This document provides a summary of the Business Analysis Body of Knowledge (BABOK) version 3. It defines key terms related to business analysis and outlines the knowledge areas, tasks, and additional information covered in the BABOK. The knowledge areas include business analysis planning and monitoring, elicitation and collaboration, requirements lifecycle management, strategy analysis, requirements analysis and design definition, and solution evaluation. For each knowledge area, the related tasks and additional context are summarized at a high level.
Business Analysis Knowledge Areas and Tasks (based on BABOK V3.0)amorshed
This is a 3 part training slides on #Business_Analysis Knowledge Areas and their tasks and Also Analyzing knowledge Areas vs. the #BACCM (Business Analysis Core Concept Models)
A two page overview of the IIBA BABOKv3 showing Knowledge Areas + Tasks + Elements + Input/Output Create/Read/Update/Delete activities + Techniques + Underlying Competencies.
Helpful for general overview and assistance preparing for CBAP + CCBA exams.
The Evolving Role of the Business AnalystTracy Cook
Two years ago, no one knew what a Business Analyst was. Today, companies around the world can’t find enough of them – what happened?
This session will describe:
* What a Business Analyst is and what a BA does
* What are the factors that have driven the growth of the Business Analysis profession
* How does the type of organization impact its need for BAs
* What do you need to consider if you are a Business Analyst – or want to be one – both today and tomorrow?
What’s in Your BA Toolkit?Are you frustrated with the tools, or lack of tools, in your Business Analysis Toolkit? Are your current tools hindering your productivity? Learn about what to look for in your toolkit and how to choose the tools that meet your needs.
Business Analysis Knowledge Areas and Tasks (based on BABOK V3.0)amorshed
This is a 3 part training slides on #Business_Analysis Knowledge Areas and their tasks and Also Analyzing knowledge Areas vs. the #BACCM (Business Analysis Core Concept Models)
A two page overview of the IIBA BABOKv3 showing Knowledge Areas + Tasks + Elements + Input/Output Create/Read/Update/Delete activities + Techniques + Underlying Competencies.
Helpful for general overview and assistance preparing for CBAP + CCBA exams.
The Evolving Role of the Business AnalystTracy Cook
Two years ago, no one knew what a Business Analyst was. Today, companies around the world can’t find enough of them – what happened?
This session will describe:
* What a Business Analyst is and what a BA does
* What are the factors that have driven the growth of the Business Analysis profession
* How does the type of organization impact its need for BAs
* What do you need to consider if you are a Business Analyst – or want to be one – both today and tomorrow?
What’s in Your BA Toolkit?Are you frustrated with the tools, or lack of tools, in your Business Analysis Toolkit? Are your current tools hindering your productivity? Learn about what to look for in your toolkit and how to choose the tools that meet your needs.
This is for all those who want to explore the business analyst career path and are curious to know what a business analyst does, the role and importance in organization, why a business analyst is needed and how they can develop their skills to become a great business analyst
Why everyone needs a business analyst on the IT project? Which responsibilities BA has? To make things clearer, we made this influential SlideShare for Business Analysts in IT.
Business Analysis information in BABOK V3.0 has 11 states.
In this slide you can see 11 States Diagram of the Requirements and Designs according to BABOK V3.0 Knowledge Areas.
In this business analysis training session, you will learn about Introduction to Business Analysis. Topics covered in this course are:
Introduction to Business Analysis
• Business Process – What and Why?
• Who is a Project Manager?
• Who is a Business Analyst?
• What is Business Analysis and why is it important?
• Roles, Responsibilities and necessary Skills for a Business Analyst
To know more, visit this link: https://www.mindsmapped.com/courses/business-analysis/getting-started-with-business-analysis-fundamentals/
Business Analysis is the set of tasks and techniques to understand the structure, policies and operations of the organization. To know more watch the presentation.
ECBA Exam Questions PDF | ECBA Sample Questions PDF | TechcanvassTechcanvass
Download this ECBA Sample Questions PDF and try out these questions for Free. These questions are based on latest ECBA exam pattern
You can access our ECBA Question bank simulator at https://techcanvass.com/ECBA-testseries.aspx
Business analysis Fundamentals | Fundamentals of business analysisTechcanvass
This presentation will help you in understanding the fundamentals of business analysis. You will learn the practice of business analysis, its components and about the business analyst.
