest version of business analyst certifications.
A summary of the IIBA BABOKv3 information to help prepare for the CBAP exam and as a general reference.
Details include:
1. Groups all of the Knowledge Area details together like Tasks/Elements + Additional info + Stakeholders + Inputs/Outputs CRUD + Techniques.
2. A 'Requirements and Design Lifecycle' diagram has been added to show the apparent flow of requirement versions through the various BABOK KA Tasks.
3. There is 'Additional Information' details to provide as much extra information as would fit within a two page layout.
Note: See latest version on: https://www.slideshare.net/AlanMaxwell3/babokv3-a-summary-v100
Current Approaches to Standardization of Business Analysis. Presentation held at PMI Romania Chapter Monthly Meeting, hosted by National School of Political and Administrative Studies, Faculty of Management 14.07.2015.
BUSN350Week 3 Business Problem and RequirementsBusiness.docxhumphrieskalyn
BUSN350
Week 3: Business Problem and Requirements
Business Analysis
The basic idea of business analysis is simple. It is the practice of identifying and clarifying a problem or issue within a company, then working with the various stakeholders to define and implement an acceptable solution. However, actually conducting a business analysis can be quite complex and time-consuming.
Starting Point
The first step in the process is to identify a problem, an issue, or some other business need. Let's say that you are the owner of a small motorcycle dealership. In addition to selling bikes, your store does repairs and maintenance, sells riding gear, and custom orders parts for your customers. You have received numerous complaints from the staff and customers about the accuracy of your inventory system. The problem is the inventory system often shows parts and merchandise as being in stock, when none are actually available. This often means that a repair job is not finished on schedule, which really irritates your customers.
Milestone 1 Assignment Requirements
In a 5-8 page paper using APA format, please describe the following:
1. Introduction– Briefly describe the organization and business process to provide contextfor your project.
2. Business problem– Identify and describe a business problem for your project.
a. Create a flowchart of the current business process using Visio.
b. If you do not have Visio installed on your computer, you can access this application via the iLab tab in the Course Home unit.
3. Identify stakeholders– Provide a stakeholder tracking matrix based on eachstakeholder’s position and responsibilities, the level of their involvement and their importance to the project.
Example of a stakeholder matrix:
Role
Responsibilities
Level of Involvement
Importance
Project Manager
(Business)
Project Manager
(Implementation partner)
Business Analyst
Page 1 of 4
BUSN350
Role
Responsibilities
Level of Involvement
Importance
Department Manager
Work Group Supervisor
External Business Partner
SME 1
SME 2
SME 3
Level of Involvement – What level of involvement and how much time will be expected of each stakeholder?
Importance – How important is the stakeholder in the requirements elicitation process? Are they required in order to document all of the critical project requirements, or are they optional in that they can add clarity to processes that may further refine requirements?
4. Conduct elicitationusing one of the methods listed and provide the documented resultsfrom your activity in the Appendix of your paper:
Surveys – develop a set of 5-8 multiple choice questions pertaining to the business problem that will enable you to document a list of requirements for your project, administer the survey to elicit responses from 10 participants
Interviews – develop a set of 5-8 open-ended questions pertaining to the ...
Business Analysis Core Concepts Model (BACCM)Techcanvass
Business Analysis Core concepts Model (BACCM) is the core framework integral to BABOK Guide v3. Core concepts are fundamental to the practice of business analysis as defined in BABOK guide. IIBA BABOK v3 is the new version of BABOK guide for latest version of business analyst certifications.
A summary of the IIBA BABOKv3 information to help prepare for the CBAP exam and as a general reference.
Details include:
1. Groups all of the Knowledge Area details together like Tasks/Elements + Additional info + Stakeholders + Inputs/Outputs CRUD + Techniques.
2. A 'Requirements and Design Lifecycle' diagram has been added to show the apparent flow of requirement versions through the various BABOK KA Tasks.
3. There is 'Additional Information' details to provide as much extra information as would fit within a two page layout.
Note: See latest version on: https://www.slideshare.net/AlanMaxwell3/babokv3-a-summary-v100
Current Approaches to Standardization of Business Analysis. Presentation held at PMI Romania Chapter Monthly Meeting, hosted by National School of Political and Administrative Studies, Faculty of Management 14.07.2015.
BUSN350Week 3 Business Problem and RequirementsBusiness.docxhumphrieskalyn
BUSN350
Week 3: Business Problem and Requirements
Business Analysis
The basic idea of business analysis is simple. It is the practice of identifying and clarifying a problem or issue within a company, then working with the various stakeholders to define and implement an acceptable solution. However, actually conducting a business analysis can be quite complex and time-consuming.
