The document provides an overview of the structure and contents of the BABOK Guide, which defines the business analysis profession. It discusses the purpose of the Guide, what business analysis is, who can be a business analyst, and the key components of the Guide. The Guide is intended to establish standard practices for business analysis, discuss necessary skills, and provide a framework that can be applied to projects, enterprise evolution, and continuous improvement. It addresses business analysis from different perspectives, as well as the knowledge areas, tasks, techniques, underlying competencies, and other aspects covered in the Guide.

1. Introduction and
Key Concepts
Chapter Study Group
Learning Materials

2. 2
AGENDA
• Introduction
• 1.1 Purpose of the BABOK Guide
• 1.2 What is Business Analysis?
• 1.3 Who is a Business Analyst?
• 1.4 Structure of the BABOK Guide
Introduction and Key Concepts

3. 3
1.1 PURPOSE OF THE BABOK
• Define BA profession with commonly accepted practices
• Globally accepted
• Discuss and define necessary skills
• Among BA practitioners
• Set knowledge and skill expectations
• People hiring or working with BA practitioners
• Framework for all business analysis perspectives
• Analyze change or evaluate necessity for change
• Business analysis applied to
• Projects, enterprise evolvement and continuous improvement
Introduction
Introduction and Key Concepts

4. 4
1.1 PURPOSE OF THE BABOK
• Business analysis beyond project
Introduction
Introduction and Key Concepts

5. 5
1.2 WHAT IS BUSINESS ANALYSIS?
• Enable Change in an Enterprise
• Defining needs and recommend solutions that delivers value to
stakeholders.
• Articulate needs and rationale for change.
• Design and describe the solution.
• Strategic, Tactical or Operational Initiatives
• Understand current state.
• Define future state.
• Determine activities required to move to future state.
Introduction
Introduction and Key Concepts

6. 6
1.2 WHAT IS BUSINESS ANALYSIS?
• Business analysis perspective (Lens)
• Agile
• Business Intelligence
• Information Technology
• Business Architecture
• Business Process Management
• One or many perspectives may apply to an initiative
• BABOK Guide does not represent all contexts for business
analysis or all business analysis disciplines.
Introduction
Introduction and Key Concepts

7. 7
1.3 WHO IS A BUSINESS ANALYST?
• Anyone who performs business analysis activity
• No matter job title or organizational role
• Discover, synthesize, analyze information from variety of sources
• Elicit stakeholder needs, investigate and clarify desires, to
understand issues and causes
• Aligns designed & delivered solution with needs
• Understand enterprise problems and goals
• Analyze needs and solutions
• Devising strategies
• Driving changes
• Facilitate stakeholder collaboration
Introduction
Introduction and Key Concepts

8. 8
1.3 WHO IS A BUSINESS ANALYST?
• Other common job titles
• Business Architect
• Business System Analyst
• Data Analyst
• Management Consultant
• Process Analyst
• Product Manager
• Product Owner
• Requirement Engineer
• System Analyst
• …
Introduction
Introduction and Key Concepts

9. 9
1.4 STRUCTURE OF THE BABOK GUIDE
• Business analysis key concepts
• Define key terms
• Underlying competencies
• Behaviours, characteristics, knowledge, personal qualities
• Techniques
• Means to perform business analysis tasks
• Perspectives
• Various views of business analysis
• Knowledge areas
• Collection of logically, not sequentially, related tasks
Introduction
Introduction and Key Concepts

10. 10
1.4 STRUCTURE OF THE BABOK GUIDE
• Knowledge Areas
• Business Analysis Planning and Monitoring
• Elicitation and Collaboration
• Requirement Life Cycle Management
• Strategy Analysis
• Requirements Analysis and Design Definition
• Solution Evaluation
Introduction
Introduction and Key Concepts

11. 11
Introduction
Introduction and Key Concepts
1.4 STRUCTURE OF THE BABOK GUIDE

12. 12
1.4 STRUCTURE OF THE BABOK GUIDE
• Tasks
• Discrete pieces of work, formally or informally performed.
• A BA task is universally applicable, independent of initiative type.
• Business Analysts may perform non BA activities.
• Tasks are grouped into knowledge areas, may be performed in
any order.
• BABOK® Guide does not prescribe a process.
• A business analysis initiative may start with any task.
Introduction
Introduction and Key Concepts

13. 13
1.4 STRUCTURE OF THE BABOK GUIDE
• Tasks Presentation Format
• Purpose
• Definition
• Inputs
• Elements
• Guidelines/Tools
• Techniques
• Stakeholders
• Outputs
Introduction
Introduction and Key Concepts

