I Introduction

Business analysis practice of enabling change in an enterprise by defining needs and recommending solutions
that deliver value to stakeholders.
Business analysts aligning the designed and delivered solutions with the needs of stakeholders.
Key Concepts key terms to understand BABOK ideas Knowledge areas
• Business Analysis Core Concept Model™ (BACCM™) Business Analysis Planning and Monitoring - organize and
• Key Terms coordinate the efforts of BA and stakeholders
• Requirements Classification Schema - types of req. Elicitation and Collaboration - to prepare for and conduct
• Stakeholders elicitation activities
Requirements Life Cycle Management- to manage and maintain
• Requirements and Design
requirements and design information, assessing, analyzing
changes
Tasks - piece of work as part of business analysis
Strategy Analysis - identify a need of strategic or tactical
likely candidates to start business initiative: importance
• Analyze Current State Requirements Analysis and Design Definition- structure and
• Measure Solution Performance organize requirements, validate, verify information, identify
Task format: solution options, estimate value.
• Purpose - the reason and value Solution Evaluation - assess the performance of and value of a
• Description - what the task, why performed solution
• Inputs – information for a task to begin
• Elements - how to perform the task
• Guidelines/Tools- how to undertake a task, can
include outputs of the tasks. Perspectives: - context of the initiative
• Techniques – techniques to perform the task • Agile
• Stakeholders – participate/affected • Business Intelligence
• Information Technology
• Outputs - results
• Business Architecture
• Business Process Management
Underlying Competencies –qualities of effective
Change Scope- type of problems, solutions, approach, measuring
practice
• Purpose – why to have this competency
Business Analysis Scope- stakeholders, sponsors, outcomes Techniques - ways that a task may be performed
Methodologies, Approaches, and Techniques – ways of work • Purpose - what for to use
• Definition - skills and expertise
undertaking • Description – how to use
• Effectiveness Measures-how to measure the skills
Underlying Competencies: most prevalent competencies • Elements - key concepts
demonstration
Impact on Knowledge Areas: how knowledge areas are applied • Usage Considerations – conditions under more effective
or modified
2 Business Analysis Key Concepts Key Concepts - understanding of the central ideas Key Terms: definitions of essential concepts
• Change: transformation in response to a need with Business Analysis: practice of enabling change by defining needs and
BACCM what BA is and what it means recommending solutions that deliver value to stakeholders.
controlled improvements
can be used to: • Need: a problem or opportunity to be addressed, Business Analysis Information: information that BA analyze,
• describe the business analysis can cause changes transform, report. Input/output of BA work.
• common terminology • Solution: way of satisfying needs in a context Design: usable representation of a solution, how value might be
• evaluate the relationships of concepts in • Stakeholder: group/individual with a relationship to realized by a solution if it is built
business analysis the change, need, solution Enterprise: system of organizations and the solutions they use. May
• holistically evaluating the relationships • Value: gains, usefulness (tangible/intangible) to a
among concepts include business, government, or other type of organization
stakeholder within a context Organization: group of people works towards common
• evaluate the impact of these concepts • Context: circumstances provide understanding of
goals/objectives
the change
Plan: proposal for doing/achieving something. Set of events,
dependencies, expected sequence, schedule, results/outcomes,
Requirements Classification Schema: assist in categorizing req.
Business req.: goals, objectives, outcomes why a change has been initiated materials/resources needed, stakeholders involved.
Stakeholder req.: needs of stakeholders that must be met to achieve the business req. Requirement: usable representation of a need. what kind of value
Solution req.: capabilities and qualities of a solution could be delivered if a requirement is fulfilled.
• functional req. :solution capabilities in terms of the behavior and managed information Risk: effect of uncertainty on the value of a change, solution,
• non-functional req.: conditions under which a solution remains effective or qualities of solution enterprise. Identify, assess, prioritize, mitigating (removing the source
Transition req.: solution capabilities and conditions to transition from current to the future state. not of the risk), avoiding (not to start), sharing (other parties), accepting
needed once the change is complete (data conversion, training, business continuity) (deal with an opportunity).
Stakeholders - can be a source of req., assumptions, constraints
Requirements and Designs – BA at some level responsible for • Business Analyst: responsible and accountable for BA activities
the definition of design
• Customer: uses or may use products/services produced
Designs are focused on the solution.
• Domain SME: in-depth knowledge of business need/solution scope
• End User: who directly interact with the solution
Tasks from • Implementation SME: knowledge regarding the implementation
Elicitation and Collaboration, • Operational Support: day-to-day management/maintenance of a
Strategy Analysis, system/product (product analyst, release manager)
Requirements Analysis and Design Definition, • Project Manager: responsible for managing the work to deliver a
Solution Evaluation  to transform stakeh. need (request) solution that meets a business need (product manager, team lead)
into a req. or design. • Regulator: definition and enforcement of standards (auditor)
• Sponsor: initiating the effort to define a business need and solution
• Supplier: outside the organization, provide products or services
• Tester: verify that the solution meets the req.
3 Business Analysis Planning and Monitoring
Organize and coordinate the efforts of BA and stakeholders.
3.1 Plan Business Analysis Approach – work planning (tasks, deliverables), methodology Core Concept Model
selection Change: how changes to BA results will be requested and authorized
3.2 Plan Stakeholder Engagement – relevant stakeholders, way to collaborate Need: choose a BA approach for change analysis
3.3 Plan Business Analysis Governance - decision makers have proper information (req. Solution: evaluate if BA performance was a key contributor solution impl.
management, risk management, resources allocation) Stakeholder: ensure that activities reflect stakeholder needs
3.4 Plan Business Analysis Information Management – how information developed (req., Value: conduct performance analysis to produce value for the stakeholders
designs), captured, stored, integrated with other information Context: ensure context understanding to develop BA approach
3.5 Identify Business Analysis Performance Improvements- monitoring work to met
commitments and improve opportunities.

3.1 Plan Business Analysis Approach - work planning (tasks, deliverables), methodology selection
Purpose Description Inputs Elements Guidelines and BA Techniques Stakeholders Outputs
tools
To define How and when to Needs: BA 1. Planning Approach (how plans will BA Performance Brainstorming: activities, Domain Business Analysis
method to perform tasks, approach is be altered if changes are required): Assessment: take to techniques, risks Business SME:source of risk Approach:
conduct BA deliverables. shaped by the Predictive: minimize uncertainty account result of Cases: whether elements time- when involvement activities
activities Set of techniques problem or Adaptive: rapid value delivery. previous assessments. sensitive, high-value required Project and who perform,
Align to the goals, opportunity uncertainty for overall solution delivery Business Policies: Document Analysis: existing Manager: Timing,
2. Formality/Level of Detail of limits within which to assets Estimation: duration of approach is sequencing,
coordinate tasks and Deliverables: take decisions. activates Financial Analysis: realistic deliverables, BA
deliverables, include 3. BA Activities: Expert Judgment: to how value affected Regulator: to techniques.
tasks to manage risk, • identify activities and breaking into determine the optimal Func.Decomposition: break provide approval
include best tasks BA approach down complex BA processes Sponsor: provide
techniques. • dividing work into iterations, Methodologies and Interviews: build the plan Item needs and
identify deliverables and tasks Frameworks: shape Tracking, Lessons Learned: objectives for the
4. Timing of BA Work: when to the approach identify previous experience approach
perform tasks, need to vary effort Stakeholder Process/Scope Modelling:
level. Engagement document BA approach
5. Complexity and Risk: complexity, Approach: Reviews: validate approach.
size, risk of a change affects nature of stakeholders and Risk Analysis and Mgmt: select
work. their concerns, proper approach Scope
6. Acceptance: approach agreed by interests Modelling: solution
stakeholders boundaries Survey or
Questionnaire, Workshops
3 Business Analysis Planning and Monitoring

3.2 Plan Stakeholder Engagement - relevant stakeholders, way to collaborate

Purpose Description Inputs Elements Guidelines and BA Techniques Stakeholders Outputs

tools

Effective Involved stakeh. and Needs: helps 1 Perform Stakeholder Analysis: 3.5 BA Performance Brainstorming: stakeh. list, Customers: ext. Stakeholder
relationships analyze their in the identify indirectly impacted stakeh. ,stakeh. Assessment: results of roles, responsib. stakeh. Domain Engagement
with the characteristics, stakeh. List. Organizational chart and previous assessments Business Rules Analysis: SME: to identify Approach: list of
Stakeholders. collaboration and Business business processes source of to review. 6.3Change stakeh. source of business stakeh End User: stakeh, their
Evaluate communication Analysis internal stakeh. Contracts, vendors, Strategy: stakeholder rules. Document Analysis: source of int. characteristisc,
communicati customers  external stakeh. Roles: impact, more effective review existing organizational stakeh. Project roles and
on needs. approaches, plan for Approach: to stakeh. Engagement assets. Interviews: knowledge Manager: identify responsibilities.
stakeh. risks. ensure how stakeh. will contribute. Attitudes:
to increase cooperation. Decision 6.1 Current State about stakeh. groups. Lessons and recommend Identifies
Complexity increase consistency Description: context Learned: previous experience stakeh. Regulator: collaboration and
across the Making Authority: collaborates with
disproportionately the proper stakeh. Level of Power or  more effective Mind Mapping: potential may require to communication
increase number of approaches Influence: to develop risk plans to stakeh. analysis and stakeh, relationships. include some approaches
stakeh. obtain the required level of support impact Organizational Modelling: stakeh. Sponsor:
2. Define Stakeh. Collaboration: identify stakeh affected may require to
involvement - timing and frequency, Process Modelling: systems include some
location, tools –wiki, delivery method that support stakeh. business stakeh. Supplier: a
 stakeh. collaboration plan processes Risk Analysis and source of ext.
3. Stakeh. Communication Needs: what Management: identify risks stakeh
to communicate, delivery method, Scope Modelling: , Stakeholder
audience, when, frequency, level of List, Map, or Personas:, Survey
or Questionnaire: shared
detail communication plan characteristics Workshops: info
about stakeh groups

Collaboration: is the act of two or more people working together towards a common goal.
3 Business Analysis Planning and Monitoring

3.3 Plan Business Analysis Governance- how decisions are made

Purpose Description Inputs Elements Guidelines and BA Techniques Stakeholders Outputs

tools
How Identifies the decision Business 1 Decision Making: stakeh roles in BA Performance Brainstorming: stakeh. List Domain SME: Governance
decisions are makers, process, and Analysis decision-making process: Assessment: results of with approval roles source of change, Approach: stakeh
made about information required Approach: to -decision-making discussions, review previous assessments Document Analysis: existing to be involved in who have the
req. and for decisions. How ensure on info, approver of decisions. to review. Business governance processes, change discussions Responsibility &
design approvals and consistency Identifying escalation paths, who hold Policies: limits within templates Interviews: to Project Manager: authority to make
prioritization are final authority. to made decision identify approaches and project decisions, who
made for req. and across the 2 Change Control Process (regulations, participants Item Tracking: governance aligns responsible for
design: -how work to approaches -process for requesting changes contracts, agreements, to track any issues Lessons with the BA priorities and
prioritize Stakeholder define when to apply change process. legal obligations) Learned: previous experience governance approve changes
-process proposing Engagement -elements of the change request Current State with governance Regulator: source to BA information.
change to business Approach: to information to be included in a proposal: Description: context Organizational Modelling: of change, impose Defines the
info determining cost and time estimates; Benefits: how  more effective identify and involve right rules/regulations process to use to
-who can & stakh value added; Risks: Priority: level of stakeh. analysis and stakeh Process Modelling: to to consider manage req. &
responsible to importance; Several Course(s) of action. document the process of BA Sponsor: may design changes.
participation -how to prioritize changes: impact
propose change in the -how to document changes:traceability Legal/Regulatory governing. Reviews: define how BA
-responsible to governance standards, version control. Information: rules or governance plan with key information to
analyze change approach -how to communicate changes: proposed, regulations that stakeh. Survey or manage, approves
-who approves change under review, approved, declined, deferred must be followed Questionnaire: to identify proposed changes
-how changes statuses to stakeholders approaches and participants
documented and -who will authorize changes: Workshops: to identify
communicated. 3 Plan Prioritization Approach: approaches and participants
-formality of the prioritization process within team setting
-participants to involve; -how
prioritization will occur, which
techniques to use; - criteria for
prioritization(cost, risk, and value)
4 Plan for Approvals: type of req. &
designs to approve, timing for the
approvals (schedules), the process for
approval, who approves the req.
&designs. Stakeh. availability, attitude
3 Business Analysis Planning and Monitoring