Starting Point
The first step in the process is to identify a problem, an issue, or some other business need. Let's say that you are the owner of a small motorcycle dealership. In addition to selling bikes, your store does repairs and maintenance, sells riding gear, and custom orders parts for your customers. You have received numerous complaints from the staff and customers about the accuracy of your inventory system. The problem is the inventory system often shows parts and merchandise as being in stock, when none are actually available. This often means that a repair job is not finished on schedule, which really irritates your customers.
Milestone 1 Assignment Requirements
In a 5-8 page paper using APA format, please describe the following:
1. Introduction– Briefly describe the organization and business process to provide contextfor your project.
2. Business problem– Identify and describe a business problem for your project.
a. Create a flowchart of the current business process using Visio.
b. If you do not have Visio installed on your computer, you can access this application via the iLab tab in the Course Home unit.
3. Identify stakeholders– Provide a stakeholder tracking matrix based on eachstakeholder’s position and responsibilities, the level of their involvement and their importance to the project.
Example of a stakeholder matrix:
Role
Responsibilities
Level of Involvement
Importance
Project Manager
(Business)
Project Manager
(Implementation partner)
Business Analyst
Page 1 of 4
BUSN350
Role
Responsibilities
Level of Involvement
Importance
Department Manager
Work Group Supervisor
External Business Partner
SME 1
SME 2
SME 3
Level of Involvement – What level of involvement and how much time will be expected of each stakeholder?
Importance – How important is the stakeholder in the requirements elicitation process? Are they required in order to document all of the critical project requirements, or are they optional in that they can add clarity to processes that may further refine requirements?
4. Conduct elicitationusing one of the methods listed and provide the documented resultsfrom your activity in the Appendix of your paper:
Surveys – develop a set of 5-8 multiple choice questions pertaining to the business problem that will enable you to document a list of requirements for your project, administer the survey to elicit responses from 10 participants
Interviews – develop a set of 5-8 open-ended questions pertaining to the ...
A pre study for selecting a supplier relationship management toolAlaa Karam
The architecture point of view is dominating in this pre-study. According to the Business Architect, the main tasks of a Business/IT architect is to provide a cost efficient and accurate solution that is according to the business requirements and aligned with the business and IT strategies and constraints.
What is business analysis?
Who is a business analyst?
Business analyst skills
Business analyst job titles
Business analyst is a business doctor
Business analyst versus business consultant
Business analysis knowledge areas:
Enterprise analysis
Business analysis planning and monitoring
Elicitation
Requirement Management and Communication
Requirement analysis
Solution assessment and validation
Most popular business analysis techniques:
MOST
Business Process Modelling (BPM)
PESTLE
SWOT
MoSCoW
CATWOE
THE 5 WHYS (ROOT CAUSE ANALYSIS)
6 THINKING HATS
MIND MAPPING
PORTER’S 5 FORCES
1 QSO 520 Final Project Guidelines and Rubric Ove.docxoswald1horne84988
1
QSO 520 Final Project Guidelines and Rubric
Overview
The final project for this course is the creation of an executive brief. The final product represents an authentic demonstration of competency in utilizing data
and management science techniques to provide recommendations for the managerial decision-making process. Management science techniques allow for data-
driven decision making that assist an organization in making sound business decisions based on facts rather than instincts or emotion. This equips management
with the tools necessary to guide the business toward growth and success while ensuring stakeholder satisfaction. Additionally, it allows organizations to
become more efficient and to quickly respond to changes in the economic landscape and market.
In this assessment, you will be tasked with understanding the complexities and intricacies of a global organization that is facing numerous business challenges.
Based on the information and data presented, you will craft an executive brief stating your findings and recommended solutions to the stakeholders.
You will use the Rougir Cosmetics International: Production Optimization case study to respond to the prompt.
The project is divided into three milestones, which will be submitted at various points throughout the course to scaffold learning and ensure quality final
submissions. These milestones will be submitted in Modules Three, Five, and Seven. The final product will be submitted in Module Nine.
In this assignment, you will demonstrate your mastery of the following course outcomes:
QSO-520-01: Evaluate factors associated with organizational challenges for prioritizing decision-making strategies
QSO-520-02: Utilize effective decision-making processes for addressing specific organizational challenges
QSO-520-03: Analyze appropriate data for supporting effective organizational decision making
QSO-520-04: Recommend approaches to addressing organizational challenges based on data for obtaining support of intended stakeholders
Prompt
Specifically, you must address the critical elements listed below. Most of the critical elements align with a particular course outcome (shown in brackets).