This presentation is brought to you by Techcanvass. Techcanvass is an IIBA Endorsed Education Provider and offers the following courses:
ECBA Certification
-------------------------
http://techcanvass.com/Courses/business-analyst-training.aspx
CBAP Certification
---------------------------
http://techcanvass.com/Courses/IIBA-CBAP-certification-training.aspx
BA Training with Banking
---------------------------------
http://techcanvass.com/Courses/Business-Analyst-in-Risk-Management-training.aspx
BA Training with Investment Banking
-----------------------------------------------
http://techcanvass.com/Courses/Business-Analyst-Investment-Banking-training.aspx
BA Training with US Healthcare
--------------------------------------------
http://techcanvass.com/Courses/Business-Analyst-Healthcare-training.aspx
Website: http://techcanvass.com
Facebook Page: https://www.facebbook.com/Techcanvass
Twitter Handle: @techcanvass
The Business Analyst: The Pivotal Role Of The FutureTom Humbarger
This presentation was originally made at the Silicon Valley IIBA Chapter meeting in June 2008 by Kathleen (Kitty) Hass from Management Concepts (www.managementconcepts.com). Kitty is also a new board member at-large for the IIBA.
This is PMBOK Guide Planning Process Group Part one. It includes two Knowledge Area - Integration and Scope management - with five processes - Develop Project Management Plan, Plan Scope Management, Collect Requirements, Define Scope, and Create WBS -.
This is for all those who want to explore the business analyst career path and are curious to know what a business analyst does, the role and importance in organization, why a business analyst is needed and how they can develop their skills to become a great business analyst
Why everyone needs a business analyst on the IT project? Which responsibilities BA has? To make things clearer, we made this influential SlideShare for Business Analysts in IT.
Business Analysis information in BABOK V3.0 has 11 states.
In this slide you can see 11 States Diagram of the Requirements and Designs according to BABOK V3.0 Knowledge Areas.
In this business analysis training session, you will learn about Introduction to Business Analysis. Topics covered in this course are:
Introduction to Business Analysis
• Business Process – What and Why?
• Who is a Project Manager?
• Who is a Business Analyst?
• What is Business Analysis and why is it important?
• Roles, Responsibilities and necessary Skills for a Business Analyst
To know more, visit this link: https://www.mindsmapped.com/courses/business-analysis/getting-started-with-business-analysis-fundamentals/
Business Analysis is the set of tasks and techniques to understand the structure, policies and operations of the organization. To know more watch the presentation.
ECBA Exam Questions PDF | ECBA Sample Questions PDF | TechcanvassTechcanvass
Download this ECBA Sample Questions PDF and try out these questions for Free. These questions are based on latest ECBA exam pattern
You can access our ECBA Question bank simulator at https://techcanvass.com/ECBA-testseries.aspx
Business analysis Fundamentals | Fundamentals of business analysisTechcanvass
This presentation will help you in understanding the fundamentals of business analysis. You will learn the practice of business analysis, its components and about the business analyst.
This presentation is brought to you by Techcanvass. Techcanvass is an IIBA Endorsed Education Provider and offers the following courses:
ECBA Certification
-------------------------
http://techcanvass.com/Courses/business-analyst-training.aspx
CBAP Certification
---------------------------
http://techcanvass.com/Courses/IIBA-CBAP-certification-training.aspx
BA Training with Banking
---------------------------------
http://techcanvass.com/Courses/Business-Analyst-in-Risk-Management-training.aspx
BA Training with Investment Banking
-----------------------------------------------
http://techcanvass.com/Courses/Business-Analyst-Investment-Banking-training.aspx
BA Training with US Healthcare
--------------------------------------------
http://techcanvass.com/Courses/Business-Analyst-Healthcare-training.aspx
Website: http://techcanvass.com
Facebook Page: https://www.facebbook.com/Techcanvass
Twitter Handle: @techcanvass
The Business Analyst: The Pivotal Role Of The FutureTom Humbarger
This presentation was originally made at the Silicon Valley IIBA Chapter meeting in June 2008 by Kathleen (Kitty) Hass from Management Concepts (www.managementconcepts.com). Kitty is also a new board member at-large for the IIBA.
