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IIBA_Memphis_Stydy_Group_-_Chapter_1_v20090521

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					International Institute of Business Analysis

                          Points to review:
                          1) What is the BABOK?
                          2) What is Business Analysis?
                          3) Key Concepts
     Ch. 1 Introduction   4) Knowledge Areas
                          5) Tasks
                          6) Techniques
                          7) Underlying Competencies
                          8) Other Sources of Business Analysis Information




                                                                         1
What is the BABOK?


 Globally recognized standard for the practice of
  business analysis
 Describes Areas of Knowledge including:
    Their activities
    Their tasks
    Their skills
 Primary purpose is to define the profession of business
  analysis


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                           Chapter                          2
Purpose of the IIBA Vision
IIBA OperationalBOK

                    Serves as a baseline that practitioners can agree
                     upon in order to discuss the work they do and to
                     ensure that they have the skills they need to
                     effectively perform the role.

                    Defines the skills and knowledge that people who
                     work with and employ business analysts should
                     expect a skilled practitioner to demonstrate.

                    Provides framework that describes the business
                     analysis tasks that must be performed in order to
                     understand how a solution will deliver value to the
                     sponsoring organization.

                    Provides basic reference for anyone interested in
                     the profession of BA.




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                        Chapter                                            3
What is Business Analysis?


 Set of tasks and techniques used to

       Work as a liaison among stakeholders to understand the
        structure, policies, and operations of an organization.

       Recommend solutions that enable the organization to
        achieve its goals.




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                              Chapter                             4
What is Business Analysis?


 Business analysis involves

        Understanding how organizations function to accomplish their
         purposes.

        Defining the capabilities an organization required to provide
         products and services to external stakeholder.

        Defining organizational goals and how those goals connect to
         specific objectives.

        Determining the course of action that an organization has to
         undertake to achieve those goals and objectives.

        Defining how the various organizational units and stakeholders
         within and outside of that organization interact.


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                                   Chapter                                5
What is a Business Analyst?


 Definition of Business Analyst
            Analyze and synthesize information provided by a large number of
             people who interact with the business, such as customers, staff, IT
             professionals, and executives.

            Elicit the actual needs of stakeholders, not simply their expressed
             desires.

            Work to facilitate communication between organizational units.

            Align the needs of business units with the capabilities delivered by other
             units, and may serve as a ―translator‖ between those groups.




Note: A business analyst is any person who performs business analysis activities, no matter what
their job title or organizational role may be.



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                                              Chapter                                              6
Key Concepts – Domain, Solution

 Domain
    The area undergoing analysis. May correspond to the
     boundaries of an organization or organizational unit,
     as well as key stakeholders outside those boundaries
     and interactions with those stakeholders.
 Solution
    A solution is a set of changes to the current state of
     an organization that are made in order to enable that
     organization to meet a business need, solve a
     problem, or take advantage of an opportunity.


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                            Chapter                           7
Key Concepts - Scope

 Scope
   The term ―scope‖ is used to mean a number of
    different things, but two definitions predominate:

             Solution scope is the set of capabilities a solution
              must support to meet the business need.

             Project scope is the work necessary to construct and
              implement a particular solution.




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                              Chapter                                8
Key Concepts - Requirement

     Requirement
           1. A condition or capability needed by a stakeholder to solve a
              problem or achieve an objective.

           2. A condition or capability that must be met or possessed by
              a solution or solution component to satisfy a contract,
              standard, specification, or other formally imposed
              documents.

As implied by this definition, a requirement may be unstated, implied by or derived from other
requirements, or directly stated and managed. One of the key objectives of business analysis is to
ensure that requirements are visible to and understood by all stakeholders.




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                                               Chapter                                               9
Requirements Classification Scheme

   Business Requirements are higher-level statements of the goals, objectives, or
    needs of the enterprise. They describe the reasons why a project has been
    initiated, the objectives that the project will achieve, and the metrics that will be
    used to measure its success. Business requirements describe needs of the
    organization as a whole, and not groups or stakeholders within it. They are
    developed and defined through enterprise analysis.

   Stakeholder Requirements are statements of the needs of a particular
    stakeholder or class of stakeholders. They describe the needs that a given
    stakeholder has and how that stakeholder will interact with a solution.
    Stakeholder requirements serve as a bridge between business requirements and
    the various classes of solution requirements. They are developed and defined
    through requirements analysis.




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                                       Chapter                                         10
Requirements Classification Scheme

   Solution Requirements describe the characteristics of a solution that meet business
    requirements and stakeholder requirements. They are developed and defined through
    requirements analysis. They are frequently divided into sub-categories, particularly when
    the requirements describe a software solution:

      Functional Requirements describe the behavior and information that the solution will
       manage. They describe capabilities the system will be able to perform in terms of
       behaviors or operations—specific information technology application actions or
       responses.

      Non-functional Requirements capture conditions that do not directly relate to the
       behavior or functionality of the solution, but rather describe environmental conditions
       under which the solution must remain effective or qualities that the systems must
       have. They are also known as quality or supplementary requirements. These can
       include requirements related to capacity, speed, security, availability and the
       information architecture and presentation of the user interface.