I. Problem Statement: To begin, you will first review a scenario about an organization that is experiencing challenges. After reading the scenario, you will
then need to determine what these challenges are, consider how they should be prioritized, and devise a problem statement.
A. Compose a summary of the external problems impacting the organization, namely, what challenges are being presented by the problems. [QSO-
520-01]
B. Describe the internal organizational challenges identified by the stakeholders. In your response, be sure to take into consideration the vendor
and supplier issues. [QSO-520-01]
C. Evaluate the goals of management in order to facilitate resolutions to the organizational challenges. [QSO-520-01]
Roxie F
Highlight
.
Using Kano Analysis to prioritise Business Requirements
Noriaki Kano, recipient of the Deming Prize, developed a model to work out what stakeholder requirements are mandatory, which ones are value for money proposition (i.e. more is better,) and which requirements will delight them. This talk introduces the Kano model in the business/software requirements context, and presents a step by step application of the model so that you can delight your stakeholders.
Final Class Presentation on Project Audit and Closure.pptGeorgeKabongah2
To understand the process of project audit
To recognize the value of an audit to project management
To determine when to terminate a project
To identify various reasons why a project is terminated
To identify checklist
“Selecting and implementing a new asset finance system? In the second of three articles, we go back to basics to take a look at what you need to consider at the start of your project to give yourself the best chance of success.”
This has necessarily been a brief look at Project Initiation. We welcome comments and would be happy to help you get your project off to a good start.
Quality Function Deployment in Construction IndustryAmit Kumar
Emphasizing on ‘Voice of customer’ is the key of QFD rather than “we know best what the customer wants”. QFD as a strategic tool to increase client satisfaction with a step-by-step implementation of the methodology to a Sewage treatment works and depicts its limitation in construction industry.
Asset finance system project initiation 101. “Selecting and implementing a new asset finance system? In the second of three articles, we go back to basics to take a look at what you need to consider at the start of your project to give yourself the best chance of success.” This has necessarily been a brief look at Project Initiation. We welcome comments and would be happy to help you get your project off to a good start.
Using Agile In A Quality Driven EnvironmentLeslie Munday
A business analysts' experience with Scrum / agile projects.
This presentation provides an overview of a process that supplements Scrum, by adding roles and activities for testers, writers, deployment manager, system architect, UI designer and a business analyst.
Provides the reader with an overview of what is, Business and Systems Analysis. A jigsaw puzzle is used to represent a system. The piecing together of the puzzle is use as a simple analogy to represent the analysis of a complex system.
Requirements management and traceability for IIBALeslie Munday
This presentation, created for the Seattle chapter of the International Institute of Business Analysts, describes my experienes with managing requirements traceability.
This presentation guides you around the project properties and security windows of Rational RequisitePro. It also shows how to create a new ReqPro project.
Enhancing Project Management Efficiency_ Leveraging AI Tools like ChatGPT.pdfJay Das
With the advent of artificial intelligence or AI tools, project management processes are undergoing a transformative shift. By using tools like ChatGPT, and Bard organizations can empower their leaders and managers to plan, execute, and monitor projects more effectively.
A Comprehensive Look at Generative AI in Retail App Testing.pdfkalichargn70th171
Traditional software testing methods are being challenged in retail, where customer expectations and technological advancements continually shape the landscape. Enter generative AI—a transformative subset of artificial intelligence technologies poised to revolutionize software testing.
Custom Healthcare Software for Managing Chronic Conditions and Remote Patient...Mind IT Systems
Healthcare providers often struggle with the complexities of chronic conditions and remote patient monitoring, as each patient requires personalized care and ongoing monitoring. Off-the-shelf solutions may not meet these diverse needs, leading to inefficiencies and gaps in care. It’s here, custom healthcare software offers a tailored solution, ensuring improved care and effectiveness.
We describe the deployment and use of Globus Compute for remote computation. This content is aimed at researchers who wish to compute on remote resources using a unified programming interface, as well as system administrators who will deploy and operate Globus Compute services on their research computing infrastructure.