This is PMBOK Guide Planning Process Group Part one. It includes two Knowledge Area - Integration and Scope management - with five processes - Develop Project Management Plan, Plan Scope Management, Collect Requirements, Define Scope, and Create WBS -.
· Choose an information system for an individual project. During .docxLynellBull52
· Choose an information system for an individual project. During the course your project will be developing a hypothetical system. Each week you will develop parts of the plan. Weekly assignments include a system description, needs analysis, feasibility analysis, data analysis, process analysis, and financial analysis. The final assignment will be to consolidate all previous assignments into one document.
· The role of the facilitator will be to function as the business leader or stake holder who will use the proposed system for competitive advantage. Each student will interview the facilitator as well as the balance of the class duringproject description and needs analysisphase.
· Write and submit a detailed description of the information system chosen for the Information Systems Plan. Include the system name, type of system, key system benefits, along with interrelations and interdependencies with other systems. If there is an existing system to be replaced or upgraded, provide a description of the replacement or upgrade and the associated supporting technology.
·
1
1. Project Initiation Phase
Validation Master Plan (VP)
2. Requirement Phase
Traceability Matrix
3. Analysis Phase Phaseition Phase
Traceability Matrix
(update solution column)
5. Development Phase and Testing
6. Implementation Phase
Planned
Site SOPs
Technology Architecture
Project Definition
PPQ
Traceability Matrix
(update test column)
System Design Specification (SDS)
4. Design Phase
Technical System Design
Validation Report (VR)
Traceability Matrix
(update solution column)
Test Plan (TP)
Updated or created
IT SOPs
System and software IQ’s
(Production)
Testing
System/OQ, Integration, User
Acceptance Test cases (TC)
(pre-approved and executed)
Post Live
Deliverable archiving
Change Control procedure
User and System
manuals, training, guidelines
System Retirement Strategy
Transition Plan
System and software IQ’s
Test Report (TR)
Requirements
(System and Functional)
Site Q review of each deliverable will occur as a consequence of project milestones.
Delivered
2
Validation Packet How is it done?
Each packet is organized based on the uniqueness of the project. The basic deliverables really don’t change that much. Remember – Validation packet is based on a proven model based on an evolving IO/IA viewpoint years of expertise has gone into this. . .
The basic 6-phase SDLC approach is the structure. Makes little difference if SDLC or something else is the structure – project methodologies are basically the same . . .
E-room and/or any team-accessed file structure solution is the working repository of documentation activity – that occur as a function of milestone project. A key element of validation packet is the fact that quality review is an active function - “Green Light”.
Project team members are assigned key deliverables and off we go . . .
The tracking of deliverables becomes a self-fulfilling prophecy of validated d.
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Knowledge Management in Healthcare AnalyticsGregory Nelson
The promise of actionable analytics in healthcare poses an inherent challenge as we seek to accelerate the time it takes to go from question to insight to action. The velocity of change, the demand for bigger data, the allure of advanced algorithms, the need for deeper insights, and the cost of inaction make knowledge capture and reuse an all too allusive goal.
In an evolving environment, healthcare organizations need to find ways to make greater use of prior investments in analytics products by reusing the commonalities of proven designs, metadata, business rules, captured learnings, and collaborative insights and applying them to future analytics products. By doing so in a strategic manner, they will be able to create rapid and efficient analytics processes and better manage time to value and reuse.
In this presentation, authors from two very different health systems with two very different patient populations will share their perspectives of the value of knowledge management and discuss the role of analytics in driving towards a learning health system. The authors will highlight opportunities and challenges using examples across clinical, financial, and operational domains.
Process Redesign or Improvement Approach OptionsChief Innovation
The attached is a file showing possible approaches to improving or redesigning a process. It is an overview and comparison of 6 different ways one could approach this or engage a consultant to do so.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
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➢ WOW K-Music Festival 2023
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➢ Korean President visits Samsung Electronics R&D Center
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"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
1. BABOK®
v3 Knowledge Area Summary v0.15 (DRAFT)
Prepared by Alan Maxwell (Christchurch, New Zealand) using information from Watermark Learning BABOKv3 Study Guide + other resources Page: 1 of 2
Distributed by: <Logos Here>
Definition of Terms Knowledge Area Interaction Diagrams Business Analysis Core Concept Model
Business Analysis: The practice of enabling change in an enterprise by defining
needs and recommending solutions that deliver value to stakeholders.
