Flashcards
BABOK 3 - Techniques & Descriptions
Flashcards do conjunto (50)
- 1Defines measures of value attributes to be used for assessing and comparing solutions and alternative designs. Allows for the objective and consistent assessment of solutions and designs. Can apply at all levels of a project, from high-level to a more detailed level. Describes the minimum set of requirements that must be met in order for a particular solution to be worth implementing. May be used to determine if a solution or solution component can meet a requirement. Typically used when only one possible solution is being evaluated, and generally expressed as a pass or fail.Acceptance & Evaluation Criteria
- 2Occurs when the volume of work items to be completed exceeds the capacity to complete them. The items at its top have the highest business value and the highest priority. These are normally the next items to be selected to be worked on.Backlog Management
- 3It's a strategic planning and management tool used to measure organizational performance beyond the traditional financial measures. It is outcome focused and provides a balanced view of an enterprise by implementing the strategic plan as an active framework of objectives and performance measures. The underlying premise is that the drivers of value creation are understood, measured, and optimized in order to create sustainable performance.Balance Scorecard
- 4Conducted to compare organizational practices against the best-in-class practices. Part may be found in competitor enterprises, in government, or from industry associations. The rest is to evaluate enterprise performance and ensure that the enterprise is operating efficiently; it may also be performed against standards for compliance purposes; the results from the study may initiate change within an organization.Benchmarking & Market Analysis
- 5A technique intended to produce a broad or diverse set of options. It works by focusing on a topic or problem and then coming up with many possible solutions to it. This technique is best applied in a group as it draws on the experience and creativity of all members of the group. In the absence of a group, one could rely on one's own to spark new ideas. To heighten creativity, participants are encouraged to use new ways of looking at things and freely associate in any direction. When facilitated properly, it can be fun, engaging, and productive.Brainstorming
- 6Describes what an enterprise is able to do; the ability of the enterprise to act on or transform something that helps achieve a business goal or objective.Business Capability Analysis
- 7Captures the rationale for undertaking a change. It is frequently presented in a formal document, but may also be presented through informal methods. The amount of time and resources spent on it should be proportional to the size and importance of its potential value. It provides sufficient detail to inform and request approval without providing specific intricacies about the method and/or approach to the implementation. It may also be the catalyst for one or many initiatives in order to implement the change.Business Cases
- 8It is comprised of nine building blocks that describe how an organization intends to deliver value: Key Partnerships, Key Activities, Key Resources, Value Proposition, Customer Relationships, Channels, Customer Segments, Cost Structure, and Revenue Streams.Business Model Canvas
- 9Guides the day-to-day operation of the business and its processes, and shape operational business decisions. Includes directive concerned with broadly controlling, influencing, or regulating the actions of an enterprise and the people in it. Also includes a specific, testable directive that serves as a criterion for guiding behaviour, shaping judgments, or making decisions. It must be practicable (needing no further interpretation for use by people in the business) and is always under the control of the business.Business Rule Analysis
- 10Refers to several structured techniques designed to facilitate collaboration. Includes rules to keep participants focused on a specific objective. Used to help the participants share their knowledge and experience on a given topic, identify hidden assumptions, and explore that knowledge in ways that may not occur during the course of normal interactions. The shared experience of this collaborative technique encourages people with different perspectives on a topic to work together in order to better understand an issue and develop a shared model of the problem or of potential solutions. Can be used to understand the perspectives of various stakeholder groups.Collaborative Games
- 11Starts with a glossary, which typically focuses on the core noun concepts of a domain. Puts a premium on high-quality, design independent definitions that are free of data or implementation biases. Emphasizes rich vocabulary. Identifies the correct choice of terms to use in communications, including all business analysis information. It is especially important where high precision and subtle distinctions need to be made.Concept Modelling
- 12Documents standard definitions of data elements, their meanings, and allowable values. Contains definitions of each data element and indicates how those elements combine into composite data elements. Used to standardize usage and meanings of data elements between solutions and between stakeholders.Data Dictionary
- 13Portrays the transformation of data. Useful for depicting a transaction-based system and illustrating the boundaries of a physical, logical, or manual system. Illustrates the movement and transformation of data between externals (entities) and processes. The output from one external or process is the input to another. Also illustrates the temporary or permanent repositories (referred to as data stores or terminators) where data is stored within a system or an organization. Can consist of multiple layers of abstraction; the highest level represents the entire system.Data Flow Diagrams
- 14An analytic process that examines large amounts of data from different perspectives and summarizes the data in such a way that useful patterns and relationships are discovered. The results are generally mathematical models or equations that describe underlying patterns and relationships. These models can be deployed for human decision making through visual dashboards and reports, or for automated decision-making systems through business rule management systems or in-database deployments.Data Mining
- 15Usually takes the form of a diagram that is supported by textual descriptions. It visually represents the elements that are important to the business (for example, people, places, things, and business transactions), the attributes associated with those elements, and the significant relationships among them. Frequently used in elicitation and requirements analysis and design, as well as to support implementation and continuous improvement. Variations include conceptual, logical and physical versions.Data Modelling