Gamify Your Mind; The Secret Sauce to Delivering Success, Continuously Improv...Shahin Sheidaei
Games are powerful teaching tools, fostering hands-on engagement and fun. But they require careful consideration to succeed. Join me to explore factors in running and selecting games, ensuring they serve as effective teaching tools. Learn to maintain focus on learning objectives while playing, and how to measure the ROI of gaming in education. Discover strategies for pitching gaming to leadership. This session offers insights, tips, and examples for coaches, team leads, and enterprise leaders seeking to teach from simple to complex concepts.
Globus Compute wth IRI Workflows - GlobusWorld 2024Globus
As part of the DOE Integrated Research Infrastructure (IRI) program, NERSC at Lawrence Berkeley National Lab and ALCF at Argonne National Lab are working closely with General Atomics on accelerating the computing requirements of the DIII-D experiment. As part of the work the team is investigating ways to speedup the time to solution for many different parts of the DIII-D workflow including how they run jobs on HPC systems. One of these routes is looking at Globus Compute as a way to replace the current method for managing tasks and we describe a brief proof of concept showing how Globus Compute could help to schedule jobs and be a tool to connect compute at different facilities.
How to Position Your Globus Data Portal for Success Ten Good PracticesGlobus
Science gateways allow science and engineering communities to access shared data, software, computing services, and instruments. Science gateways have gained a lot of traction in the last twenty years, as evidenced by projects such as the Science Gateways Community Institute (SGCI) and the Center of Excellence on Science Gateways (SGX3) in the US, The Australian Research Data Commons (ARDC) and its platforms in Australia, and the projects around Virtual Research Environments in Europe. A few mature frameworks have evolved with their different strengths and foci and have been taken up by a larger community such as the Globus Data Portal, Hubzero, Tapis, and Galaxy. However, even when gateways are built on successful frameworks, they continue to face the challenges of ongoing maintenance costs and how to meet the ever-expanding needs of the community they serve with enhanced features. It is not uncommon that gateways with compelling use cases are nonetheless unable to get past the prototype phase and become a full production service, or if they do, they don't survive more than a couple of years. While there is no guaranteed pathway to success, it seems likely that for any gateway there is a need for a strong community and/or solid funding streams to create and sustain its success. With over twenty years of examples to draw from, this presentation goes into detail for ten factors common to successful and enduring gateways that effectively serve as best practices for any new or developing gateway.
May Marketo Masterclass, London MUG May 22 2024.pdfAdele Miller
Can't make Adobe Summit in Vegas? No sweat because the EMEA Marketo Engage Champions are coming to London to share their Summit sessions, insights and more!
This is a MUG with a twist you don't want to miss.
Understanding Globus Data Transfers with NetSageGlobus
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Innovating Inference - Remote Triggering of Large Language Models on HPC Clus...Globus
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An Analysis of the BABOK
1. Leslie Munday 2016
An Analysis The BABOK
Business Analysts Body Of
Knowledge Version 3
30 September 2016
2. Leslie Munday 2016
Overview
Introduction – What is the BABOK.
Purpose – The reason for this presentation.
Objective – What this presentation hopes to
achieve.
Notation – The language used to describe the
BABOK.
Deliverables – What the BABOK produces.
Views – Looking at the BABOK from different
perspectives.
Customization – How to use the model.
Summary – What this presentation achieved and
next steps.
10/6/20162
3. Leslie Munday 2016
Introduction
10/6/20163
The BABOK is the globally recognized standard
for the practice of business analysis.
Its primary purpose is to define the profession
of business analysis and provide a set of
commonly accepted practices.
The BABOK describes business analysis
knowledge areas, tasks, underlying
competencies, techniques and perspectives on
how to approach business analysis.
It also identifies stakeholders for each task,
but the consumer of the BABOK output is not
always clearly defined.
4. Leslie Munday 2016
Purpose
To identify the customers of a Business Analysis
process and the deliverables that they receive from
that process.
To clearly define the consumers of outputs
produced by the tasks in the BABOK.
To capture all tasks, stakeholders, inputs, outputs,
tools and guidelines, techniques and elements that
are identified in the BABOK.
To allow readers of the BABOK to be able to focus
on components that are specific to their needs.
To allow a user of the BABOK to easily customize its
content for a specific need and understand the
implications of that customization.
10/6/20164
5. Leslie Munday 2016
Objective
To capture the BABOK content as a model.
The model is an object-oriented view of the BABOK
which is based on the Unified Modeling Language
(UML).
The model will capture tasks, stakeholders, inputs,
outputs, tools and guidelines, techniques and elements
and be able to assign these to knowledge areas.
It will clearly identify the artifacts in the BABOK and the
consumers of those artifacts.