Business Analysis Information: This refers to the broad and diverse sets of
information that business analysts analyze, transform, and report.
Design: A design is a usable representation of a solution and focuses on
understanding how value might be realized by a solution if it is built.
Enterprise: An enterprise is a system of one or more organizations and the
solutions they use to pursue a shared set of common goals.
Organization: An autonomous group of people under the management of a single
individual or board, that works towards common goals and objectives.
Plan: A plan is a proposal for doing or achieving something and describe a set of
events, the dependencies among the events, the expected sequence, the
schedule, the results or outcomes, the materials and resources needed, and the
stakeholders involved.
Requirement: A requirement is a usable representation of a need.
Risk: Risk is the effect of uncertainty on the value of a change, a solution, or the
enterprise.
Requirements Classification Schema
Business requirements: statements of goals, objectives, and outcomes that
describe why a change has been initiated.
Stakeholder requirements: describe the needs of stakeholders that must be met
in order to achieve the business requirements. They may serve as a bridge
between business and solution requirements.
Solution requirements: describe the capabilities and qualities of a solution that
meets the stakeholder requirements.
o Functional requirements: describe the capabilities that a solution must have in
terms of the functional behaviour and information that the solution will manage.
o Non-functional requirements or quality of service requirements: do not relate
directly to the behaviour or functionality of the solution, but rather describe
conditions under which a solution must remain effective or qualities that a
solution must have.
Transition requirements: describe the capabilities required to facilitate transition
from the current state to the future state, but which are not needed once the
change is complete.
Perspectives
11.1 Agile
11.2 Business Intelligence
11.3 Information Technology
11.4 Business Architecture
11.5 Business Process Modelling
Business Analysis is the practice of enabling change in an enterprise by defining
needs and recommending solutions that deliver value to stakeholders.
Changes: The steps involved in transforming ‘Needs’ into ‘Solutions’.
Needs: Business problems that require solving or an opportunity that can be seized.
‘Needs’ are satisfied by ‘Solutions’.
Solutions: The products and services that provide ways to take advantage of
opportunities and satisfy ‘Needs’. ‘Solutions’ are developed through ‘Changes’
consisting of one or several projects, programs or initiatives.
Stakeholders: Are individuals or groups that have ‘Needs’, an interest in the
‘Solution’, and/or are affected by the ‘Changes’.
Value: ‘Solutions’ need to provide ‘Value’ to the organisation and ‘Stakeholders’. If
‘Solutions’ do not provide ‘Value’, they have not met the ‘Need’.
Contexts: Are those things that affect and are relevant to the ‘Changes’, and is the
environment in which the ‘Solution’ will be developed. E.g. Organisation culture etc.
All of these Business Analysis Core Concepts interact with each other.
Requirement + Design Lifecycles
Knowledge Area > Tasks (+ Elements) Addn Info Task: Stakeholders + Input / Output CRUD Task Techniques
KA 3: BA Planning & Monitoring [BAPM>ASGIP)
BA planning & monitoring needs to be completed on all initiatives. It is
intentionally positioned before the other Knowledge Areas in the BABOK,
as all work must be planned.
p3.1 Plan BA Approach
.1 Planning Approach (Predictive or Adaptive)
.2 Formality + level of detail of deliverables
.3 The BA Activities (to produce required deliverables)
.4 Timing of BA activities (in required phases or iterations)
.5 Complexity and Risk
.6 Acceptance
p3.2 Plan Stakeholder Engagement
.1 Stakeholder Analysis
.2 Define Stakeholder Collaboration
.3 Stakeholder Communication Needs
p3.3 Plan BA Governance
.1 Decision Making (and roles of individual stakeholders)
.2 Change Control Process (evaluation and impact of changes)
.3 Plan Prioritisation Approach
.4 Plan for Approvals
p3.4 Plan BA Information Management
.1 Orgainsation of BA Information Management
.2 Level of Abstraction (high level ‘conceptual’ or very detailed)
.3 Plan Traceability Approach (must add value)
.4 Plan requirements Reuse (via a centralised repository)
.5 Storage and Access
.6 Requirement Attributes
p3.5 Identify BA Performance Improvements
.1 Performance Analysis
.2 Assessment Measures
.3 Analyse Results
.4 Recommend Actions for Improvement
3.1.2 Formality Considerations:
• Complex and High Risk
• In highly regulated industry
• Contracts with Vendors
• Geographic location of
stakeholders
• Outsourced resources
• High turnover/inexperienced staff
• Need formal sign-off requirements
• Permanence of documentation
3.2.1 Stakeholder Analysis
• RACI matrix (Responsible,
Accountable, Consulted, Informed)
• Attitudes (to BA, Collaboration,
The Sponsor, Team Members)
• Authority levels
• Level of power & influence
3.3.3 Prioritisation Factors
• The formality and rigor required
• Prioritisation process to follow
• Technique to use (e.g. MoSCoW)
• Criteria (Cost, risk, value etc)
3.4.6 IM Requirement Attributes:
• Complexity + Absolute Ref +
Risks + Author + Source + Status +
Ownership + Urgency + Priority +
Stability
3.5.2 Assessment Measures
• Timeliness + Accuracy +
Completeness + Knowledge +
Effectiveness + Organisational
Support + Significance + Strategic.