3.4 Plan Business Analysis Information Management - how BA info to store and access

Purpose Description Inputs Elements Guidelines and BA Techniques Stakeholders Outputs

tools
How BA BA information: 3.1Business 1 Organization of BA Information: BA Performance Brainstorming: uncover stakeh Domain SME: will Information
information Models, scope Analysis efficient access and use, best structure, Assessment: results of BA info mgmt. needs be interested in a Management
will be stored statements, stakeh. Approach: to type of info collected, relationships previous assessments Interviews: uncover sepecific more specific view Approach: defined
and accessed. concerns, elicitation ensure among info. to review. Business stakeh BA info mgmt. needs of BA info approach for
results, req.,designs, consistency 2 Level of Abstraction Policies: limits within Item Tracking: to track any Regulator: may how BA info will
breadth and depth of the info based on to made decision issues Lessons Learned: source define rules and be stored,
solution options. across the stakeh. role. Complexity of what is (regulations, of info for analyzing processes related accessed, utilized
How info: -organized approaches explained, importance of the change, contracts, agreements, approaches Mind Mapping: to info mgmt. during and after
-may be used 3.3Governanc level of risks. legal identify, categorize info Sponsor: reviews, the change is
-should be accessed e Approach: 3 Plan Traceability Approach: based obligations)Informatio Process Modelling: to comments on, complete.
and stored How BAs on: -domain complexity –number of n Management Tools: document the process of approves BA info
-the level of detail manage views of req. – req. related risks – cost Organization tools: managing BA info Survey or
-any info relationsh changes, and benefits involved with tracing whiteboard, global Questionnaire: to get input to
-characteristics decisions & 4 Plan for Requirements Reuse: wiki, RM tool define BA info mgmt.
about the info. approvals, -regulatory req. –contractual Legal/Regulatory Workshops: to identify BA info
Result: info is how priorities obligations -quality standards –SLAs, - Information: rules or mgnt needs within group
organized in a will be set. business rules - business processes – regulations that setting
enterprise products req. Common must be followed,
functional & useful 3.2 features. Clearely named,difined, helps determine how
manner. Stakeholder stored in repo. 5 Storage and Access : manage BA info
Engagement who, how often asses the info, what
Approach: tools is used. Show the status of info
stakh 6 Requirements Attributes: to associate
commun.& info with individual or related groups
collab. of req: Absolute reference:unique
needsinfo id,not altered or reused Author: person
mngt needs to consul Complexity: how difficult to
implement Ownership: business owner
of the solution Priority: importance
Risks: Source: origin of the req.
Stability: maturity of req. Status:
Urgency: when a deadline exists
3 Business Analysis Planning and Monitoring

3. 5 Identify Business Analysis Performance Improvements - to assess BA work and to plan to improve processes

Purpose Description Inputs Elements Guidelines and BA Techniques Stakeholders Outputs

tools
To assess BA -Establish the perform. Business 1 Performance Analysis: Reports on Organizational Brainstorming: ideas for Domain SME: Business Analysis
work & to measures Analysis BA performance are designed and Performance improvement Interviews: informed about Performance
plan to -conduct the perform. Approach: BA tailored 2 Assessment Measures: Standards: gather assessments of the BA activities to Assessment
improve analysis deliverables, determine, elicit measures. Based on organization performance Item Tracking: to define their defined
processes -report on the results activities: deliverable due dates, frequency of the performance metrics track issues during involvement, get comparison of
-identify corrective changes to BA work products, review performance Lessons Learned: feedback for planned versus
actions when & who cycles, qualitative feedback. Poorly identify recommended improvemn. to the actual
perform., changes Metrics and Key performance, root
chosen metricsbehavior that is approach. Project
techniques detrimental to enterprise. Accuracy Performance Indicators (KPIs): cause of
Performance Appropriate metrics, how Manager: variances,
and Completeness:correct and accountable for
Objectives relevant Knowledge: BA had needed approaches to
(external): they track. Observation: to the project
skills Effectiveness: easy to use without address issues
desired witness BA performance success, informed
explanation Organizational Support:
Process Analysis: analyze about status.
performance needed resources available existing BA process, identify Consulted before
outcomes Significance: cost, time, and resource improvements changes to assess
were justified Strategic: business Process Modelling: to improve impact. Deliver
objectives were met Timeliness: work BA processes Reviews: identify reports on BA
delivered on time 3 Analyze Results: changes to BA processes & performance
deliverables compared against defined deliverables for the futureRisk Sponsor: require
measures. Determines Performance: Analysis and Management reports on BA
Stakeh, personnel manager, Centre of identify, manage impact performance to
Excellence 4 Recommend Actions for Root Cause Analysis: cause of address
Improvement: identify actions: failures of BA work problems
Preventive: reduces negative Survey or Questionnaire:
probability, Corrective: reduce negative stakeh satisfaction with BA
impact Improvement: increase positive activites Workshops: gather
probability assessments of BA
performance, ideas for
improvements
4 Elicitation and Collaboration

Obtain information, confirm results, communication with stakeh once info is assembled
Core Concept Model
4.1 Prepare for Elicitation – stakeh have needed info to provider, shared set of
Change: identify the characteristics of the change, stakeh concerns
expectations, involve preparing check whether change adds improvements.
Need: elicit, confirm, and communicate needs, supporting BA info.
4.2 Conduct Elicitation- understand stakeh needs, identify potential solutions
Solution: elicit, confirm, communicate characteristics of proposed solutions
4.3 Confirm Elicitation Result- shared understanding of the elicitation outcomes
Stakeholder: manage the collaboration with the stakeh
4.4 Communicate Business Analysis Information: provides stakeh with needed info in
Value: assess the value of information provided; confirm, communic that value.
time.
Context: identify BA info about the context that affect the change
4.5 Manage Stakeholder Collaboration- engage stakh in overall process, BA delivered
needed outcomes.
4.1 Prepare for Elicitation

Purpose Description Inputs Elements Guidelines and tools BA Techniques Stakeholders Outputs
To get the BA define the desired Needs: guides 1 Understand the Scope of Business Analysis Brainstorming: which sources Domain SME: Elicitation Activity
scope of outcomes: which scope and Elicitation: BA consider business Approach: general of BA info to consult, define Project Manager: Plan: logistics,
the products will be purpose of domain, corporate culture, stakeh methodology, stakeh guidance which scope of the
elicitation, techniques Data Mining: to sources to consult, elicitation activity,
produced out of elicitation locations, outputs the elicitation types, timing for the identify info or patterns to
select elicitation, best Activities activities will feed, BA skills, work, format, details helps to arrange selected
techniques, investigate Document Analysis: research, techniques,
get techniques, 3.1 Stakeh solution approach & scope, sources level, uncertainties. identify candidate sources experiments, supporting
supporting circumstances to Engagement of the BA info. 2 Select Elicitation Business Objectives: Estimation: time, effort & facilitate elicit. materials
resources. foster collaboration. Approach: Techniques: cost and time desired direction associated Interviews: identify Project Manager:
prepare constraints, info sources types, needed ->plan concerns about the elicitation, resources
elicitation desired outcomes. BA consider: elicitation events seek authority Mind Mapping: availability
events commonly used, suited for situation Existing Business which sources to consult, Sponsor: approve
techniques.3 Set Up Logistics: Analysis techniques to use Risk Analysis or deny a planned
identifying: activity's goals, Information: goals and Management: avoid, elicitation event,
participants and roles, scheduled understanding, aid transfer, or mitigate elicitation participants.
resources, locations, communicat. in elicit. preparation. risks Stakeholder List, Map, or
Personas: who to consult, who
channels, lang. 4 Secure Supporting Potential Value: participate in the event, stakeh
Material: systems, people, describes the roles
documents, contracts. 5 Prepare value to shape
Stakeholders: educate stakeh on elicit. events
how an elicitation
technique works
4 Elicitation and Collaboration

4.2 Conduct Elicitation - draw out, explore, identify info

Purpose Description Inputs Elements Guidelines and tools BA Techniques Stakeholders Outputs

To draw Elicitation types: 4.1 Elicitation 1 Guide Elicitation Activity: Business Analysis Benchmarking and Market Customer: source Elicitation Results
out, Collaborative: direct Activity Plan: determine when there has been Approach: identifies Analysis: what customers of BA info (unconfirmed):
explore, interaction with stakh. planned sufficient elicitation. Get intended needed types of want, what competitors Domain SME: captured
identify Research: activities, info with desired detail level. outputs Existing provide Brainstorming: source of BA info, information in a
info systematically techniques, Consider: elicit goals & agenda, Business Analysis generate, prioritize ideas help to arrange specific format
relevant to Business Rules Analysis :rules research,
the change discovering and activity change scope, form of activity Information: guide experiments,
studying info logistics(date, output, other supported the questions posed that govern decisions facilitated elicit.
Experiments: time,location, representations, how output & approach to draw Collaborative Games:problem End User: user of
unknown info - resources, integrates into known, who out info Stakeholder understanding, stimulate existing & future
observational studies, agenda), provides & will use info, how info Engagement solutions Concept Modelling: solutions Impl.
proofs of concept, elicitation will be used. 2 Capture Elicitation Approach: provides key terms and ideas of SME: provides
prototypes scope. Outcomes to ensure that elicitation collaboration and importance Data Mining specialist
info is recorded for later use communication relevant info/patterns Data expertise, offer
approaches Modelling: entity relationships alternatives
Supporting Materials Document Analysis: review Sponsor: involve
any info, tools, or existing systems, polices, necessary stakeh
equipment to be used procedures Focus Groups: Any stakeholders:
group ideas, attitudes knowledge or
Interface Analysis: interaction, experience
inter. characteristics bwn two
entities Interviews: needs,
problems, discover opportunit.
Mind Mapping: get, prioritize
ideas from a group
Observation: how work is
currently done Process
Analysis: current processes
Process Modelling: elicit
processes Prototyping: elicit,
validate needs Survey or
Questionnaire: elicit BA info
Workshops: elicit group info
4 Elicitation and Collaboration

4.3 Confirm Elicitation Results - check the information gathered

Purpose Description Inputs Elements Guidelines and tools BA Techniques Stakeholders Outputs
To check Discover errors, 4.2 Elicitation 1 Compare Elicitation Results Elicitation Activity Document Analysis: to confirm Domain SME: Elicitation Results
the elicited omissions, conflicts, Results Against Source Information: Plan: to guide which elicitation results against to confirm that (confirmed):
info for ambiguity. Stakeh (unconfirmed follow-up meetings to correct, sources , elicitation source info Interviews: to elicit. results are integrated output
accuracy & inputs are correctly ): info in a confirm the elicitation results results to compare. confirm the BA info and its correct, to identify that reflects
consistency captured. To identify format 2 Compare Elicitation Results Existing Business integration Reviews: to omissions, captured info->
confirm a set of elicit. results inconsistencies useful as input to
problems before specific to Against Other Elicitation Results: Analysis Workshops: to review drafted and conflicts further work.
resources are the elicitation identify variations in results, Information: to elicit. results Any stakeholders:
committed. activity. resolve with stakeh. Models may be confirm the results, to confirm elicit.
developed by BA to improve to develop results
collaboration. additional questions
to draw out details.
4 Elicitation and Collaboration

4.4 Communicate Business Analysis Information - shared understanding of BA info.

Purpose Description Inputs Elements Guidelines and tools BA Techniques Stakeholders Outputs
To ensure To ensure stakeh Business 1 Determine Objectives and Format Business Analysis Interviews: individual End User: Business Analysis
stakeh. understand the info, Analysis of Communication: communication Approach: how to communic. Reviews: get frequently to Information
have a gain agreement. Information: of req, designs to stakeh, disseminate info, feedback, request aware of BA info (communicated):
shared Info at right time, any kind of assessment of quality, planning, level of detail, adjustments, understand Customer: Communicated
understan formats. info at any evaluation of alternatives, reviews formality, frequency responses & actions, frequently to stakh. reached an
of the commun. agree/provide approvals aware of BA info understanding.
ding of BA Consideration to level of detail approvals, inputs to design, Workshops: gaining consensus, Domain SME:
infor express the info in in the need to conformance to contractual Information
Management providing approvals need to
appropr. lang, tone, communicate obligations. Pckage goal-> convey understand BA
style. Determining the to stakeh. info clearly, in usable format: Approach: how BA info as part of
recipients, content, 3.2 package audience, stakeh need, Info to package and confirming &
purpose, context, Stakeholder preferred style, what info is communic. validating
expected outcomes. Engagement important, appropr for the type of Implementation
Approach: audience, contractual constraints. SME: need to
stakeh. Packages forms: Formal understand req. &
groups, roles, Documentation: based on a design Tester:
general needs template – text, matrixes, diagrams. need to
understand req. &
of BA info. Informal Documentation: design
text, diagrams, or matrices – not Any stakeholders:
the part of formal process. need to be
Presentations: high-level overview: commun at some
change goals, solution functions, point of the
info for decision making. change
2 Communicate Business Analysis
Package: stakehapprop. details
about the change. Commun.
Platforms: Group collabor.: immediate
issues discussion Individual collabor:
group setting is not feasible E-mail or
other non-verbal methods:need little
or no verbal explanation
4 Elicitation and Collaboration