It will show the dependencies between those artifacts.
It will allow a user to customize the BABOK and identify
the consequences of that customization.
2011-12-075
6. Leslie Munday 2016
Prioritization
The model prioritizes the components of the BABOK as follows:
1. Consumer – The stakeholder that is gaining benefit from the
outputs of each task?
2. Deliverable - Deliverables are the artifacts that are output from
each task.
3. Elements – These are the parts that make up these deliverable
artifacts.
4. Task – The task that is used to produce the artifact under
consideration.
5. Input – The inputs to the task are the artifacts that the artifact
under consideration is dependent upon.
6. Techniques, guidelines and tools – These are used to assist with
the production of the artifact under consideration.
7. Workers – These are the stakeholder roles that are involved with
the production of the artifact under consideration.
8. Knowledge area – These are groupings of artifacts. (Some
artifacts are found in more than 1 knowledge area.)
10/6/20166
7. Leslie Munday 2016
Notation
The BABOK components that are captured in the model
are:
Consumers, Workers and Stakeholders – Represented
by actors.
Artifacts – Represented by classes.
Elements – Represented by class attributes.
Tasks – Represented by use cases and also as an
operation in the class that is output by the task.
Techniques – Represented by use cases.
Guidelines and Tools – Represented by classes.
Dependencies – Represented by relationships between
artifacts and their inputs.
Knowledge Areas – Represented by packages.
10/6/20167
9. Leslie Munday 2016
Example Artifact
The Design Option artifact contains 4 elements:
Characteristics of Requirements and Designs Quality - of type
Description of the Design,
Define Solution Approaches – of type Solution Approach,
Describe Design Options - of type Design Description,
Identify Improvement Opportunities of type Statement - of
Opportunity,
Requirements Allocation - of type List of Allocations.
and 1 task:
Define Design Options.
10/6/20169
10. Leslie Munday 2016
Example Techniques, Guidelines/Tools
The Define Design Options task uses, 10 techniques
and 4 tools and guidelines to produce the Design
Option artifact.
10/6/201610
11. Leslie Munday 2016
Example Stakeholders
The Design Option artifact is produced with
the assistance of 5 stakeholders.
10/6/201611
12. Leslie Munday 2016
Example Dependencies
The Design Option is dependent on Requirements,
Change Strategy and Requirements Architecture.
Design Option is an input to Risk Analysis Results,
Solution Recommendations and Traceability.
10/6/201612
13. Leslie Munday 2016
Special Notation
Whole/Part Relationship – Used when a task
produces multiple artifacts. The artifacts are
connected by an aggregation relationship,
representing a part artifact that shares the inputs
and operations of the whole.
Generalization Relationship – Used when an artifact
is a type of another artifact. The child artifact
inherits all inputs, elements and tasks from the
parent.
Self Referencing Relationship – Used when an
artifact is an input to itself. This shows that the
artifact is dependent on instances of the same or
similar artifacts in a previous state.
10/6/201613
14. Leslie Munday 2016
Special Notation Examples
Whole part
relationship
Generalization
relationship
Self-referencing
relationship
10/6/201614
15. Leslie Munday 2016
Dependency Tree
This diagram shows a
complete list of the
dependencies that are
required in order to produce
a requirement.
Each artifact in the tree is
dependent upon the
artifacts that are its inputs.
This shows that
requirements may be
produced from Business
Need artifacts alone.
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External Deliverables
External deliverables are those artifacts that are used by
stakeholders to create work outside of the BABOK.
These artifacts are:
Business Analysis Information – May be used to create work
for any stakeholder.
Change Assessment – Used by Project Managers.
Recommended Action – Used by Customers.
Requirement – Used by Implementation Subject Matter
Expert, Suppliers, Operational Support, Testers, Project
Managers and Domain Subject Matter Experts.
Risk Analysis Result – Used by Project Managers.
Solution Recommendation – Used by Enterprise Architects.
Stakeholder Engagement – May be used by any stakeholder.
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Uses For External Deliverables
Deliverable Justification for the deliverable
Supplier – Delivers Solutions For ->
Requirement
When a solution is partially delivered by an external vendor, then requirements will be created that are
specifically written for their portion of the solution.
Implementation SME - Develops Solution
For -> Requirement
The implementation teams takes delivery of the requirements and build a solution as specified by the
requirements. The implementation subject matter expert represents the developers.
Domain SME - Assesses Business Impact
Of -> Requirement
The domain subject matter expert uses the requirements to identify and prepare for changes to business
operations.