KA 4: Elicitation & Collaboration [EC>PCCCC]
Elicitation – To ‘call forth or draw out’ requirements from and with
stakeholders.
Collaboration – Working together with stakeholders to achieve a mutual
goal.
p4.1 Prepare for Elicitation
.1 Understand scope of Elicitation
.2 Select Elicitation techniques
.3 Set up Logistics (People + Resources + Locations)
.4 Secure Supporting Material (People + Systems + Historical Data +
Materials + Documents + WIP Analysis outputs)
.5 Prepare Stakeholders (Educate in elicitation techniques)
p4.2 Conduct Elicitation
.1 Guide elicitation activity
.2 Capture Elicitation Outcomes
p4.3 Confirm Elicitation Results
.1 Compare elicitation results against source info
.2 Compare elicitation results against other elicitation results
p4.4 Communicate BA Information
.1 Determine objectives and format of communication
.2 Communicate BA package)
p4.5 Manage Stakeholder Collaboration
.1 Gain agreement on commitments (E.g. Time + Resources)
.2 Monitor Stakeholder engagement (contributing effectively not just
perfunctorily, interest kevels have not declined, timely turnaroun is
occurring, monitor risks)
.3 Collaboration (regular, frequent + bi-directional comms + Maintain
comm channels + Promote shared responsibility)
4.1.2 Factors when selecting
Techniques
• Cost & time constraints
• Type of sources available
• Culture
• Desired outcomes
• Techniques used in similar
projects
• Techniques suited to situation
• Work needed to finish a technique
4.2 Types of Elicitation
• Collaborative (Directly with
Stakeholders)
• Research (Non stakeholder
sources + data analysis)
• Experiments (e.g observation +
Proof of concept + Prototypes)
4.4 Communication Objectives &
Format
• Communication Objectives
• Package Considerations (Who is
audience + what will they
understand & need + What is
important to communicate
• Package Format (Formal +
Informal + Presentations)
• Communication Platform (Group
+ Individsual + Written)
KA 5: Requirement Lifecycle Management [RLCM>TMPCA]
Describes how requirements and designs are managed and maintained
from the time they are created until they are retired (deleted, archived,
stored for re-use etc)
p5.1 Trace Requirements (manage scope + risk of scope creep + help
identify gaps + analyse impact + determine status + allocate)
.1 Level of Formality (Complex is harder to maintain)
.2 Relationships
.3 Traceability Repository (Automated for complex)
p5.2 Maintain Requirements (to ensure continue to be accurate and
consistent and support re-use)
.1 Maintain Requirements (accuracy + traced relartionships)
.2 Maintain Attributes (In Plan BA Information Management)
.3 Re-using Requirements (Re-used on current efforts + similar
initiatives + similar business domains + enterprise-wide)
p5.3 Prioritise Requirements
.1 Basis for Prioritisation
.2 Challenges of Prioritisation (everything is high priority + risk)
.3 Continual Prioritisation
p5.4 Assess Requirement Changes
.1 Assessment Formality
.2 Impact Analysis
.3 Impact Resolution (Approved, Denied, Deferred)
p5.5 Approve Requirements
.1 Understand Stakeholder Roles
.2 Conflict and Issue Management (In Governance Plan)
.3 Gain Consensus
.4 Track and Communicate Approval
5.1.2 Trace Requirement
Relationships
• Derive (E.g. Business Rqmnt >
Stakeholder Rqmnt > Solution
Rqmnt
• Depends (Necessity + Effort)
• Satisfy (Component)
• Validate (Solution fulfils
requirement)
5.3.1 Basis for Prioritisation
• Cost
• Risk
• Dependencies
• Benefit
• Penalty
• Regulatory Compliance
• Time Sensitivity
• Stability
5.4.1 Assessment Formality
• Predictive (more formal)
• Adaptive (less formal)
5.4.2 Impact Analysis Factors
• Cost
• Benefit
• Urgency
• Schedule
• Impact
5.5.4 Track and Communicate
Approval
• Record the decisions