14. 14
1.4 STRUCTURE OF THE BABOK GUIDE
• Underlying Competencies
• Not unique to business analysis profession.
• Proficiency in understanding competencies essential to a Business
Analyst’s success.
• Underlying Competencies Structure
• Purpose
• Definition
• Effectiveness measures
Introduction
Introduction and Key Concepts

15. 15
1.4 STRUCTURE OF THE BABOK GUIDE
• Techniques
• Not exhaustive list.
• Techniques may be used as alternatives or in conjunction.
• Adapt or create techniques to suit the situation.
• Techniques Structure
• Purpose
• Description
• Elements
• Usage consideration
Introduction
Introduction and Key Concepts

16. 16
1.4 STRUCTURE OF THE BABOK GUIDE
• Perspectives
• Provide focus to tasks.
• Techniques specific to initiative context.
• Most initiatives engage one or more perspectives.
• Perspectives Structure
• Change Scope
• Business Analysis Scope
• Methodologies, Approaches, and Techniques
• Underlying Competencies
• Impact on Knowledge Areas
Introduction
Introduction and Key Concepts

17. 2.0 Business Analysis
Key Concepts

18. 18
AGENDA
• Introduction
• 2.1 The Business Analysis Core Concept Model (BACCM)
• 2.2 Key Terms
• 2.3 Requirements Classification Schema
• 2.4 Stakeholders
• 2.5 Requirements and Design
Business Analysis Key Concepts

19. Business Analysis
Planning and
Monitoring
Chapter Study Group
Learning Materials

20. 20
AGENDA
• Introduction
• 3.1 Plan Business Analysis Approach
• 3.2 Plan Stakeholder Engagement
• 3.3 Plan Business Analysis Governance
• 3.4 Plan Business Analysis Information Management
• 3.5 Identify Business Analysis Performance Improvements
Business Analysis Planning and Monitoring

21. Elicitation and
Collaboration
Chapter Study Group
Learning Materials

22. 22
AGENDA
• Introduction
• 4.1 Prepare for Elicitation
• 4.2 Conduct Elicitation
• 4.3 Confirm Elicitation Results
• 4.4 Communicate Business Analysis Information
• 4.5 Manage Stakeholder Collaboration
Elicitation and Collaboration

23. Requirements
Life Cycle
Management
Chapter Study Group
Learning Materials

24. 24
AGENDA
• Introduction
• 5.1 Trace Requirements
• 5.2 Maintain Requirements
• 5.3 Prioritize Requirements
• 5.4 Assess Requirements Changes
• 5.5 Approve Requirements
Requirements Life Cycle Management

25. Strategy Analysis
Chapter Study Group
Learning Materials

26. 26
AGENDA
• Introduction
• 6.1 Analyze Current State
• 6.2 Define Future State
• 6.3 Assess Risks
• 6.4 Define Change Strategy
Strategy Analysis

27. Requirements
Analysis and Design
Definition
Chapter Study Group
Learning Materials

28. 28
AGENDA
• Introduction
• 7.1 Specify and Model Requirements
• 7.2 Verify Requirements
• 7.3 Validate Requirements
• 7.4 Define Requirements Architecture
• 7.5 Define Design Options
• 7.6 Analyze Potential Value and Recommend Solutions
Requirements Analysis and Design Definition

29. Solution Evaluation
Chapter Study Group
Learning Materials

30. 30
AGENDA
• Introduction
• 8.1 Measure Solution Performance
• 8.2 Analyze Performance Measures
• 8.3 Assess Solution Limitations
• 8.4 Assess Enterprise Limitations
• 8.5 Recommend Actions to Increase Solution Value
Solution Evaluation

31. Underlying
Competencies
Chapter Study Group
Learning Materials

32. 32
AGENDA
• Introduction to underlying competencies
• 9.1 Analytical Thinking and Problem Solving
• 9.2 Behavioural Characteristics
• 9.3 Business Knowledge
• 9.4 Communication Skills
• 9.5 Interactions Skills
• 9.6 Tools and Technology
Underlying Competencies

33. Techniques
Chapter Study Group
Learning Materials

34. Perspectives
Chapter Study Group
Learning Materials

35. 35
AGENDA
• Introduction
• 11.1 The Agile Perspective
• 11.2 The Business Intelligence Perspective
• 11.3 The Information Technology Perspective
• 11.4 The Business Architecture Perspective
• 11.5 The Business Process Management Perspective
Underlying Competencies