Project Manager - Plans Solution Delivery
Against -> Requirement
The project manager uses requirements to plan the activities and tasks performed during
implementation and delivery of the solution.
Tester - Validates Deliverables Against ->
Requirement
Testers may take delivery of the requirements as soon as they are approved, in order to begin planning
the testing effort and writing acceptance criteria against which the solution will be validated.
Operational Support - Assesses Operational
Impact Of -> Requirement
New features may impact existing business applications. Operational support will assess the
requirements to determine changes to existing business operations as a result of the solution.
Requirement - Include -> A Solution
Recommendation
The recommended solution is delivered along with the requirements.
Enterprise Architect - Assesses
Architectural Impacts Of -> Recommended
Solution
A solution that builds upon existing systems will have an impact on the performance and architecture of
those systems. The enterprise systems architect is able to assess those impacts and determine additional
work that is the result of implementing the solution.
Any Stakeholder – Receives -> Business
Analysis Information
Any information that is delivered to a stakeholder during business analysis activity is covered by
Business Analysis Information, such as elicitation results, potential requirements or designs, solution
scope or proposed strategies.
Customer - Assesses -> Recommended
Action
During requirements analysis, the BA will make recommendations that change or add to the original
business needs. The customer will determine how the business needs are impacted.
Any Stakeholder – Plans Work Against ->
Stakeholder Engagement
Stakeholder engagement describes the demands that will be placed on each stakeholder during the
business analysis process.
Project Manager - Manages -> Risk
Analysis Results
Risks are discovered during elicitation and analysis of requirements. Risks are generally managed by
the project manager, with advice from the BA.
Project Manager – Determines Impact of ->
Change Assessment
A project manager uses the Change Assessment to determine the impact to the project delivery.
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Diagram Of External Deliverables
This class
diagram describes
the relationships
between external
deliverable
artifacts and the
stakeholders that
use them.
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Demonstration
We have shown examples of answers to the questions:
What components go to make up a design option?
Who are the stakeholders that provide input to a design option?
What are the inputs to a design option, and
What artifacts use the design option.
The model can be used to address many other queries, such as:
As a type of stakeholder, which tasks am I involved with?
As an expert in a particular technique, which artifacts can I provide
input to?
As the owner of a guideline, which tasks will be using my work?
If a Solution Recommendation is not required (gap analysis for
example), which tasks can be removed from the process?
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Summary
In this presentation you saw how a model may be used
to represent the contents of the BABOK.
In demonstrating this model you learned:
The purpose of the BABOK.
The reasoning behind why a model is a useful representation
of the BABOK.
The objectives that a model of the BABOK achieves.
The notation that the model uses in order to represent the
BABOK.
A representation of the BABOK deliverables.
How a model allows the BABOK to be viewed from many
perspectives.
How to customize the model in order to define a subset
process of the BABOK.
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Next Steps
This presentation contains just a small
sample of the components and diagrams in
the model.
For a complete list of Artifacts, Elements,
Tasks, Techniques, Tools an Guidelines,
Stakeholders and their dependencies and
relationships, see Analysis of the BABOK
The model is captured with Visual
Paradigm.
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Editor's Notes
This document contains the material and notes from a presentation describing the process involved with business Analysis.
It displays each slide in the presentation and follows each figure with a description of the message being conveyed by the slide.
Envisioning the completeness and organizing of a specification is difficult when presented as a textual document. The purpose behind this presentation is to present the activities, artifacts and problems experienced by a business analyst in job in a format that can be understood by a typical business employee.
These are the components of the model that were described in the previous slide.
Solution Scope takes the same inputs and operations as Change Strategy.
Solution Recommendation takes the same attributes, operations, inputs and outputs as Design Option.
Business analysis Information is dependent upon other Business Analysis Information.
From Business Needs, a Business Analysis Approach can be completed. From a Business analysis Approach and Business Needs, a Stakeholder engagement Approach can be completed. From a Stakeholder engagement Approach and business Needs and Elicitation Activity Plan can be completed. From an Elicitation Activity Plan Elicitation Results can be completed and from Elicitation Results Requirements can be produced. (Note that Requirements are completed from Requirements in a previous state.)
Change Assessment – Changes the schedule. Recommended Action – Needs approval. Requirement – Makes software. Risk analysis Result – Changes the risk log. Solution Recommendation – Impacts the architecture. Stakeholder engagement – Adds time to stakeholder calendar.