• Communicate the status
• Maintain an Audit History
2. BABOK®
v3 Knowledge Area Summary v0.15 (DRAFT)
Prepared by Alan Maxwell (Christchurch, New Zealand) using information from Watermark Learning BABOKv3 Study Guide + other resources Page: 2 of 2
Distributed by: <Logos Here>
Knowledge Area > Tasks (+ Elements) Addn Info Task: Stakeholders + Input / Output CRUD Task Techniques
KA 6: Strategy Analysis [SA>CFRS]
Strategy Analysis aims to identify business needs of tactical and strategic
importance, enable the enterprise to respond to those needs, assess risk
and align the ‘change strategy’ with existing higher and lower level
strategies.
p6.1 Analyse Current State (Done only enough to determine if a change
is really needed and to guide change strategy)
.1 Business Needs (Top down + Bottom Up + Middle Out + External
drivers)
.2 Organisational Structure (formal relationships between people) &
Culture (beliefs, values and norms shared)
.3 Capabilities and Processes
.4 Technology & Infrastructure (current IT systems)
.5 Policies (Internal rules and constraints on decision making)
.6 Business Architecture
.7 Internal Assets (E.g. financial resources + investments + property +
patents + brand names etc)
.8 External Influencers (Industry structure + Competitors + Suppliers +
Political/regulatory environment + technology + Macroeconomic factors)
p6.2 Define Future State
.1 Business Goals and Objectives
.2 Scope of Solution Space
.3 Constraints
.4 Organisational Structure and Culture
.5 Capabilities and Processes
.6 Technology & Infrastructure
.7 Policies
.8 Business Architecture
.9 Internal Assets
.10 Identify Assumptions
.11 Potential Value
p6.3 Assess Risks
.1 Unknowns
.2 Constraints + Assumptions + Dependencies
.3 Negative Impact to Value
.4 Risk Tolerance (Risk averse + Neutral + Risk seeking)
.5 Recommendation
p6.4 Define Change Strategy (via Business Case or SOW etc)
.1 Solution Scope (Capabilities + Data + Process + Resources +
Business Rules + Organisation structure + Technology)
.2 Gap Analysis (Variance between current + future states)
.3 Enterprise Readiness Assessment
.4 Change Strategy (Org. readiness for change + Costs + Timelines +
Alignment to Objectives + Opportuinity Costs)
.5 Transition States and Release Planning
6.1.1 Examine Needs to find Root
Cause
6.1.1 Needs > Potential benefits
• Increase revenue or market share
• Decrease costs and lost revenue
• Intangibles like customer
satisfaction or employee morale
• Ease of implementation
• Cost and harm of doing nothing
6.1.3 Capabilities & Processes
• Process centric view (E.g. end to
end supplier to customer process)
• Capability centric view (‘Value
added’ that transcends process –
helps generate innovative Solns)
6.2 Future State Measurements
• Predictable outcomes
• Unpredictable outcomes
6.2 Future State SMART Goals
• Specific
• Measurable
• Achievable
• Relevant
• Time Bound
6.3 Risks Analysed for:
• Consequences + Impact
• Likelihood
• Potential Timeframe
6.3.5 Risk Recommendations
• Pursue change regardless of risk
• Manage & optimise opportunities
• Pursue risk mitigation
• Seek to increase value
• Do not pursue change (too risky)
6.4 Change Strategy
Components
• Context for change
• Alternative strategies
• The recommended strategy
• Investments & resources needed
• How solution will deliver value
• Key stakeholders involved
• Key states or phases in transition
KA 7: Requirement Analysis+Design Defn [RADD>SEAROR]
This describes how requirements that are discovered during elicitation are
organised, specified, modelled, designed, verified and validated. This KA is
where different solution options ability to meet business needs are
explored, potential value is estimated and a recommendation on most
effective solution is proposed.
