BABOK v3.0 Chapter 1


Flashcards on BABOK v3.0 Chapter 1, created by Simran Batala on 07/04/2014.
Simran Batala
Flashcards by Simran Batala, updated more than 1 year ago
Simran Batala
Created by Simran Batala almost 10 years ago

Resource summary

Question Answer
What are Perspectives? Disciplines within the profession of business analysis
Name 5 Perspectives _Information technology (IT) _Business process management _Business intelligence _Business architecture _Agile
Underlying Competencies Provide a description of the behaviours, characteristics, knowledge, and personal qualities that support the practice of business analysis
Techniques Means through which to perform business analysis Tasks
Knowledge Areas are Areas of specific business analysis expertise that encompass certain tasks which must be executed in proper coordination in order to produce greater value to the change.
Name the 6 Knowledge Areas 1. Business Analysis Planning and Monitoring 2. Elicitation and Collaboration 3. Requirements Life Cycle Management 4. Strategy Analysis 5. Requirements Analysis and Design Definition 6. Solution Evaluation
Draw a diagram of the relationship between Knowledge Areas
Define TASK An essential piece of work that is performed as part of business analysis. Business analysts are likely to perform Tasks from all Knowledge Areas in rapid succession, iteratively, or simultaneously.
8 Part Structure of a Task 1. Purpose 2. Description 3. Inputs 4. Elements 5. Guidelines/Tools 6. Techniques 7. Stakeholders 8. Outputs
Task Purpose Reason for and value created through performing the task
Task Description Explains in great detail why the task was performed, what the task is, what it should accomplish
Task Inputs 1. Information necessary for a task to begin 2. Information that is consumed or transformed to produce an output 3. Needs to be sufficiently complete to allow successive work to begin
Task Elements Describe key concepts that are needed to understand how to perform the task. Elements are not mandatory as part of performing a task.
Task Guidelines & Tools Guideline: provides instructions or descriptions on why or how to undertake a task. Tool: something used to undertake a task. Both are resources used to turn the input into an output.
Task Techniques Means to perform business analysis tasks.
Task Stakeholders Each task includes a listing of generic stakeholders who are likely to participate in performing that task or who will be affected by it
Task Output Result produced by performing the task. Outputs are created, transformed or changed in state as a result of a successful completion of a task.
What is a Deliverable? A product of a development process.
Form of Outputs depend on these 3+ 1. The type of initiative underway 2. Standards adopted by the organization 3. Best judgment of the BA as to an appropriate way to address the information needs of key stakeholders
Task Underlying Competencies 1. Knowledge 2. Skills 3. Behaviours 4. Characteristics 5. Personal qualities That help one successfully perform the role of the BA
Structure of Underlying Competencies 1. Purpose 2. Definition 3. Effectiveness Measures
Task: Underlying Competencies: Purpose The purpose of an Underlying Competency describes why it is beneficial for business analysts to have this competency.
Task: Underlying Competencies: Definition The definition of an Underlying Competency describes the skills and expertise involved in the application of this competency.
Task: Underlying Competencies: Effectiveness Measures The effectiveness measures of an Underlying Competency describe how to effectively measure whether a person is demonstrating skills in this Underlying Competency.
Task Techniques Provide additional information on ways that a Task may be performed.
Structure of Techniques 1. Purpose 2. Description 3. Elements 4. Usage Considerations
Task: Techniques: Purpose Describes what the Technique is used for and the circumstances under which it is most likely to be applicable
Task: Techniques: Description Describes what the Technique is and how it is used
Task: Techniques: Elements Describe key concepts that are needed to understand how to use the Technique
Task: Techniques: Usage Considerations Describe conditions under which the Technique may be more or less effective
Draw the BA Perspectives Diagram
Structure of Perspectives 1. Change Scope 2. Business Analysis Scope 3. Impact on Knowledge Areas 4. Methodologies and Techniques 5. Underlying Competencies
Perspectives: Change Scope Describes what parts of the enterprise the change likely encompasses in this perspective and to what extent it impacts the high-level objectives and day-to-day operations of the enterprise.
Perspectives: Business Analysis Scope 1. Describes the key stakeholders in the Perspective, including a profile of the likely types of sponsors, the target stakeholders, and the business analyst's role within an initiative. 2. Defines likely outcomes that would be expected from BA work in this perspective.
Perspectives: Structure: Methodologies & Techniques Unique to each Perspective. Describes the approaches, methodologies, or techniques, and (depending on perspective) references models that are common and specific to the application of business analysis in this Perspective.
Perspectives: Structure: Underlying Competencies Describe the competencies that are most prevalent in the discipline of the Perspective
Perspectives: Structure: Impact on Knowledge Areas Explains how specific business analysis practices within a perspective are mapped to practices as defined by the BABOK. Using perspective-specific terminology where appropriate, this section describes how the Knowledge Areas are applied or modified.
Define KA: Business Analysis Planning & Monitoring A layout of the steps for the Business Analysis effort, the approach & actions, organization and coordination of BA efforts.
KA: Elicitation & Collaboration Collect BAI through engaging stakeholders for their needs/requirements (process of elicitation) and then cross referencing and aligning stakeholders of that BAI (process of collaboration) to assure the requirements are cohesively pointing toward a complimentary solution and that the requirements are further developed (discovered) validated.
KA: Requirements Life Cycle Management Ensure that the requirements, designs, and other business analysis information appropriately, effectively, and accurately represent a common understanding of the stakeholders' needs. This is done through constant verification of requirements and development as new BAI is discovered.
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