4.5 Manage Stakeholder Collaboration- work towards a common goal.

Purpose Description Inputs Elements Guidelines and tools BA Techniques Stakeholders Outputs
To Right stakeh. 3.2 1 Gain Agreement on Commitments: Business Analysis Collaborative Games: to Any stakeholders: Stakeholder
encourage participate at the Stakeholder explicit understanding of the Approach: nature and stimulate teamwork and all types of Engagement: to
stakeh. right times in the Engagement expectations and desired outcomes of level of collabor collabor. to share stakeh. Who engage in BA
to work approp. roles. Activity Approach: the commitment. requiredBusiness knowledge on given topic might be activities, interact
towards a begins once stakeh types of 2 Monitor Stakeholder Engagement: Objectives: desired Lessons Learned: to offer involved during with BA when
right SMEs, stakeh are participating; direction, to focus change. necessary.
common identified. Manage expected interest is constant; elicit. results stakeh. to improve working
goal relationships with engagement, confirmed in time; commitments diverse stakeh. on a relationships. Risk Analysis
stakeh who: provide how to maintained. Risks: stakeh. diverted, common vision and Management: relate to
inputs to tasks, manage it elicitation providing needed quality of Future State stakeh. involvement,
depend on outputs of 3.5 Business BA info, delayed approvals. Description: desired particip., engagement
BA tasks, participate Analysis 3 Collaboration: regular, frequent, bi- future state, Stakeholder List, Map, or
in the execution of BA Performance directional commun: heard, their expected value; to Personas: to determine who
tasks. Assessment opinions matter, contributions are focus diverse stakeh is available for BA work,
key info recognized. Recommended which stakeh. should be
about the Actions: what to do to consulted
effectiveness improve solution
value: to focus diverse
of BA tasks stakeh. Risk Analysis
being Results: to address
executed stakeh.-related risks.
5 Requirements Life Cycle Management

Manage and maintain req. & design info, assessing changes. How req. will be Core Concept Model
implemented in the solution. Change: how proposed changes to req. & designs are evaluated
5.1 Trace Requirements– relationships bwn req, designs, solution for impact analysis, Need: trace, prioritize & maintain req. to ensure that the need is met
coverage, allocation Solution: trace req & designs to solution  solution satisfies the need.
5.2 Maintain Requirements- req. & designs accurate and current, facilitates reuse Stakeholder: to maintain understanding, agreement, & approval of req/designs.
5.3 Prioritize Requirements- assesses the value, urgency, and risks important first. Value: maintain requirements for reuse to extend value
5.4 Assess Requirements Changes: to determine whether be acted on within the scope Context: analyze the context to support tracing and prioritization
5.5 Approve Requirements - reach approval and agreement on req. and designs.

5.1 Trace Requirements

Purpose Description Inputs Elements Guidelines and tools BA Techniques Stakeholders Outputs
To ensure Ensure solution Requirements 1 Level of Formality: consider the Domain Knowledge: Business Rules Analysis: to Customers: consulted Requirements
that req & conforms to req. To :goals,object., value that link is deliver. Trace effort expertise needed to trace business rules to req. about, or agree the (traced): ,
designs at traceability
assist in scope, business req., grows number of req or level of support traceability Functional Decomposition: relationsh. Domain Designs (traced):
different break down solution scope
levels are change(impact, gaps, stakeh.req, formality increases. Information SME: recommends defined relati-
complexity), risk, solution req., 2 Relationships: Derive: req derived Management into smaller components; to the set of req. to be ship to other
aligned to
time, cost, commun. & transition Approach: decisions trace high-level concepts to linked End User: may
req, solution
one another. from req. to link on different levels low-level Process Modelling : require specific dep-
To manage mgnt, to detect req.), solution of abstraction Depends: Necessity: from planning ncy relationships components, or
effects of show the future state process
missing functionality. components, if a related req. is also implmted. activities concerning Scope Modelling: to visually
Impl. SME: solution releases,
change. Req. allocation and visuals,busine Effort: easier to impl. if a related the traceability developed meets the
phases change
depict scope business need
release planning ss rules, and req is also implemted. Satisfy: bwn Legal/Regulatory Operational effects
other work implementation element & the Information: rules or Support:tracebility identifiable.
products req. it is satisfying Validate: bwn a regulations that reference source for
Designs: may must be followed. help desk Project
req. and a test casesolution Manager: change and
be traced to fulfills the req. Requirements scope mgnt. Sponsor:
other req., 3 Traceability Repository: Management approve relationships
solution maintained in accordance with the Tools/Repository: to Suppliers: affected by
components, store and manage how/when impl-ted.
methods identified by the BA Tester: trace test
and other approach BA info cases to req., need to
work know how/when req.
products. imp-ted when create
test plan/cases.
5 Requirements Life Cycle Management
5.2 Maintain Requirements

Purpose Description Inputs Elements Guidelines and tools BA Techniques Stakeholders Outputs

Retain req. Maintain req. so they Requirements .1 Maintain Requirements: correct Information Business Rules Analysis: find Domain SME: Requirements
accuracy & represent ongoing : goals, & current after approved change: Management similar rules across the ensures that req. (maintained):
consistency need: consistently object, clearly named, defined, available to Approach: how req. enterprise Data Flow reflecting stated defined once &
. To support represented; business req., stakeh. Relationships among will be managed for Diagrams: find information needs Impl. SME: available for
req. reuse. reviewed, approved; stakeholder reuse. flow similar across the utilizes long-term. Even
req.original intent preserved.
accessible, req., solution Repositories with accepted enterps. Data Modelling: maintained req. not approved/
understandable req, taxonomiesassist req. , dasign similar date structure. regress tests, implemented
transition tracebility. Document Analysis: doc impact analysiss maintained
req. about an enterpriseas the Operational Support: for future
.2 Maintain Attributes: req. source, to confirm the
maintained priority, complexity basis for resue Functional current state initiative.
throughout .3 Reusing Requirements: within: Decomposition: req Regulator: to confirm • Designs
their LC current initiative,similar initiatives, associated with the compliance to (maintained):
Designs: standards Tester: to
similar departments, entire Components Process aid in test plan and may be reusable
maintained organization. Req represented in a Modelling: req associated test case creation once defined
throughout general mannermore reusable. with the processes Use (e.g
their LC Stakeh. Validate proposed req. for elfcontained
Cases and Scenarios:
reuse component)
identify a solution
component to utilize for
other solutions User Stories:
req. associated with the
story
5 Requirements Life Cycle Management
5.3 Prioritize Requirements - rank req. in the importance order

Purpose Description Inputs Elements Guidelines and tools BA Techniques Stakeholders Outputs

To rank req. Ranking: relative Requirements 1 Basis for Prioritization: defined in Business Backlog Management: to Customer: Requirements
in the order importance to stakeh. : any req KA 3. Benefit: advantage as a result Constraints: compare req. to be verifies prioritiz. (prioritized):
of relative Priority: relative value (forms: text, of impl. Penalty: consequences contractual prioritized Business Cases: req. will deliver ranked req. ->
importance or the sequence to matrices, from not impl given req. Cost: obligations, to determine importance value End User: highest valued
implement. Inter- diagrams) implement. effort and business policies Decision Analysis: to verifies prioritiz. req. are
dependencies: also that are ready resources(vendor, impl team). Risk: Change Strategy: identify high-value req. req. will deliver addressed first
basis for prioritiz. to prioritize chance not deliver potential value. info on costs, Estimation estimates for the value Impl. SME: Designs
Ensure the maximum Designs: any Most difficult req.first, minimize timelines, and value basis of prioritize. Financial provides (prioritized):
value is achieved. designs in the resources to underst. that cannot Domain Knowledge: Analysis: financial value, technical input. ranked designs
form of text, be delivered: POC to check knowledge needed how delivery timing affect Project Manager:  highest
prototypes, possibility. Dependencies: to support prioritize. that value Interviews: uses the valued designs
or diagrams efficiencies by implementing Governance stakeholders' basis of prioritization as are addressed
that are ready related req. (part of 5.1 Taks.) Time Approach: approach prioritiz. or priorities Item input into proj. first
to prioritize. Sensitivity: 'best before' date, for prioritizing Tracking: to track issues plan and release
thenloses significant value Requirements during prioritiz. allocation.
Stability: likelihood of req. change, Architecture: to get Prioritization: to facilitate Regulator:
not stablelower priority. relationship with the process Risk Analysis prioritiz.
Regulatory or Policy Compliance: other req & work and Management: the risks consistent with
to meet regulatory or policy products. for the basis of prioritization legal and
Requirements Workshops: stakeholders' regulatory
demands 2 Challenges of Management basis of prioritiz. Or constraints
Prioritization each stakeh. may Tools/Repository: to priorities of a group setting. Sponsor: req will
value something different 3 sort and access deliver value
Continual Prioritization: friorities req by priority from organiz.
may shift as the context evolves, Solution Scope: to perspective
basis for priorit. differet at various ensure scope is
stages. managed.
5 Requirements Life Cycle Management
5.4 Assess Requirements Changes- evaluate the implications of proposed changes

Purpose Description Inputs Elements Guidelines and tools BA Techniques Stakeholders Outputs

To evaluate Whether proposed Proposed 1 Assessment Formality: formality Change Strategy: Business Cases: to justify Customer: impact Requirements
the change will increase Change: based on the info available, purpose and change Business Rules feedback Domain Change
implications SME: insight how
solution value, what triggers: importance of the change, direction for Analysis: assess changes to the change will Assessment:
of proposed action to take. business governance process. Predictive changes, context, business policies &rules recommendation
impact the
changes to Potential effect of the strategy, appr: more formal assessment, critical components. Decision Analysis: to organization/valu to approve,
req. and e End User:
designs change to solution stakeh, legal impact disruptive; Adaptive appr. Domain Knowledge: facilitate the change modify, deny
value: conflicts with req., or (minimize impact of changes): less to assess proposed assessment Document impact of the change
change on their
other req, increase regulatory formality & need for impact req. changes Analysis: to define impact of activities Designs Change
risk. Proposed change changes assessment. 2 Impact Analysis: Governance the change Estimation size Operational Assessment:
can be traced back to Requirements evaluate the effect of a change. Approach: guidance of change. Financial Support: ability to recommendation
a need. Change aligns : assessed to Traceability is a useful tool: review for change control & Analysis: financial conseq. of support Project to approve,
with the strategy, identify the relationsh. to req., solution decision-making, proposed change Interface Manager: if modify, deny
additional project
affects delivered impact component. Benefit: gained by stakeh. roles. Analysis: find affected work is required change to design
value, impacts time or Designs: change acceptance Cost: to make Legal/Regulatory interfaces. Interviews: get for solution impl. component.
resources; alters risks, assessed to the change, associa.rework, other Information: info from small group about Regulator: to
opportunities, identify the feature sacrifice/deferring cost. regulations that impact on the organization confirm
constraints. impact Impact: customers or business must be followed Item Tracking: to track issues compliance to
standards
Assessment support processes affected Schedule: impact Requirements during impac analysis. Risk Sponsor:
the decision making to the existing deliv. commitnts. Architecture: which Analysis and Management: accountable for
and change Urgency: factors: regulator or safety req will be impacted level of risk Workshops : get the solution
control approaches issues 3 Impact Resolution change by chage. Solution info about impact or to scope, insights for
assessment.
defined in task 3.3 analysis impacts & resolutions Scope: to fully resolve changes in a group. Tester: consulted
documented. How decisions made understand the for establishing
and communicated  task 3.3 impact. impact
5 Requirements Life Cycle Management
5.5 Approve Requirements

Purpose Description Inputs Elements Guidelines and tools BA Techniques Stakeholders Outputs

To get Predictive: approvals at Requirements 1 Understand Stakeholder Roles Change Strategy: to Acceptance and Evaluation Customer: review Requirements
approval of the end of the phase or (verified): req. approval process is defined by task manage stakeh Criteria: to define approval and approval to (approved): ready
req & during change control ensure needs are
that have 3.3. Understanding stakeh. roles consensus regarding criteria Decision Analysis: to met Domain SME: for use in
designs to meetings. been verified and authority levels, who should be the needs. resolve issues and gain subsequent BA
involved in the
proceed Adaptive: approve req. Designs: that consulted or informed. 2 Conflict Governance agreement Item Tracking: to review and efforts Designs
with when construction and approval End
solution impl. of a solution can have been and Issue Management: how to Approach: who have track issues Reviews: used to (approved): ready
determined secure decisions and resolve the authority, when evaluate req. Workshops: to User: involved in for use in
construction begin the review,
as ready conflicts planned it the task 3.3 approv. take place, facilitate obtaining approval. validation, req. subsequent BA or
Ensure each group has appreciation how aligned with prioritization. solution dev efforts
for the needs of the others. 3 Gain org. policies. Operational
Consensus: ensure stakeh. with Legal/Regulatory Support: req. and
approval authority understand/ Information: designs are
supportable
accept req. Using means established regulations that Project Manager:
in task 3.3 & 4.4 presents the req for must be followed managing
approval. 4 Track and Communicate Requirement solution design,
Approval: records of current Management development,
approval status, decisions. What, Tools/Repository: to delivery, oper,
sustainment risks
who, when made changes, the record req. aprovals. Regulator:
reason. Solution Scope: to compliance with
assess alignment regulations
when approving req. Sponsor: review,
approve business
case, solution/
product scope,
req. & designs
Tester: req have
the testable
characteristic.
6 Strategy Analysis

Defines most effective way to apply the capabilities to reach goals & objectives.
Future and transition states needed to address the business need.