p7.1 Specify & Model Requirements
.1 Model Requirements (via diagrams and matrices etc)
.2 Analyse Requirements (Split something large into smaller
components until appropriate for examination)
.3 Represent requirements & attributes
.4 Implement appropriate levels of abstraction (Level of detail or the
‘views’ stakeholders require)
p7.2 Verify Requirements (Review by BA’s)
.1 Characteristics of requirements & design quality
.2 Verification Activities
.3 Checklists
p7.3 Validate Requirements (Review by Stakeholders)
.1 Identify Assumptions
.2 Define Measurable Evaluation Criteria
.3 Evaluate Alignment with Solution Scope
p7.4 Define Requirement Architecture (Understand how all requirements
and design pieces fit together)
.1 Requirements Viewpoints (how they are modelled e.g. data v
process) and Views (what is presented to specific shareholders)
.2 Template Architecture
.3 Completeness
.4 Relate and verify quality of requirement relationships
.5 BA Information Architecture
p7.5 Define Design Options (Solution Options)
.1 Define Solution Approaches (Create + Buy + Combination)
.2 Identify Improvement Opportunities
.3 Requirements Allocation (to solution components + releases)
.4 Describe Design Options (including performance measures)
p7.6 Analyse Potential Value and Recommend Solution
.1 Expected Benefits (Benefit +ve, Cost –ve, Other value)
.2 Expected Costs
.3 Determine Value (to enterprise as a whole outweighs impact on any
particular stakeholder)
.4 Assess Design Options and Recommend Solution (Assess design
options + rearrange soln components to maximise value)
7.1.1 Model Types
• Matrices (Text Only)
• Diagrams (graphical + text)
7.1.1 Diagram Types
• Rationale
• Activity Flow
• People & Roles
• Capability
• Data & Information
7.2.1 Characteristics of
Requirements (FAC CUP CUT)
• Feasible
• Atomic
• Complete
• Consistent
• Unambiguous
• Prioritised
• Concise
• Understandable
• Testable
7.2.2 Verification Activities
• Completeness checks
• Comparison checks
• Correctness checks
• Compliance checks
• Terminology checks
• Examples to clarify
7.5.4 Design Option Elements
• Business policies and rule
• Business Processes
• Affected stakeholders
• Operational business decisions
• Software applications
• Organisational structures
7.6.1 Expected Costs
• Schedule & effort
• Support
• Purchase and/or Implementation
• Resources
• Opportunity
KA 8: Solution Evaluation [SE>MASER]
To assess the performance and value of an existing solution. To discover
and recommend removing any barriers or constraints preventing realisation
of solution benefits and value. Existing solution can apply to various
stages: Prototypes, Pilots and Operational Releases.
