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
7) Underlying Competencies
8) Other Sources of Business Analysis Information
What is the BABOK?
Globally recognized standard for the practice of
Describes Areas of Knowledge including:
Primary purpose is to define the profession of business
Purpose of the IIBA Vision
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
Provides basic reference for anyone interested in
the profession of BA.
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.
What is Business Analysis?
Business analysis involves
Understanding how organizations function to accomplish their
Defining the capabilities an organization required to provide
products and services to external stakeholder.
Defining organizational goals and how those goals connect to
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.
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
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.
Key Concepts – Domain, Solution
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.
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.
Key Concepts - 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.
Key Concepts - 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
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.
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.
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
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.
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.
Effective requirement practices
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
Knowledge areas are not intended to represent phases in
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.
Defines standards and techniques used to collect the requirements of the system.
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.
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
Elements, Techniques, and Stakeholders
Describes key concepts that are needed to understand how to
perform the task.
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.
Each task contains a listing of generic stakeholders who are likely to
participate in the tasks or who will be affected by them.
An input represents the information necessary for a task
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.
An output is a necessary result of the work described in
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
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
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
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
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.