Should be performed as a business need is identified.

If the outcome of a change is difficult to predict: focus more on mitigating risk,

testing assumptions, changing course until a strategy can be identified/initiative
has ended. Core Concept Model
Change: define the future state and develop a change strategy
Strategy captured: strategic plan, product vision, business case, product roadmap, Need: identify needs within the current state & prioritize needs to define future
other artifacts. Solution: define the scope of a solution
Stakeholder: understand the business need & to develop a change strategy
6.1 Analyze Current State: business need, how it relates to current enterprise Value: examine the potential value of the solution
functioning. Context for change. Context: consider the enterprise context in developing a change strategy
6.2 Define Future State: goals and objectives  business need has been satisfied
What part of enterprise need to change.
6.3 Assess Risks- uncertainties around the change, their effect. Recommends
actions to address risks
6.4 Define Change Strategy: gap analysis between current & future state,
assesses options to achieve future state, recommends approach to reach future
state.
6 Strategy Analysis
6.1 Analyze Current State – why enterprise needs to change

Purpose Description Inputs Elements Guidelines and tools BA Techniques Stakeholders Outputs
Why an Exploring & Elicitation 1 Business Needs: From the top-down: strategic Business Analysis Approach: Benchmarking and Market Analysis:
opportunities for improvement.
Customer: issues with Current State
enterprise goal to be achieved From the bottom-up: how to analyze current state a current solution.
articulating the Results: to problem with the current process, function, Enterprise Limitation Frameworks: 5 Forces analysis, PEST, STEEP, Domain SME:
Description:
needs to business understand system. From middle mgmt: manager needs challenges within enterprise CATWOE. Business Capability Analysis: enterprise’s
change. identifies, prioritizes gaps. expertise in the
What would needswithout current state. additional info to make decisions, perform Organizational Strategy Business Model Canvas: value proposition, current state. scope,
additional functions. From external drivers: establishes direction, End User: issues with
be affected impossible to develop Needs: the demand, business competition. Expressed from provides a vision for future
factors in value delivering, resulting cost &
revenue. Context for change, problems
capabilities,
a current solution.
by the a coherent strategy. problem or the perspective of the enterprise. -Impacts of state. Solution Limitation andopport-->most impact. Business Cases: Impl SME: expertise in resources,
change Current state in the opportunity the problem, -expected benefits, -how quickly current state, challenges of business need & opportunity. Concept
Modelling: key terms and concepts, current state. performance,
the problem resolved, -source of the problem. 2 existing solutions Solution
context of the faced by an Organizational Structure and Culture: reporting Performance Goals: baseline relationsh bwen them. Data Mining: Operational Support: culture,
enterprise structure may aid or limit a change. Beliefs, fo future state goals, performance of the enterprise. Document ability to support dependencies,
business needjust Analysis: existing doc about the current existing solution, any
enough detail to values, & norms shared by organization improvement measuring state. Financial Analysis: profitability, known issues. infrastructure,
members. 3 Capabilities and Processes essential Solution Performance
validate the need of functions of the enterprise. Сapability-centric Measures actual
financial capability. Focus Groups: curent
state feedback from customers, end users.
Project Manager: external
change. How the viewfor innovative solutions that combine performance of existing Functional Decomposition: breaks down current state info as influences,
exist. capabilities. Process-centric viewto solutions Stakeholder complex systems or relationships input to planning. relationships
effect of the change Analysis Results Interviews: current state, any needs. Regulator: business
will be assessed.
improve performance of current activities.
understanding, analysis of Item Tracking: issues about the current policies, business bwen them.
4 Technology and Infrastructure: Information
Current state of an systemssupport people in executing the current state state. Lessons Learned: assessment of
failures, opport in past initiatives. Metrics
rules, procedures, Business
enterprise is rarely processes, making decisions, in interactions with and Key Performance Indicators (KPIs): new laws and Requirements:
suppliers/customers. 5 Policies define the scope performance of the current state. Mind regulations to comply. the problem,
static. of decision making & solution space, when, how Mapping: factors affecting the business Sponsor: context for
new resources can be acquired. 6 Business need. Observation: needs within the performance of exist opportunity, or
Architecture how elements of the current current state. Organizational Modelling: solutions. Supplier: constraint based
roles, responsib, reporting structures. external influencer of
state fit together and support one another Process Analysis: opportunities to improve. on
the current state.
meets assortment of business needs  Process Modelling: describes how work
Tester: issues with understanding of
recognize those needs and continue to be met 7 occurs currently. Risk Analysis and
Internal Assets enterprise assets used in the Management: risks to the current state. existing solutions. the current state.
current state (tangible or intangible) .8 External Root Cause Analysis: problems in the
Influencers Industry Structure distinct ways in current state-->to clarify a need.
Scope Modelling: boundaries on the
which value is created  impt influencer if current state. Survey or Questionnaire:
change involve new industry. Competitors: current state from a large group. SWOT
increase competition Customers: negotiating Analysis: evaluates strengths, weaknesses,
power, degree of price sensitivity Suppliers: opportunities,threats. Vendor Assessment:
variety and diversity of suppliers Political and vendors adequately meeting
Regulatory Environment: impact of laws and commitments. Workshops: collaboratively
regulations Technology: productivity describe current state, needs.
enhancement influence the need.
Macroeconomic Factors trade, unemployment,
inflation
6 Strategy Analysis
6.2 Define Future State

Purpose Description Inputs Elements Guidelines and tools BA Techniques Stakeholders Outputs
Set of Potential value that Business 1.Business Goals and Objectives Goals are Current State Acceptance and Evaluation Criteria: to
evaluated options, accept future state
Customer: to be ready Business Objectives:
necessary can be realized from a Requirements longer term, ongoing, qualitative Description: context to consume a new desired direction to
Balanced Scorecard: targets for measuring state. Domain SME: pursue to achieve the
conditions statements of a state or condition. within which the work
to meet the
solution, scope of the : the Converted into descriptive, granular, specific needs to be completed.
the future state.Benchmarking and Market
Analysis: to make decisions about business insight into current future state. Future
business solution space, future problems, objectives (SMART), linked to measures Metrics and Key objectives. Brainstorming: ideas for the state and potential State Description:
state value to be opportunities, assess if the objective has been achieved. 2 Performance Indicators future state. Business Capability Analysis: future states. End boundaries of
need. to prioritize capability gaps Business Cases: User: use a solution the proposed new,
assessed. Describes constraints Scope of Solution Space: range of solutions (KPIs): to determine desired outcomes of the change initiative.
whether the desired that implements the removed, modified
new, removed, that the (kind of options) that will be considered. Business Model Canvas: to plan enterprise
future state. components, value
Scope of the solution space is not state has been achieved. strategy: mapping out the needed
modified components. future state necessarily related to the size of the change. Organizational Strategy: infrastructure, target customer base, Implementation SME: expected. Potential
Visual models, text to will address. financial cost structure, revenue streams-- information regarding Value: value of
3 Constraints budgetary, time restrictions, path, method, or >to fulfill the value proposition. the feasibility. proposed future
show the scope technology, infrastructure, policies, approach organization Decision Analysis: to compare options, Operational Support: state.
boundaries. To make resources, skills, regulations. 4. will take. define the best choice. Decision Modelling: ability to support the
Organizational Structure and Culture: model decisions regarding future state
the best choices options. Financial Analysis: financial operation of future
among potential informal working relationships, reporting returns. Functional Decomposition: break state. Project
lines. 5 Capabilities and Processes new down complex systems for better Manager: reasonable
options. kinds of activities, changes in the way to understanding. Interviews: desired state, & manageable future
perform. 6 Technology and Infrastructure needs to address, business objectives to state. Regulator: laws,
meet. Lessons Learned: how to improve
technical constraints of existing technology. current state. Metrics and Key Performance regulations, rules are
7 Policies: to open up alternative solutions. Indicators (KPIs): used to determine when adhered to in the
8 Business Architecture: future state the organization has succeeded in desired future state.
elements must support one another. 9 achieving the business objectives. Mind Sponsor: which
Mapping: ideas for the future state. business needs to
Internal Assets assessment of existing & Organizational Modelling: roles,
needed resources. 10 Identify Assumptions responsibilities,reporting structures within
address, business
Test assumptions as early as possible, to the future state. Process Modelling: how objectives to achieve.
made appropr. decisions if assumpt. proves work would occur in the future state. Authorizes and
invalid. 11 Potential Value evaluate Prototyping: model future state options--> ensures funding.
potential value (net benefit of the solution)
potential value. Scope Modelling: Supplier: helps to
boundaries of the enterprise. Survey or define the future
to justify a change. Any unaddressed Questionnaire: desired future state, needs,
state Tester: ensuring
opportunities should be noted. business objectives. SWOT Analysis:
future state can be
Vendor Assessment: value provided by
vendor solution options. Workshops: to tested.
describe the future state.
6 Strategy Analysis
6.3 Assess Risks

Purpose Description Inputs Elements Guidelines and tools BA Techniques Stakeholders Outputs
Conseq. of Analyzing and managing 6.2 Business 1 Unknowns impact of unknown or Business Analysis Brainstorming: potential risks for Domain SME: input to Risk Analysis Results:
internal and risks: conseq., impact, Objectives: uncertain events, conditions occurring 2 Approach: how the BA assessment. Business Cases: risks the risk assessment risks understanding,
external likelihood of the risk, time desired Constraints, Assumptions, and analyzes risks. Business with alternative change strategies. Imp SME: provides mitigation strategies
forces on the when the risk might Dependencies should be managed as risks Policies: limits within Decision Analysis: used to assess input to the risk. prevent risks,
direction Operational Support: reduce the impact,
enterprise. occur. Accept risk: if themselves 3 Negative Impact to Value which decisions must be problems. Document Analysis:
needed to made. Change Strategy: potential risks, constraints, can identify likely risks reduce the likelihood
Impact, to effort required to modify achieve the likelihood and impactlevel of risk from
plan to transition from assumptions, dependencies. and their impact. of the risk occurring.
make a the risk, level of risk future state 4.3 aggregated set of risks quantified in Project Manager:
recommend outweighs the probable financial terms, amount of time, effort, current to future state-- Financial Analysis: effect of risks
Elicitation >desired business on the financial value. Interviews: helps to assess risk,
ation about loss. Positive risk‘way other. 4 Risk Tolerance Risk-aversion avoid a primarily responsible
a course of Results course of action with high risk, to invest outcomes. Change risk. what might be risks, factors of
for managing
of managing opport. (confirmed): Current State those risks. Lessons Learned: past
action. more (low potential value) to reduce the and mitigating risk to
‘Opportunities‘needs. what stakeh. risk. Neutrality: some risk acceptable, Description: context for issues that might be risks Mind the project.
Riskuncertain events perceive as course of action does not result in a loss the work. Current state Mapping: identify, categorize Regulator: risks
produce negative risks even if the risks occur Risk-seeking take on risks. Future State potential risks, relationships. associated with
outcomes Influences: more risk in return for a higher potential Description: future state Risk Analysis and Management: adherence to laws,
value. 5 Recommendation risks. Identified Risks: identify, manage risks. regulations,rules.
internal/ starting point for risk Root Cause Analysis: identify,
-change regardless of the risk Sponsor: needs to
external factors assessment. Come from address the problem creating a understand risks--
impact the -investing in reducing risk
-ways to increase the benefits of a change Risk Analysis Results, risk. Survey or Questionnaire: >authorizing, funding
realization of -to manage and optimize opportunities from elicitation activities, what might be risks, factors of change. Supplier: risk
future 6.2 - do not pursue the benefits of a change previous BA experience, risks. Workshops: what might be associated with using
Potential Plan of action before risk occur, revision of based on expert opinion. risks, factors of risks. a supplier. Tester:
Value: value to Stakeholder Engagement identifies risk from a
change strategy. validation, verification
be realized, a Approach: identify, assess
the potential impact of perspective.
benchmark internal
against which and external forces.
risks can be
assessed. 5.3
Requirements
(prioritized):
req will
influence the
risks to be
defined,
understood.
6 Strategy Analysis
6.4 Define Change Strategy