p8.1 Measure Solution Performance
.1 Define Solution Performance Metrics
.2 Validate Performance Measures
.3 Collect Performance Measures
p8.2 Analyse Solution Performance
.1 Solution Performance vs Desired Value
.2 Risks
.3 Trends (identified after ensuring quality of data)
.4 Accuracy (accurate and reproducible and repeatable)
.5 Performance Variances (If large do root cause analysis)
p8.3 Assess Solution Limitation
.1 Identify Internal Solution Component Dependencies
.2 Investigate Solution Problems
.3 Impact Assessment (Severity + Probability of occurrence + Impact on
operations + Capacity to absorb impact)
p8.4 Assess Enterprise Limitation
.1 Enterprise Culture Assessment
.2 Stakeholder Impact Analysis (Function +Location +Concerns)
.3 Organisational Structure Changes
.4 Operational Assessment
p8.5 Recommend Action to Increase Solution Value
.1 Adjust Solution Performance Measures
.2 Recommendations
8.1.1 Define Solution
Performance Metrics
• Quantitative – contains numbers
• Qualitative – Subjective measures
8.1.3 Collect Performance
Measures considerations
• Volume or sample size
• Frequency and timing
• Currency (recent better than old)
8.2.1 Insufficient measures
• Collect more data
• Note lack of measures as a risk
8.3.3 Impact Assessment Action
• Must be resolved
• Might be mitigated
• Can be accepted
8.4.1 Enterprise Considerations
• Culture + Operations + Technical
components + Stakeholder
interests + Reporting structures +
External factors
8.5.2 Recommendations
• Do nothing
• Organisational change
• Reduce Complexity of Interfaces
• Eliminate Redundancy
• Avoid Waste
• Identify Additional Capabilities
• Retire the Solution
Technique Master List showing Importance [1]/grey background + Knowledge Areas used in
T:10.01 Acceptance and Evaluation Criteria [1] [RLCM | SA | RADD | SE]
T:10.02 Backlog Management [RLCM | RADD]
T:10.03 Balanced Scorecard [SA]
T:10.04 Benchmarking and Market Analysis [1] [EC | SA | RADD | SE]
T:10.05 Brainstorming [1] [BAPM | EC | SA | RADD | SE]
T:10.06 Business Capability Analysis [SA | RADD]
T:10.07 Business Cases [1] [BAPM | RLCM | SA | RADD | SE]
T:10.08 Business Model Canvas [SA | RADD]
T:10.09 Business Rules Analysis [BAPM | EC | RLCM | RADD | SE]
T:10.10 Collaborative Games [EC]
T:10.11 Concept Modelling [EC | SA | RADD]
T:10.12 Data Dictionary [RADD]
T:10.13 Data Flow Diagrams [RLCM | RADD]
T:10.14 Data Mining [EC | SA | SE]
T:10.15 Data Modelling [EC | RLCM | RADD]
T:10.16 Decision Analysis [1] [RLCM | SA | RADD | SE]
T:10.17 Decision Modelling [SA | RADD]
T:10.18 Document Analysis [1] [BAPM | EC | RLCM | SA | RADD | SE]
T:10.19 Estimation [BAPM | EC | RLCM | SA | RADD]
T:10.20 Financial Analysis [1] [BAPM | RLCM | SA | RADD | SE]
T:10.21 Focus Groups [EC | SA | RADD | SE]
T:10.22 Functional Decomposition [BAPM | RLCM | SA | RADD]
T:10.23 Glossary [RADD]
T:10.24 Interface Analysis [EC | RLCM | RADD]
T:10.25 Interviews [1] [BAPM | EC | RLCM | SA | RADD | SE]
T:10.26 Item Tracking [1] [BAPM | RLCM | SA | RADD | SE]
T:10.27 Lessons Learned [1] [BAPM | EC | SA | RADD | SE]
T:10.28 Metrics and KPIs [BAPM | SA | RADD | SE]
T:10.29 Mind Mapping [1] [BAPM | EC | SA | RADD]
T:10.30 Non-Functional Requirements Analysis [RADD | SE]
T:10.31 Observation [BAPM | EC | SA | SE]
T:10.32 Organizational Modelling [1] [BAPM | SA | RADD | SE]
T:10.33 Priortization [RLCM | SE]
T:10.34 Process Analysis [BAPM | EC | SA | SE]
T:10.35 Process Modelling [1] [BAPM | EC | RLCM | SA | RADD | SE]
T:10.36 Prototyping [EC | SA | RADD | SE]
T:10.37 Reviews [BAPM | EC | RLCM | RADD]
T:10.38 Risk Analysis and Management [1] [BAPM | EC | RLCM | SA | RADD | SE]
T:10.39 Roles and Permissions Matrix [RADD | SE]
T:10.40 Root Cause Analysis [BAPM | SA | RADD | SE]
T:10.41 Scope Modelling [BAPM | RLCM | SA | RADD]
T:10.42 Sequence Diagrams [RADD]
T:10.43 Stakeholder List, Map, or Personas [BAPM | EC | RADD]
T:10.44 State Modelling [RADD]
T:10.45 Survey or Questionnaire [1] [BAPM | EC | SA | RADD | SE]
T:10.46 SWOT Analysis [SA | RADD | SE]
T:10.47 Use Cases and Scenarios [RLCM | RADD | SE]
T:10.48 User Stories [RLCM | RADD]
T:10.49 Vendor Assessment [SA | RADD | SE]
T:10.50 Workshops [1] [BAPM | EC | RLCM | SA | RADD | SE]