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                                          Chapter                                                11
Requirements Classification Scheme

   Transition Requirements describe capabilities that the solution must have in order to
    facilitate transition from the current state of the enterprise to a desired future state, but that
    will not be needed once that transition is complete. They are differentiated from other
    requirements types because they are always temporary in nature and because they cannot
    be developed until both an existing and new solution are defined. They typically cover data
    conversion from existing systems, skill gaps that must be addressed, and other related
    changes to reach the desired future state. They are developed and defined through
    solution assessment and validation.




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                                            Chapter                                                 12
Effective requirement practices

 Successful projects
 Satisfied customers
 Increased professionalism




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                         Chapter        13
Knowledge Areas

 Knowledge areas define what a practitioner of business
  analysis needs to understand and the tasks a
  practitioner must be able to perform.

    Business analysts are likely to perform tasks from all
     knowledge areas in rapid succession, iteratively, or
     simultaneously.

    Knowledge areas are not intended to represent phases in
     a project.


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                             Chapter                          14
Knowledge Areas




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                     Chapter        15
    Knowledge Areas
    Enterprise Analysis
         Pre-project or early project activities and approaches for capturing the necessary view of the
          business to provide context to requirements and functional design work for a given initiative and/or
          for long term planning.
    Requirement Planning and Management
         Defines the resources and tasks associated with the planning and management of requirements
          gathering activities throughout the requirements process.
    Requirement Elicitation
         Defines standards and techniques used to collect the requirements of the system.
    Requirement Communication
         Defines the methods, tools and techniques used to structure the raw data collected during
          Requirement Elicitation, identifying gaps in the information and define the capabilities of the
          solution, which must be documented.
    Requirement Analysis and Documentation
         Collection of activities and considerations for expressing the output of the requirements analysis and
          documentation to a broad and diverse audience.
    Solution Assessment and Validation
       Covers tasks necessary to ensure that the solution meets the stakeholder objectives, is
        thoroughly tested, and is implemented smoothly.




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                                                  Chapter                                                        16
Tasks

   A task is an essential piece of work that must be performed as part of business analysis.

   Tasks may be performed at any scale. Each task may be performed over periods ranging from
    several months in time to a few minutes. For example, a business case may be a document
    several hundred pages long, justifying a multi-billion dollar investment, or a single sentence
    explaining the benefit that a change will produce for a single individual.

   A task has the following characteristics:

        A task accomplishes a result in an output that creates value to the sponsoring organization—that
         is, if a task is performed it should produce some demonstrable positive outcome which is useful,
         specific, visible and measurable.

        A task is complete—in principle, successor tasks that make use of outputs should be able to be
         performed by a different person or group.

        A task is a necessary part of the purpose of the Knowledge Area with which it is
         associated.




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                                             Chapter                                                      17
Elements, Techniques, and Stakeholders

 Elements
    Describes key concepts that are needed to understand how to
     perform the task.
 Technique
    Techniques describe how tasks are performed under specific
     circumstances. A task may have none, one, or more related
     techniques. A technique must be related to at least one task.
 Stakeholder
    Each task contains a listing of generic stakeholders who are likely to
     participate in the tasks or who will be affected by them.




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                                Chapter                                  18
Underlying Competencies




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                    Chapter        19
Input

 Input
   An input represents the information necessary for a task
    to begin.

 Inputs may be:
   Explicitly generated outside the scope of business
    analysis (e.g., a project plan).

   Generated by a business analysis task. In this case the
    input is maintained by the BABOK task that created it.

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                          Chapter                             20
Output

 Output
   An output is a necessary result of the work described in
    the task.
   Outputs may be produced at any level of formality, from
    verbal discussion with affected stakeholders to being
    captured in a software tool and placed under strict change
    control.




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                          Chapter                           21
    Underlying Competencies
    Analytical Thinking and Problem Solving supports effective identification of business
     problems, assessment of proposed solutions to those problems, and understanding of the needs
     of stakeholders. Analytical thinking and problem solving involves assessing a situation,
     understanding it as fully as possible, and making judgments about possible solutions to a
     problem.
    Behavioral Characteristics support the development of effective working relationships with
     stakeholders and include qualities such as ethics, trustworthiness, and personal organization.
    Business Knowledge supports understanding of the environment in which business analysis is
     performed and knowledge of general business principles and available solutions.
    Communication Skills support business analysts in eliciting and communicating requirements
     among stakeholders. Communication skills address the need to listen to and understand the
     audience, understanding how an audience perceives the business analyst, understanding of the
     communications objective(s), the message itself, and the most appropriate media and format for
     communication.
    Interaction Skills support the business analyst when working with large numbers of
     stakeholders, and involve both the ability to work as part of a larger team and to help that team
     reach decisions. While most of the work of business analysis involves identifying and describing a
     desired future state, the business analyst must also be able to help the organization reach
     agreement that the future state in question is desired through a combination of leadership and
     facilitation.
    Software Applications are used to facilitate the collaborative development, recording and
     distribution of requirements to stakeholders. Business analysts should be skilled users of the tools
     used in their organization and must understand the strengths and weaknesses of each.


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                                               Chapter                                                 22

				
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