Purpose Description Inputs Elements Guidelines and tools BA Techniques Stakeholders Outputs
Alternative Nature of the change: 6.1Current State 1 Solution Scope: boundaries of the 3.1 Business Analysis Balanced Scorecard: metrics to Customer: involved in Change Strategy:
approaches context, atl change Description: solution: capabilities, technology, Approach: how the BA evaluate effectiveness of the change a change as testers or approach to follow to
to the strategies, justification for context, internal business rules, processes, workflows, defines a change strategy (CS). Benchmarking and focus group members, guide change.
& external Market Analysis: which CS is input regarding Solution Scope: the
change, change strategy, business logic. Include descriptions of strategy. 7.5 Design appropriate. Brainstorming: ideas for
select the investment & resources influences 6.2 out-of-scope solution components Options ways to satisfy enterprise readiness solution scope that
CS. Business Capability Analysis: to assessment. will be achieved
recommend required, how to realize Future State 2 Gap Analysis difference bwen current & the business needs 7.6 prioritize capability gaps. Business
Description: Domain SME : through execution of
ed approach value, key stakeholders, future state: processes, functions, Solution Cases: potential strategies that were expertise in the the change strategy.
transitions states. desired future application systems, technology Recommendations assessed but not recommended. change. End User:
state context 6.3 infrastructure, data & info. Gaps possible solutions  Business Model Canvas: changes
Presented  business needed in the infrastructure, customer input is considered in
case, Statement of Work Risk Analysis addressed in the transition and future types of changes to the the enterprise
Results risks and base, financial structure
(SOW), an enterprise’s states. 3 Enterprise Readiness Assessment organization. Decision Analysis: choose most readiness assessment.
strategic plan, other. For exposure of capacity to make changes, to use & appropriate CS. Estimation: timelines Impl SME: expertise in
transition state: which each risk 3.2 sustain solution, realize value out of it 4 for activities within the change some aspect of the
Stakeholder Change Strategy: plan of key activities strategy. Financial Analysis: potential change. Operational
parts of the solution are Support: ability to
completed, which are not Engagement current state to future. Selected value of CS againt target return
Approach: investmetns. Focus Groups: to solicit support the operation
stakeh considering: readiness to make the end users/ customer input on the CS. of a solution. Project
communication change, costs and investments needed, Functional Decomposition: to break Manager: responsible
& collaboration timelines, business objectives allignm, down the components of the solution for managing change
needs timelines for value realization. Pros and Interviews: to describe the solution and planning the
cons of various approaches, expected scope, get suggestions for a CS. detailed activities.
benefit and costs. 5 Transition States and Lessons Learned: what went wrong in Responsible for the
past changes Mind Mapping: ideas for project scope: the
Release Planning which req. to include in change strategies. Organizational
each release, phase: overall budget, work to be
Modelling: roles, responsibilities, perforemed by team.
deadlines, resource constraints, training reporting structures as part of solution Regulator: adherence
schedules, ability of the business to scope. Process Modelling: how work to laws, regulations,
absorb changes, restraints or policies  would occur during the change.
Scope Modelling: boundaries on the or rules. Input to the
minimal disruption to business activities, solution scope. SWOT Analysis: which enterprise readiness
all parties underst. Impact. CS is appropriate. Vendor Assessment: assessment. Sponsor:
whether any vendors are part of the authorizes funding for
CS. Workshops: to develop CS. solution delivery
Supplier: help impl.
the change. Tester:
change will function
within acceptable
parameters.
7 Requirements Analysis and Design Definition

The main difference bwen req. & designs is in how they are used and
by whom

Specify and Model Requirements: describes a set of req. or designs

using analytical techniques Core Concept Model
Verify Requirements: enough detail, internally consistent, high quality Change: transform elicitation results into req. & designs
Validate Requirements: delivers business value, supports goals & Need: analyze needs recommend a solution
objectives. Solution: define solution recommend with the most value
Stakeholder: understandable, usable by each stakeholder group
Define Requirements Architecture structures req & designssupport Value: analyze & quantify solution options potential value
business purpose Context: describe context in formats that are understandable & usable
Define Solution Options: describes diff. ways of meeting the need
Analyze Potential Value and Recommend Solution: compares different
options solution that delivers greatest value.
6 Requirements
7 Strategy Analysis
Analysis and Design Definition
7.1 Specify and Model Requirements
Purpose Description Inputs Elements Guidelines and tools BA Techniques Stakeholders Outputs
To analyze, Analyzing elicit. results, 4.2, 4.3 1. Model Requirements Modelling Notations/ Acceptance and Evaluation Criteria: Any stakeholder: Requirements
synthesize, creating represent. of Elicitation modeldescriptive & visual way to Standards: Standard acceptance, evaluation attributes of communic. the req to (specified and
refine those results. Focus on Results (any templates and syntax req. Business Capability Analysis: stakeh for their modelled): req
convey information to a specific audience enterprise features/ functions
elicitation understanding the state): modelling right info is provided review and approval. and/or designs in the
Matrices: structure can be broken down Business Model Canvas: rationale for form of text,
results into need req. Focus on the can begin with into elements applicable to every entry in Modelling Tools drawing &
storing matrices & diagrams req. Business Rules Analysis: to matrices, diagrams.
req. & solutiondesigns. any elicitation the table (data dict., req. traceability, gap analyze business rules. Concept
result 7.4 Requirements
designs Capturing info about analysis, prioritizing) Diagrams: to depict Architecture req & Modelling: to define terms and
complexity that difficult to do with words, relationships. Data Dictionary: data
attributes or metadata interrelationsh. models details involved in the change:
about req. show components of objects(data, their complete, consistent. definitions, relationsh. with other
relationsh). Model categories: People and Requirements Life Cycle data, origin, format, usage. Data Flow
Roles roles, their relation to solution Management Tools Diagrams: data flow req. Data
Organizational Modelling, Roles and Permissions organizing, storing, sharing Modelling: to show how data will be
Matrix and Stakeholder List, Map, or Personas. req & designs 6.4 Solution used Decision Modelling: to represent
Rationale why’ change. Decision Modelling, Scope boundaries of the decisions in a model with elements.
Scope Modelling, Business Model Canvas, Root solutionboundaries for Functional Decomposition: to identify
Cause Analysis, Business Rules Analysis. Activity req. & design. constituent parts of business function.
Flow sequence of actions, events Process Glossary: meaning of business.
Modelling, Use Cases and Scenarios, User Interface Analysis: to identify, validate
inputs and outputs. Non-Functional
Stories. Capability: features or functions Requirements Analysis: to analyze
Business Capability Analysis, Functional quality attributes. Organizational
Decomposition, Prototyping Data and Modelling: to model roles,
Information characteristics, exchange of responsibilities, communica.
information Data Dictionary, Data Flow Process Modelling: performed
Diagrams, Data Modelling, Glossary, State activities to meet the desired change.
Modelling, Interface Analysis. Prototyping: visualizing capabilities of
2. Analyze Requirements info is a planned solution. Roles and
decomposed into components: change, Permissions Matrix: duties among
users and external interfaces.
stay, missing, unnecessary, constraints. Root Cause Analysis: problem root
3. Represent Requirements and Attributes causes. Scope Modelling: scope
attributes are selected during task 3.4. boundary. Sequence Diagrams: how
Categorize req., different types of req. processes operate, interact with one
specified at the same time, tracebility another, in what order. Stakeholder
bwen types. List, Map, or Personas: stakeholders,
4. Implement the Appropriate Levels of their their characteristics. State
Modelling: specify states. Use Cases
Abstraction maintain req. meaning & and Scenarios: user interactions with
intent over all representations. the solution. User Stories: what
people need when using the solution.
6 Requirements
7 Strategy Analysis
Analysis and Design Definition
7.2 Verify Requirements
Purpose Description Inputs Elements Guidelines and tools BA Techniques Stakeholders Outputs
Req. & Defined correctly, 7.1, Req. 1 Characteristics of Requirements and Requirements Life Cycle Acceptance and Evaluation All stakeholders BA, in Requirements
Designsme provides the info needed (specified and Designs Quality: ! quality is ultimately Management Tools to Criteria: to devise a set of tests-->req. conjunction with the (verified): set of req/
et quality for further work. Fitness modelled)  determined by the needs of the stakeh. check atomic, have been met. Item Tracking: track domain & Impl. SME designs of sufficient
Atomic: understood independent. of unambiguous, prioritized verification issues. Metrics and Key responsible for the task quality  basis for
standards, for use. Quality  text is to be completed.
other req./designs Complete: enough to Performance Indicators (KPIs): how further work.
usable for determined by stakh. structured,
matrices& guide further work perspective or to evaluate the quality of the req.
the purpose. Reviews: to identify req. with not
modelling methodology, point in lifecycle.
Consistent: no extraneous content. acceptable quality.
notationused
correctly. Feasible: possible within the agreed-upon
risk/schedule/budget Unambiguous: clear
whether a solution does or does not meet
the need. Testable: verify req or design
fulfilled. Prioritized: importance against
other req. Understandable: common
terminology. 2 Verification Activities : -
compliance with BA standards, right tools,
methods; -correct use of modelling
notation; - completeness within each
model; -compare models against other
elements referenced correctly; consistent
terminology; appropriate examples. 3
Checklists set of quality elements to verify-
>include important item, follow required
steps.
6 Requirements
7 Strategy Analysis
Analysis and Design Definition
7.3 Validate Requirements
Purpose Description Inputs Elements Guidelines and tools BA Techniques Stakeholders Outputs
Req. & Stakeh., solution, 7.1Requirements 1 Identify Assumptions about customer or Business Objectives: the Acceptance and Evaluation All stakeholders: BA, in Requirements
designs align transition req. align to (specified and stakh response  associated risks can be req.--> desired business Criteria: quality metrics to get conjunction with the (validated): deliver
to the the business req. modelled): any managed. 2 Define Measurable Evaluation benefits. Future State acceptance by a stakh. customer, end users, benefit to stakh,
business req., types of req. & Description: req.--> help Document Analysis: to find sponsors align with the
support value Design satisfy the req. Criteria expected benefits  as part of the achieve the desired future documented business needs to responsible whether business goals and
How future state look Designs future state. How successful the change
delivery. state. Potential Value: validate req. Financial Analysis: or not req. are objectives. If req. or
like. after the solution is implemented. Metrics benchmark to assess the financial benefits associated with req. validated. design cannot
based on current state. Develop target value delivered by req. Item Tracking: validation issues be validated  -
metrics to evaluate success. 3 Evaluate Solution Scope: req. are managed & resolved. Metrics and does not benefit, -
Alignment with Solution Scope When req. within the scope of the Key Performance Indicators (KPIs): does not fall within
do not align -future state must be re- desired solution. performance measures for a solution, the
evaluated & the solution scope changed, solution component, req. Reviews: to solution scope, -both.
-req. removed from the solution scope. confirm the stakeholder needs are
Design cannot be validated to support a met. Risk Analysis and
req-missing or misunderstood req. Management: scenarios that alter
the benefit delivered by a req.
-design must change.
6 Requirements
7 Strategy Analysis
Analysis and Design Definition
7.4 Define Requirements Architecture