- 16Examines and models the possible consequences of different decisions about a given problem. A decision is the act of choosing a single course of action from several uncertain outcomes with different values. The outcome value may take different forms depending on the domain, but commonly include financial value, scoring, or a relative ranking dependent on the approach and evaluation criteria used by the business analyst.Decision Analysis
- 17Shows how data and knowledge are combined to make a specific decision. Can be used for both straightforward and complex situations. Straightforward ones use a table or tree to show how a set of business rules that operate on a common set of data elements combine to create a decision. Complex ones break down decisions into their individual components so that each piece can be separately described and one can show how those pieces combine to make an overall decision.Decision Modelling
- 18Used to gather background information in order to understand the context of a business need. May include researching existing solutions to validate how those solutions are currently implemented. May also be used to validate findings from other elicitation efforts such as interviews and observations. The purpose, scope, and topics to be researched are determined based on the business analysis information being explored.Document Analysis
- 19Used to support decision making by predicting attributes such as cost and effort. An iterative process whose results can be reviewed as more information becomes available. When the results are represented as a range, its confidence interval serves as a measure of the level of uncertainty; the less information available, the wider the confidence interval will be.Estimation
- 20An assessment of the expected financial viability, stability, and benefit realization of an investment option. It includes a consideration of the total cost of the change as well as the total costs and benefits of using and supporting the solution. Business analysts use it to make a solution recommendation for an investment in a specific change initiative by comparing one solution or solution approach to others,Financial Analysis
- 21Composed of pre-qualified participants whose objective is to discuss and comment on a topic within a context. The participants share their perspectives and attitudes about a topic and discuss them in a group setting. This leads participants to re-evaluate their own perspectives in light of others' experiences. A trained moderator manages the preparation of the session, assists in selecting participants, and facilitates the session.Focus Grops
- 22Approaches the analysis of complex systems and concepts by considering them as a set of collaborating or related functions, effects, and components. This isolation helps reduce the complexity of the analysis. Breaking down larger components into sub-components allows scaling, tracking, and measuring work effort for each of them. It also facilitates evaluation of the success of each sub-component as it relates to other larger or smaller components.Functional Decomposition
- 23Used to provide a common understanding of terms that are used by stakeholders. A term may have different meanings for any two people. A list of terms and established definitions provides a common language that can be used to communicate and exchange ideas. After organized, it's continuously accessible to all stakeholders.Glossary
- 24It identifies connections between components or solutions, allowing the business analyst to provide the context for eliciting more detailed stakeholder requirements, thus determining adequate functional coverage of the solution to meet stakeholder needs. It also reveals which stakeholders will benefit from or depend on the various components of the solution, which can help the business analyst determine which stakeholders should be present for other elicitation techniques.Interface Analysis
- 25A common technique for eliciting requirements. It involves direct communication with individuals or groups of people who are part of an initiative. The BA directs questions to stakeholders in order to obtain information. One-on-one's are the most common. In group ones, the BA must be careful to elicit responses from each participant.Interviews
- 26An organized approach used to address stakeholder concerns. Stakeholders may identify such item types as actions, assumptions, constraints, dependencies, defects, enhancements, and issues. When a stakeholder concern is first raised, it is assessed to determine if it is viable. If viable, the concern is classified as a specific item type so that it can be better tracked and controlled by a process that works towards the item’s closure. During its life cycle, an item is assigned to one or more stakeholders who are responsible for its resolution.Item Tracking
- 27Helps identify either changes to business analysis processes and deliverables or successes that can be incorporated into future work. This technique can also be beneficial at the close of any milestone within the effort. It can include any format or venue that is acceptable to the key stakeholders and can be either formal facilitated meetings with set agendas and meeting roles or informal working sessions. If there are noteworthy successes, a celebration may be included.Lessons Learned
- 28Quantifiable levels of indicators that an organization uses to measure progress. Identify a specific numerical measurement that represents the degree of progress toward achieving a goal, objective, output, activity, or further input.Metrics & KPIs
- 29A form of note taking that captures thoughts, ideas, and information in a non-linear diagram. Uses images, words, colour, and connected relationships to apply structure and logic to thoughts, ideas, and information. Has a central main idea supported by secondary ideas (or topics), followed by as many layers of ideas (or sub-topics) as necessary to fully capture and articulate the concept. Connections are made between ideas by branches that typically have a single keyword associated with them that explain the connection.Mind Mapping
- 30An examination of the quality attributes or quality of service. It is often associated with system solutions, but can also be applied more broadly to both process and people aspects of solutions.Non-Functional Requirement Analysis
- 31Involves examining a work activity firsthand as it is performed. It can be conducted in either natural work environments or specially constructed laboratory conditions. The objectives of the observation dictate how it is planned for and methodically conducted. Its two basic approaches are active/noticeable and passive/unnoticeable.Observation
- 32Defines how an organization or organizational unit is structured. The purpose of a unit is to bring together a group of people to fulfill a common purpose. The group may be organized because the people share a common set of skills and knowledge or to serve a particular market.Organizational Modelling