Purpose Description Inputs Elements Guidelines and tools BA Techniques Stakeholders Outputs
Req. Structure of all of the req. 3.4Information 1 Requirements Viewpoints and Views view Architecture Data Modelling: req. structure as it Domain, Impl SME, Requirements
collectively Req. form a single whole Management point set of conventions how req. will be Management Software: relates to data. Functional PM, Sponsor, Tester: Architecture: req &
support one Approach: how represented. templates for addressing the to manage the volume, Decomposition: to break down assist in defining, the interrelationships
supports business confirming the among them, any
another to objectives, useful BA info will be concerns of stakh. group: -model types complexity, versions of product scope, other elements into
achieve the stored & used, -attributes included & used in models, the relationsh. component parts. Interviews: to req, arch. contextual info.
outcome. -which models define the req. structure. Any stakeholders: use
objectives. are appropr. for the accessed -model notations; -analytical approaches to Legal/Regulatory
Requirements Information rules/ Organizational Modelling: underst. req. arch to assess the
domain, scope, audience. maintain relationsh. among models. Too completness of req.
(any state): req. regulations, contractual units, stakeholders relationships to
– req. relevant structure. much info. into one viewpointdegrade its define viewpoints. Scope Modelling:
should be stated purpose.Examples: Business proc.model; constraints to follow.
– how req. & models once, and only Methodologies and to identify the elements & req.
interact with & related to Data models &info; User interactions:Use architecture. boundaries. Workshops:
once, included in cases; Audit & security; Business modesl. Frameworks models, to
each other. – Req. work req. arch.  represent different to define the req. structure.
together for overall Req. / designs from chosen viewpoint 
entire set may view. Collection of views makes up the viewpoints.
objectives. –trade offs evaluated for
about req. NOT to req. arch.  basis for assessing the
completeness completeness & req. coherence. Viewpoints
demonstrate 6.4 Solution
traceability how Scope : req.  what info to provide to stakh group.
elements work in arch. aligned Viewactual req. & designs that produced.
harmony, structure in with the 2 Template Architectures collection of
various ways to align solution standard viewpoints 3 Completeness set is
stakeh. Traceability  boundaries. cohesive and tells a full story. should take
into account any dependencies bwen req. 4
mechanism to manage Relate and Verify Requirements
relationships., does not Relationships to ensure relationsh
prove the solution is a satisfy criteria: Defined: type of
cohesive whole that will relationsh.described. Necessary: relash
work. necessary to underst. req. hollisticaly .
Correct: elements do have described
relationsh. Unambiguous: no conflicting
links. Consistent: described in the same way
as stated in viewpoint. 5 Business Analysis
Information Architecture defined as part of
the task 3.4 .how all of the BA info for a
change relates before setting req. life
cycle mgnt tools, architecture management
software, or document repositories.
6 Requirements
7 Strategy Analysis
Analysis and Design Definition
7.5 Define Design Options
Purpose Description Inputs Elements Guidelines and tools BA Techniques Stakeholders Outputs
-To define the Design option way to 6.4 Change 1 Define Solution Approaches: whether Existing Solutions: Benchmarking and Market Analysis: Domain SME: feedback Design Options: ways
solution satisfy a set of req. Exist Strategy solution components will be created or existing products or existing solutions and market trends. when evaluating to satisfy needs in a
approach, approach to purchased. Create: developed by services, third party  as Brainstorming: improvement solution alternatives, context: solution
at a lower level than the opportun. & design options. Impl SME: input about approach,
- change strategy, & are transition to experts based on set of req. including component of design
opportunities modifying of existing solution. Purchase: Document Analysis: information to the constraints improvement
tactical rather than the future opt. 6.2 Future State describe design options/elements. of a solution, its costs, opportunities ,
to improve Strategic. Tradeoffs are statewhat is solution selected from offerings that Description: desired Interviews: improvement opportun. & Operation support: components that
the business, made among design possible or fulfill the req. Combination of both: state to ensure design design options. Lessons Learned: to evaluate the difficulty define the
-allocate req. feasible. 7.3, 5.3 creation & purchase of components 2 options are viable. 5.1 identify imprvnt opport. Mind & costs of integrating option.
across alternatives. Assess the Identify Improvement Opportunities
effect these tradeoffs Requirements Requirements (traced): Mapping: explore possible design proposed solutions
solution (validated, Increase Efficiencies automate or simplify define the design options options. Root Cause Analysis: PM: plans, manages
components, will have on the delivery the work, changing responsibilities, or problems causes to propose solutions the solution definition
prioritized): only that best fulfill known
-represent of value. outsourcing. Improve Access to Req. 6.4 Solution Scope: to address them. Survey or process, solution scope
validated req are Questionnaire: improvement & risks. Supplier: info
design considered in Information: greater amounts of info  boundaries when
options. opportun. & design options. about functionality of
design options . reducing the need for specialists Identify selecting design opt. Vendor Assessment: to couple the design option.
Priorities aids in Additional Capabilities: capabilities with assessment of a 3rd party solution
the suggestion of potential to provide future value. 3 with an assessment of the vendor-->
reasonable Requirements Allocation assigning req. to solution is viable Workshops:
design options solution components and releases, organiz. improvement opportun. & design
7.4 units, job functions, solution components, options.
Requirements releases. Value of a solution vary how
Architecture for req. are implemented, when the solution
defining design available. Begins when solution approach
options that determined. Continues through design &
address holistic impl. 4 Describe Design Options
set of req. performance measures are defined for each
design option. Design option consists of
design components each described by a
design element which describe: business
rules/polices; business processes to
perform; who operate/maintain the
solution; business decisions to be made;
software app and app components used;
organizational structures, customers,
suppliers.
6 Requirements
7 Strategy Analysis
Analysis and Design Definition
7.6 Analyze Potential Value and Recommend Solution
Purpose Description Inputs Elements Guidelines and tools BA Techniques Stakeholders Outputs
Estimate How to estimate, 6.2 Potential 1 Expected Benefits positive value, 6.2 Business Objectives: Acceptance and Evaluation Customer: involved in Solution
potential model the potential value Value benefits, reduced risk, compliance with to calculate the expected Criteria: req. in form of accept. analyzing the benefit Recommendation:
value for of req. set, designs, benchmark to regulations, improved user experience. benefit. criteris -->whether a solution meets of req., costs of the most appropriate
design design options. Value evaluate design How much of business objective the set 6.1 Current State business needs. Backlog design. Domain SME: solution based on an
option. described in value. 7.5 Design of req. contribute to if fulfilled. 2 Expected Description: provides the Management: to sequence the assist in analyzing evaluation of all
Which one is terms of finance, Options: Costs include any potential negative value: context,to quantify the potential value. Brainstorming: to potential value & design options.
most compared & value of solution. identify potential benefits of the req. benefits. End User:
reputation, impact. timeline, effort, operating costs, Business Cases: to assess provides an insight
appropriate evaluated to purchase/implementation costs, mainten. 6.2 Future State
Description: to ensure recommendations against business into the potential
recommend one costs, physical/infor/human resources. goals/objectives. Business Model value of the change.
option. Opportunity cost of design option==the the design options are
appropriate. Canvas: to understand Impl. SME: to identify
value of the best alternative not selected. 6.3 Risk Analysis Results: strategy/initiatives. potential costs &
3 Determine Value positive  benefits risk associated with the Decision Analysis: to assess and rank risks. Project
exceed the costs; negative costs exceed design options/initiative. of design options. Estimation: to Manager: manages
the benefits. Considering the 6.4 Solution Scope: so forecast the costs/efforts-->step the selection process
towards estimating req. value. are aware of potential
tangible/intangible costs alongside the that evaluation can be Financial Analysis: to choose the impacts. Regulator:
tangible/intangible benefits to compare made that is within the best possible return on investment. involved in risk
for decision makers. 4 Assess Design scope. Focus Groups: which option best evaluation. Sponsor:
Options and Recommend Solution meet the req, to evaluate value approves the
Available Resources: business case can be expectations. Interviews: which expenditure of
developed to justify additional option best meet the req, to evaluate resources, approve
Investment. Constraints on the Solution: value expectations. Metrics and Key the final
e.g req. be handled manually or Performance Indicators (KPIs): to recommendation.
automatically, be prioritized above others create/evaluate the measurements
Dependencies between Requirements: used in defining value. Risk Analysis
e.g delivered to support other high-value and Management: to identify and
req. manage the risks. Survey or
Questionnaire: which option best
meet the req, to evaluate value
expectations. SWOT Analysis: to
identify strength/weakness that
impacts solution value. Workshops:
which option best meet the req, to
evaluate value expectations.
8 Solution Evaluation

Assess the performance of and value delivered by a solution

Tasks can be performed on solution components in varying

stages of dev:
Prototypes or Proofs of Concept: working but limited versions of
solution  demonstrate value
Pilot or Beta releases: limited implementations or versions how
Core Concept Model
well value delivered. Change: recommend a change to solution/enterprise
Operational releases: full versions of a partial or completed solution Need: how a solution is fulfilling the need
 to achieve business objectives Solution: assess performance, why value may not be realized
Stakeholder: elicit information about solution performance/value
-Analyze the actual value, Value: whether value delivered, why value may not be being realized
-identifies limitations Context: consider the context & limitations that may prohibit value
-recommend. to increase the value
Focuses on  a component of an enterprise.
Measure Solution Performance: most appropriate way to
assess solution performance
Analyze Performance Measures: to understand the value it delivers,
whether it is meeting business needs
Assess Solution Limitations: issues within the scope of a
Solution
Assess Enterprise Limitations: issues outside the scope of a
Solution
Recommend Actions to Increase Solution Value: defines
actions to increase the value
8 Solution Evaluation
8.1 Measure Solution Performance
Purpose Description Inputs Elements Guidelines and tools BA Techniques Stakeholders Outputs
To define To determine & collect 6.2 Business 1 Define Solution Performance Measures: 6.4 Change Strategy: to Acceptance and Evaluation Domain SME: identify Solution
performance the measures that reflect Objectives: determine if current measures exists, implement the potential Criteria: acceptable solution risks; insights into Performance
measures, the solution performance. results that relevant; elicit additional performance value. 6.2 Future State performance.Benchmarking and data for analyzing Measures: info on
evaluate wanted to be measures. Sources of measures: Business Description: boundaries Market Analysis: to define measures, solution performance. how well solution is
effectiveness achieved – used goals/processes, objectives. Quantitative of components, expected their levels. Business Cases: used Project Manager: performing
of a solution. as a benchmark. Measures: numerical, countable, or finite value. 7.3 Requirements bsiness objectives; performance responsible for overall
Implemented Qualitative Measures: subjective: attitudes, (validated): appraised to measures. Data Mining: to collect, risk management;
Solution perceptions. 2 Validate Performance determine req. value. analyze solution performance data. participate in risk
(external): Measures assessment of solution 6.4 Solution Scope: Decision Analysis: suitable ways to analysis. Sponsor:
performance is useful. Which measures to solution boundaries to measure solution performance. Focus identify risks, insights
solution that about potential value
exists in some use reside with the sponsor/stakh with measure and evaluate. Groups: assessments of a solution’s
performance. Metrics and Key of a solution.
form. decision make authority. 3 Collect Decisions about the
Performance Measures consider Volume or Performance Indicators (KPIs): to
measure solution performance. significance of
Sample Size: too smallskew the results; Non-Functional Requirements expected versus
larger not be practical to obtain. Analysis: expected characteristics of a actual solution
Frequency and Timing  have an effect on solution. Observation: feedback on performance.
the outcome Currency:  more recently  performance; reconcile results.
more representative. Prototyping: to simulate a solution to
determine performance measures.
Survey or Questionnaire: opinions
about solution performance.
Use Cases and Scenarios: expected
solution outcomes. Vendor
Assessment: which of the vendor’s
performance measures to include.
8 Solution Evaluation
8.2 Analyze Performance Measures
Purpose Description Inputs Elements Guidelines and tools BA Techniques Stakeholders Outputs
insights into To trigger a decision 6.2 Potential 1 Solution Performance versus Desired 6.4 Change Strategy: to Acceptance and Evaluation Domain SME: identify Solution
the solution about the solution value. Value Value examine previously collected implement the potential Criteria: to define acceptable solution risks; insights for Performance
performance Consider targes: goals, benchmark to measures. Can be high perform but low value. 6.2 Future State performance. Benchmarking and analyzing solution Analysis analysis of
in relation to objectives,KPIs, risk level, evaluate solution value. If measures not sufficient to Description: boundaries Market Analysis: results of other performance. measurements
value it the risk tolerance. Performance. 8.1 determine solution value  get more of the proposed organizations employing similar Project Manager: collected;recommen
brings. Solution components; potential solutions. Data Mining: collect data responsible for overall dations to solve
measures; treat as solution risk. 2 Risks risk management.
Performance value of future state. regarding performance,understand performance gaps
Performance measures may uncover new patterns. Interviews: to determine Sponsor: can identify
Measures info risks to solution. 3 Trends pronounced, 6.3 Risk Analysis Results:
how well approach to modifying expected value of a solution. risks,insights into
repeated trends (noticeable increase in Metrics and Key Performance potential value of
solution errors, a change in process speed) are the individual risks.
performing 6. 4Solution Scope: the Indicators (KPIs): to analyze solution a solution. decisions
noted. 4 Accuracy results of performance performance. Observation: to about the significance
measures should be reproducible & solution boundaries to
measure and evaluate. observe a solution in action. of expected versus
repeatable. 5 Performance Variances Risk Analysis and Management: to actual performance.
difference bwen expected & actual identify, analyze, develop plans to
performance considered. How to improve modify the risks. Root Cause
performance & reduce variances  task 8.5 Analysis: underlying cause of
performance variance. Survey or
Questionnaire: to determine
expected value of a solution.
8 Solution Evaluation
8.3 Assess Solution Limitations
Purpose Description Inputs Elements Guidelines and tools BA Techniques Stakeholders Outputs
Root causes for Implemented 1 Identify Internal Solution Component 6.4 Change Strategy: to Acceptance and Evaluation Customer: consulted Solution Limitation:
Determine ineffective solutions & Solution implement the potential Criteria: level at which acceptance to provide reviews & description of the
Dependencies internal dependencies 
factors components. Linked to (external): must limit pefrom. to least effective component. value 6.3 Risks Analysis criteria are met. Benchmarking and feedback. Domain current limitations
internal to the task 8.4. performed at be in use in Assessment of solution or its components Results level of risk, Market Analysis how other SME: identifies of the solution
the solution any point during the some form to  tasks 8.1, 8.2. Determine how approach to modify it. organizations addressing solution potential limitations including constraints
that restrict solution life cycle (on be evaluated. 6.4 Solution Scope chllenges. Business Rules Analysis: to value realization. ,defects.
the dependencies limit solution performance 2
sol.component; complete 8.2 Solution Investigate Solution Problems when boundaries to measure changes required to achieve the End User: consulted
realization of Performance and evaluate potential value of the change. to provide reviews &
value. or existing sol.) solution perform ineffective outputs Data Mining: identify factors feedback (workload,
Analysis analysis identify the source of a problem. When fail constraining solution performance job satisfaction).
of realize benefit projected during tasks 6.4 , Decision Analysis: illustrate the Regulator: may
measurements 8.5 .3 Impact Assessment review problems current business decisions and the constrain the
collected; recom. to assess the effect: severity of the problem, changes required. Interviews: to help solution, the degree
to solve the gaps re-occurrence, impact to business perform problem analysis. Item to which actual value
operations. What to resolve, to mitigate, to Tracking: to manage stakeholder is realized. Sponsor:
accept. assess risks to the solution issues. Lessons Learned: what can be responsible for
& potential limitations. learned from the inception, definition, approving the value
solution construction. of the solution,
Risk Analysis and Management: to approving a change to
manage risks. Root Cause Analysis: potential value.
factors and their underlying causes to Tester: responsible
deliver potential value. Survey or for identifying
Questionnaire: used to help perform solution problems
problem analysis. during construction &
implementation.
8 Solution Evaluation
8.4 Assess Enterprise Limitations