- 33Used to determine the relative importance of business analysis information. The importance may be based on value, risk, difficulty of implementation, or other criteria. Its results are then used to determine which business analysis information should be targeted for further analysis, which requirements should be implemented first, or how much time or detail should be allocated to the requirements.Prioritization
- 34Used for recommending a more efficient or effective process,; determining the gaps between the current and future state of a process; understanding factors to be included in a contract negotiation; understanding how data and technology are used in a process, andanalyzing the impact of a pending change to a process.Process Analysis
- 35Describes the sequential flow of work across defined tasks and activities through an enterprise or part of an enterprise. It can be constructed on multiple levels, each of which can be aligned to different stakeholder points of view. These levels exist to progressively decompose a complex whole into its components, with each level providing increasing detail and precision. At a high (enterprise or context) level, the model provides a general understanding of a process and its relationship to other processes. At lower (operational) levels, it can define more granular activities and identify all outcomes, including exceptions and alternative paths. At the lowest (system) level, the model can be used as a basis for simulation or execution.Process Modelling
- 36Used to identify both missing or improperly specified requirements and unsubstantiated assumptions by demonstrating what the product looks like and how it acts in the early stages of design.Prototyping
- 37It is focused on a work product, not the skills or actions of the participants. The work product may be a package of several deliverables, a single deliverable, a portion of a deliverable, or work in process. For a completed workproduct, the objective is usually to remove defects or inform the reviewers about the content.Reviews
- 38Involves identifying, analyzing, and evaluating areas of uncertainty that could negatively affect value. Where sufficient controls are not already in place, business analysts develop plans for avoiding, reducing, or modifying uncertainties, and when necessary, implementing these plans. It is an ongoing activity.Risk Analysis & Management
- 39Involves identifying roles, associating these with solution activities, and then denoting authorities who can perform these activities. A role is a label for a group of individuals who share common functions. Each function is portrayed as one or more solution activities. A single activity can be associated with one or more roles by designating authorities. Each individual that is assigned this authority can perform the associated activity.Roles & Permissions Matrix
- 40A systematic examination of a problem or situation that focuses on the problem's origin as the proper point of correction rather than dealing only with its effects. It applies an iterative analysis approach in order to take into account that there might be more than one root cause contributing to the effects.Root Cause Analysis
- 41Used to describe the boundaries of control, change, a solution, or a need. They may also be used to delimit any simple boundary (as distinct from horizons, emergent properties, and recursive systems).Scope Modelling
- 42Shows how processes or objects interact during a scenario. The classes required to execute the scenario and the messages they pass to one another (triggered by steps in the use case) are displayed. It shows how objects used in the scenario interact, but not how they are related to one another. It is also often used to show how user interface components or software components interact.Sequence Diagrams
- 43Involves identifying the stakeholders that may be affected by a proposed initiative or that share a common business need. It notes, considers, and analyzes the various characteristics of the identified stakeholders.Stakeholder List, Map, or Personas
- 44Describes a set of possible states for an entity, the sequence of states that the entity can be in, how an entity changes from one state to another, the events and conditions that cause the entity to change states, and the actions that can or must be performed by the entity in each state as it moves through its life cycle.State Modelling
- 45Presents a set of questions to stakeholders and subject matter experts (SMEs), whose responses are then collected and analyzed in order to formulate knowledge about the subject matter of interest. The questions can be submitted in written form or can be administered in person, over the telephone, or using technology that can record responses. Questions can be open-ended or close-ended.Survey or Questionnaire
- 46Used to identify the overall state of an organization both internally and externally. The language used is brief, specific, realistic, and supported by evidence. It serves as an evaluation of an organization against identified success factors. It can be performed at any scale from the enterprise as a whole to a division, a business unit, a project, or even an individual.SWOT Analysis
- 47Describes the interactions between the primary actor, the solution, and any secondary actors needed to achieve the primary actor's goal. Is usually triggered by the primary actor, but in some methods may also be triggered by another system or by an external event or timer.Use Cases & Scenarios
- 48Captures the needs of a specific stakeholder and enable teams to define features of value to a stakeholder using short, simple documentation. It can serve as a basis for identifying needs and allow for the prioritizing, estimating, and planning of solutions. It is typically a sentence or two that describes who has the need addressed by the story, the goal the user is trying to accomplish, and any additional information that may be critical to understanding the scope of the story. The focus is on stakeholder value.User Stories
- 49Ensures that the vendor is reliable and that the product and service meet the organization's expectations and requirements. It may also be very informal through word of mouth and recommendations. The standards of the organization, the complexity of the initiative, and the criticality of the solution may influence the level of formality involved in this technique.Vendor Assessment
- 50A focused event attended by key stakeholders and SMEs for a concentrated period of time. It may be held for different purposes including planning, analysis, design, scoping, requirements elicitation, modelling, or any combination of these. It may be used to generate ideas for new features or products, to reach consensus on a topic, or to review requirements or designs.Workshops
Informações
- Descrição
- Front: the description of a business analysis technique. Back: the name of the technique.
- Criado por
- Giovanni Basso
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- 4
- Histórico
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- Criado por Giovanni Basso · 30 abr 2018
- Copiado por Giovanni Basso · 1 mai 2018
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