Purpose Description Inputs Elements Guidelines and tools BA Techniques Stakeholders Outputs

How factors Enterprise 6.1 Current State .1 Enterprise Culture Assessment to: 6.2 Business Objectives Benchmarking and Market Customer: people Enterprise Limitation
external Limitations: culture, Description: the -whether stakeh. understand why a when measuring Analysis: identify existing solutions. directly purchasing or current limitations of
to the operations, technical current internal solution exists – stakeh. view the solution solution performance Brainstorming: to identify consuming the the enterprise; how
solution are components, environment of as something beneficial - what cultural 6.4 Change Strategy: to organizational gaps, stakeh concerns. solution. Domain the solution
restricting stakeholder interests, or the solution. changes are required. Extent to which the impl the potential value Data Mining: identify factors SME: identifies performance is
value Implemented (or culture can accept a solution. Evaluate int 6.2 Future State constraining performance. potential limitations. impacting the
reporting structures. enterprise.
Constructed) and external stakeh to: - gauge Descriptions boundaries Decision Analysis: to make an End User: people
Assesment: at any point optimal decision about functional, who use a solution.
during the solution life Solution understanding ; solution acceptance - of the proposed/ new/ technical, procedural gaps.
(external) Regulator: ensure
cycle. assess perception of value and benefit - modified components Document Analysis: the culture, adherence to laws,
solution in some what communication activities are 6.3 Risk Analysis Results operations, structure of the regulations, or rules.
form in order to needed. .2 Stakeholder Impact Analysis level of risk approach to organization. Interviews: to identify Sponsor: authorizes
be evaluated 8.2 how the solution affects a modifying the risks 6.4 organizational gaps, concerns. and ensures funding
Solution particular stakeh. group. Consider: Solution Scope: Item Tracking: issues identified by for a solution delivery
Performance Functions: processes (inputs;outputs; boundaries to measure & assessment are resolved.
Analysis results how) in which the stakeh. uses the evaluate. Lessons Learned: previous
of the analysis solution Locations: geo locations of the initiatives. Observation: to identify
of meash. stakeh. Concerns: issues, risks, and overall impacts. Organizational Modelling:
collected; changes to the organizational
concerns 3 Organizational Structure structure to be addressed.
recommendatio Changes use of a solution
ns to solve Process Analysis: possible
enabled/blocked by formal/informal opportunities to improve
performance relationsh.; reporting structure may be performance. Process Modelling:
gaps too complex/simple; Assessing if the illustrate current business processes
organizational hierarchy supports soluton. and/or changes Risk Analysis and
4 Operational Assessment if enterprise is Management: used to consider risk
able to adapt to or effectively use a in the areas: technology , finance ,
solution; consider : policies; procedures, - business. Roles and Permissions
capabilities – skills - risk tolerance – tools Matrix: roles & associated
and tech. permissions. Root Cause Analysis: if
the underlying cause related to
enterprise limitations. Survey or
Questionnaire: to identify
organizational gaps. SWOT Analysis:
how a change help the organization
maximize strengths Workshops:
organizational gaps or stakeholder
concerns.
8 Solution Evaluation
8.5 Recommend Actions to Increase Solution Value
Purpose Description Inputs Elements Guidelines and tools BA Techniques Stakeholders Outputs
To Identifying 8.4 Enterprise .1 Adjust Solution Performance Measures to 6.2 Business Objectives Data Mining: to generate predictive Customer: may Recommended
understand alternatives & actions to Limitation identify & define more appropriate considered in evaluating, estimates of performance. interact with the Actions: recommend.
the factors improve solution current measures .2 Recommendations Do Nothing measuring, determining Decision Analysis: to determine the organization in the of what should be
that create performance. How a limitations of the value of a change is low relative to the solution performance. 6.1 impact of acting on any potential use of the solution. done to improve
differences solution should be enterprise 8.3 effort required; impossible to make a Current State value. Financial Analysis: to assess Domain SME: input the value.
bwn potential replaced, retired, Solution change with the resources Description the context the potential costs/benefits. how to change the
value & Limitation available/timeframe. Organizational within which the work Focus Groups: if solution measures solution/organization
or enhanced. needs to be completed 6.4 need to be adjusted/opportunities to to increase value.
actual value limitations of the Change recommendations for changes to
solution the org structure or personnel: -automating Solution Scope solution improve performance. End User: could be
or simplifying the work people perform boundaries to measure. Organizational Modelling: to customers or people
demonstrate potential change of who work within the
simple tasks prime candidate ; -improving organization's structure. organization.
access to information. Reduce Complexity Prioritization: relative value of Regulator: ensure
of Interfaces: can improve understanding different actions to improve adherence to laws,
Eliminate Redundancy: stakeh groups have performance. Process Analysis: to regulations, rules.
needs that can be met with a single identify opportunities within related Sponsor: authorizes
solution. Avoid Waste: remove activities processes. Risk Analysis and & ensures funding of
that do not add value. Identify Additional Management: to evaluate different recommended
Capabilities: have the potential to provide outcomes. Survey or Questionnaire: actions.
future value Retire the Solution to gather feedback if value met,
replacement of a solution: -ongoing cost metrics valid, what actions might be
versus initial investment : alternatives have taken to improve the solution.
a higher investment cost upfront but lower
maintenance - opportunity cost pursuing
alternative courses of action necessity:
impractical to maintain the existing
component. sunk cost : effort already
committed to an Initiative; reluctant to
"waste" the effort or money already
invested. Decisions should be based on
the future investment required & the
future benefits.
9 Underlying Competencies
Description of the characteristics, knowledge, qualities  support the practice of BA
Range of fundamental skills required
Analytical Thinking and Problem Solving / Behavioural Characteristics / Business Knowledge / Communication Skills / Interaction Skills / Tools and Technology

9.1 Analytical Thinking and Problem Solving

To analyze problems & opportunities effectively, rapidly assimilating various types of information, identify which are relevant.
They facilitate understanding of situations, the value of proposed changes.
Identify the best ways to present information  assists BA when planning their BA approach, enables them to communicate BA information.
9.1.1 Creative Thinking
Purpose Definition Effectiveness Measures
Effective in generating new ideas, Generating new ideas; concepts, finding new or different associations. May -generating, considering new ideas -exploring new concepts/changes to existing - generating
approaches, alternatives to problem involve combining, changing, reapplying existing concepts or ideas. creativity for self - applying new ideas to resolve problems
solving. Proposing alternatives, asking questions, challenging assumptions.

9.1.2 Decision Making

Purpose Definition Effectiveness Measures
Effective in understanding the criteria Gathering the info that is relevant to the decision, analyzing, making -appropriate stak. are represented - stake understand the decision-making process, rationale. - pros
involved in making a decision, comparisons, trade-offs, identifying the most desirable option. Document and cons clearly communicated -decision reduces uncertainty -decision made addresses the need
assisting others to make decisions decisions reference if similar decision is required in the future -stak. understand all the conditions, environment, measures -a decision is made

9.1.3 Learning
Purpose Definition Effectiveness Measures
Quickly absorb new & different types Process of gaining knowledge or skills. To determine which analysis -a process for all stakeholders – understanding of presented concepts - ability to apply concepts to
of info activities need to be performed in a given situation. Techniques: Visual: new areas - rapidly absorbing new concepts - effectively presenting new concepts.
diagrams, models, and videos; Auditory: verbal & written text. Kinesthetic:
learning by doing.

9.1.4 Problem Solving

Purpose Definition Effectiveness Measures
To ensure that the real root cause of a Problem clearly understood by all stakeh. Assumptions are identified, validated. -Confidence in the problem solving process - solutions solve the root cause - solution options can be
problem understood. Solution options Determine which possible solution is best. evaluated effectively - avoids making decisions based on unvalidated assumptions
address that root cause.
9 Underlying Competencies

9.1 Analytical Thinking and Problem Solving

9.1.5 Systems Thinking
Purpose Definition Effectiveness Measures
Understanding how the people, Properties, characteristics that emerge from the interaction of -communicating how a change to a component affects the system - how a change to a system affects
processes, technology interact. the components of that system. Factors are not predictable from an the environment - how systems adapt to internal/ external changes.
understanding of the components alone.

9.1.6 Conceptual Thinking

Purpose Definition Effectiveness Measures
To understand how info fits into a Understanding the linkage between contexts, solutions, needs, changes. -connecting disparate info - understanding of the concept being communicated - formulating
larger picture, what details are Connecting info and patterns, generate options that are not related. linking abstract concepts - drawing on past experiences to understand the situation
Important. factors not easily defined, to connect disparate info  generates options,
alternatives for a solution.

9.1.7 Visual Thinking

Purpose Definition Effectiveness Measures
To communicate complex concepts To create graphical representations of the concepts - to allow stakeh. to -complex info is communicated in a visual model - allow for comparisons, pattern finding, idea
into understandable visual understand the concepts, to learn more quickly, process the info. mapping - productivity increases due to increased learning - stakeholders are engaged at a deeper
representations level than with text. - stakeh. understand critical info
9 Underlying Competencies
9.2 Behavioural Characteristics
Focus on the skills & behaviours that allow a BA to gain the trust.

9.2.1 Ethics
Purpose Definition Effectiveness Measures
To earn the respect of the stakeh. To Focus on fairness, consideration, moral behavior. To identify when ethical -identification, resolution of ethical dilemmas - feedback from stakeh. that decisions/actions are
recognize when solution/ req. may dilemmas occur, recommend resolutions to these dilemmas transparent - include the interests of all stakeh - reasoning for decisions articulated - disclosure of
present ethical difficulties. conflicts of interest - honesty regarding one's abilities; accepting responsibility for failures

9.2.2 Personal Accountability

Purpose Definition Effectiveness Measures
Tasks are completed on time & to the Planning business analysis work. Value delivered is aligned with business -effort is planned, articulated to others -work is completed as planned -status of work is known -
expectations of colleagues , stakeh. needs. Responsibility for identifying/escalating risks & issues stakeh. feel that work is organized -risks identified, appropriately acted on, -traceable req. are
delivered on time

9.2.3 Trustworthiness
Purpose Definition Effectiveness Measures
Helps to elicit BA info around sensitive Perception that one is worthy of trust. May offset the natural fear of -stakeh involve the BA in discussions -stakeh bring issues to the BA - stakeh. are willing to discuss
issues, stakeholders recommend. will change: difficult topics with BA -do not blame the BA when problems occur -respect the BA ideas -respond
be evaluated properly -completing tasks on time within budget - presenting a consistent attitude to the BA referrals with positive feedback
of confidence - acting in an straightforward manner, addressing conflict
immediately -maintaining a consistent schedule over a long period
availability predictable

9.2.4 Organization and Time Management

Purpose Definition Effectiveness Measures
Perform tasks effectively, use time Prioritize tasks, perform efficiently, manage time. Info to be organized, -produce deliverables in a timely manner - focuses on the correct tasks at the right time - schedule
efficiently stored in an efficient manner. Differentiate important info. Short- long-term of work is managed and communicated - time in meetings is well spent - complete preparation for
goals, action plans, prioritizing tasks, time limits on non-critical tasks, more meetings - BA info is captured, organized - adherence to the project schedule -provides info. in a
time on high risk/priority tasks. logical manner -up-to-date info on the status
9 Underlying Competencies
9.2.5 Adaptability
Purpose Definition Effectiveness Measures
adjust behavioural style, method of Ability to change techniques, style, methods, approach. adapting to -act differently from others - adapting to changing conditions - considering other points of view
approach situations and context. To determine which techniques will work,  which will - learn new methods, procedures to accomplish goals - changing behaviour - acquiring new skills
not,  then adapt accordingly. - acceptance of having changes made - what could be done differently
next time

9.3 Business Knowledge to perform effectively within their business, industry, organization, solution. better understand the overarching  concepts
9.3.1  Business Acumen
Purpose Definition Effectiveness Measures
Best practices underst. to ensure they Apply the knowledge based on commonalities within differing situations -recognize potential limitations & opportunities - changes to a situation may require a change in the
are considered. direction -risks involved -recognize an opportunity to decrease expenses - options available to
address emerging changes

9.3.2 Industry Knowledge
Purpose Definition Effectiveness Measures
Understanding of  Understanding: current trends , market drivers , key processes, services, -aware of activities within the enterprise, industry - major competitors and partners - largest
current industry, practices products, suppliers, regulations. How a company is positioned customer segments - common products -  sources of information about the industry -  industry
within an industry. specific terms, standards, processes, regulatory eviernment. 

9.3.3 Organization Knowledge
Purpose Definition Effectiveness Measures
Understanding of the management How the enterprise generates profits, formal/ informal communication ability to act according to authority channels- terminology or jargon - products or services offered by
structure and business architecture channels, internal politics the organization -ability to identify SMEs

9.3.4 Solution Knowledge
Purpose Definition Effectiveness Measures
To efficiently identify the most To expedite the discovery of potential changes through elicitation or in- -reduced time or cost - shortened time on requirements analysis - understanding when a larger
effective means of implementing a depth analysis change is, or is not, justified - how additional capabilities can be deployed to provide value
change
9 Underlying Competencies
9.3.5  Methodology Knowledge
Purpose Definition Effectiveness Measures
Understanding the methodologies Determine the timing, the approach, the role of those involved, the -ability to adapt to changes in methodologies -learn a new methodology -terms, tools, techniques
used by the organization accepted risk level, aspects of how a change is approached & managed prescribed by a methodology - play multiple roles within activities prescribed by a methodology

9.4 Communication Skills conveying info to a receiver in a method which delivers the meaning

9.4.1 Verbal Communication
Purpose Definition Effectiveness Measures
To convey ideas, concepts, facts,  Efficient transfer of info, including emotional, other non-verbal cues. ability -stakeholders clearly understand the same info - to reach productive conclusions - effective
opinions to make one's meaning understood. To ensure that information presented is presentations  - 
being understood by the receiver

9.4.2 Non-Verbal Communication
Purpose Definition Effectiveness Measures
body movement, posture, facial begins immediately when one person is able to see another -being aware of body language in others - improving trust and communication  - resolving situations
expressions, gestures, and eye contact when a stakeholder's nonverbal communication does not agree with their verbal

9.4.3 Written Communication
Purpose Definition Effectiveness Measures
to convey ideas, concepts, facts, Text, symbols, models (formal or informal), sketches to convey and share -adjusting the style of writing -use of grammar and style, -  choosing words - to paraphrase and
and opinions info. presenting info at a time or place that is remote from the describe the content
time & place it was created

9.4.4 Listening
Purpose Definition Effectiveness Measures
To accurately understand Understanding  meaning in context. interpreting what the other person is -acknowledging the speaker - giving undivided attention  -providing feedback   -deferring judgment
info that is communicated verbally trying to communicate. Summarizing repeating what was stated.  responding appropriately.
9 Underlying Competencies
9.5 Interaction Skills relate, cooperate, communicate with different kinds of people

9.5.1 Facilitation
Purpose Definition Effectiveness Measures
To help make a decision, solve a Moderating discussions within a group to enable all participants to -facilitator is a third party to the process  -  encouraging participation from attendees, remaining
problem, exchange ideas,  info; negoti effectively articulate their views, participants appreciate the differing points neutral make suggestions, offer insights  -correctly understand each other's positions    -keep 
ation, conflict resolution of view discussions focused  -preventing discussions from being sidetracked

9.5.2 Leadership and Influencing

Purpose Definition Effectiveness Measures
when guiding stakeholders -motivating people to work together to achieve shared goals & objectives -reduced resistance to necessary changes - vision of a desired future state -turn vision into action
during the investigation of BA info - collaboration techniques to influence others   -re-framing issues so alternate perspectives can be
understood

9.5.3 Teamwork
Purpose Definition Effectiveness Measures
To work productively with team How a team is formed and how it functions -fostering a collaborative working environment - resolving conflict - shared sense of ownership of
members, stakeh .. the team goals

9.5.4 Negotiation and Conflict Resolution

Purpose Definition Effectiveness Measures
resolve conflicts and differences of differing views on the topic, resolve differences, reach conclusions -takes into account other side’s feelings &needs  -satisfy both parties without either side losing -
opinion problem is separated from the person

9.5.5 Teaching
Purpose Definition Effectiveness Measures
info is understood and retained by leading others to gain knowledge. Selecting the most appropriate -discovering new info  -audiences have a clear understanding of the key messages  -verifying that the
stakeholders visual, verbal, written,  kinesthetic teaching approaches stak. can demonstrate the new knowledge
9 Underlying Competencies
9.6 Tools and Technology 
9.6.1 Office Productivity Tools and Technology
Purpose Definition Effectiveness Measures
To document, track info & artifacts -Word processing and presentation programs: to develop  &maintain req. -increased efficiencies & streamlining of processes  -awareness of available tools -determine the tool
-Presentation software: to present info to stimulate discussion  - that will best meet stak. needs
Spreadsheets: capture & perform basic manipulation   -Communication
tools: not effective for long-term storage, to facilitate communication over
time or distance  -Collaboration and knowledge management
tools: document repository  -Hardware:

9.6.2 Business Analysis Tools and Technology

Purpose Definition Effectiveness Measures
to model, document,  manage modelling, diagramming, documenting, analyzing & mapping req, -ability to use the major features of the tool - how they may be used in any given situation
outputs of BA identifying relationships , storing req. Artifacts - creation of executable
models - req.  workflow  -traceability   -verifying the quality of req. -tracking
req risks  -simulating the solution.

9.6.3 Communication Tools and Technology

Purpose Definition Effectiveness Measures
to perform BA activities, manage Taks related to conversational & collaborative interactions, efficient -effectively choosing when to use communication technology, when not to
teams,  collaborate with stakeholders &  accurate communication & decision making (examples : online chat, e-
mail, blogging, microblogging, collaborative: video conferencing,
wikis, electronic decision making, electronic voting)
10 Techniques
10.1 Acceptance and Evaluation Criteria
Purpose Description Elements Usage Considerations
AC: the req, outcomes, Assessing & comparing solutions 1 Value Attributes characteristics of a solution determines value to stake, e.g: ability to perform/support .1 Strengths   -AC necessary when the req
or conditions for a and alternative designs. specific operations, performance, availability of specific features, usability, security, scalability,  reliability. express contractual obligations  -ability to assess
solution to be AC: minimum set of req. that must req. based on agreed upon criteria. EC provide
acceptable . EC: assess a be met. EC:  allow for ranking of the ability to assess diverse needs -assist in the
set of req. to choose Solutions & alternative .2 Assessment  measurable format delivery of ROI - helps in defining priorities
bwn solutions designs. discrete scale Testability  AC in a testable form .2 Limitations
for measuring a specific solution Measures EC  provide a way to determine if AC may express contractual obligations-->
attribute. Attributes that cannot be difficult to change for legal or political reasons.
features provide the value that satisfy needs Difficult agree  on EC for different needs among
measured directly -->expert
judgment or  scoring. diverse stakh.

10.2 Backlog Management
Purpose Description Elements Usage Considerations
To record, track, Volume of work items exceeds the 1 Items in the Backlog  added to the backlog if it has value to a stakh .1 Strengths near the top of the backlog are
prioritize remaining Capacity. Work items  included in 2 Prioritization numerical ranking based on some measure of value elaborated and estimated in detail - effective
work items the backlog, how to describe, to 3 Estimation Items near the top --> described in more detail, with accurate size estimate & complexity. communication vehicle
track, reviewed and prioritized, 4 Managing Changes to the Backlog items are selected based on the capacity, dependencies, current .2 Limitations Large backlogs --> difficult to
selected, removed.  understanding of the size, complexity. manage  --to break down the work to be done
into enough detail  -lack of detail in the items --
> lost info over time
10 Techniques
10.3 Balanced Scorecard
Purpose Description Elements Usage Considerations
To manage To measure organizational performance. Four 1 Learning and Growth Dimension measures employee  training and learning, product and Allows the organization to establish monitoring
performance in dimensions:   • Learning and Growth,  • Business service innovation. 2 Business Process Dimension how well the enterprise is operating , if and measuring of progress against objectives
business model, Process,  • Customer • Financial.  includes tangible products meet customer needs. 3 Customer Dimension customer focus, satisfaction, delivery and to adapt strategy as needed.
organizational objectives, specific measures, targeted outcomes. of value 4 Financial Dimension what is financially necessary to realize the .1 Strengths  -balanced planning and thinking
structure, Strategy .5 Measures or Indicators lagging indicators-->results of actions already taken; - Encourages forward thinking, competitiveness
business process leading indicators-->info about future performance. .2 Limitations lack of a clear strategy makes
aligning the dimensions difficult - 

10.4 Benchmarking and Market Analysis

Purpose Description Elements Usage Considerations
To improve B. compare organizational practices with best-in-class 1 Benchmarking -areas to be studied - leaders in the sector - Request for .1 Strengths   B. info about new/different methods, ideas, and
organiz practices. Evaluate enterprise performance -->enterprise Information (RFI) to gather information about capabilities  -determining gaps tools  - to meet or exceed its competition.  M. can target
operations, is operating efficiently. May initiate change. between practices specific groups - expose weaknesses within a certain company
increase customer M. products and services that customer need, the factors .2 Market Analysis -identify customers and preferences – opportunities – - identify differences in product offerings and services 
satisfaction & influence decisions to purchase, competitors --> when to competitors - trends in the market - to determine trends and draw .2 Limitations  B. time-consuming  -cannot produce innovative
value exit a market conclusions  solutions --> the goal of reproducing them  M. time-
consuming - Without market segmentation--> provide
incorrect data

10.5 Brainstorming
Purpose Description Elements Usage Considerations
1 .1 Strengths    
.2 Limitations