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The Standard
BABOK Applied
Agile Extension
Business Data Analytics
Product Ownership Analysis
The Standard
BABOK Applied
Agile Extension
Business Data Analytics
Product Ownership Analysis
10. Techniques
Introduction 10.1 Acceptance and Evaluation Criteria 10.2 Backlog Management 10.3 Balanced Scorecard 10.4 Benchmarking and Market Analysis 10.5 Brainstorming 10.6 Business Capability Analysis 10.7 Business Cases 10.8 Business Model Canvas 10.9 Business Rules Analysis 10.10 Collaborative Games 10.11 Concept Modelling 10.12 Data Dictionary 10.13 Data Flow Diagrams 10.14 Data Mining 10.15 Data Modelling 10.16 Decision Analysis 10.17 Decision Modelling 10.18 Document Analysis 10.19 Estimation 10.20 Financial Analysis 10.21 Focus Groups 10.22 Functional Decomposition 10.23 Glossary 10.24 Interface Analysis 10.25 Interviews 10.26 Item Tracking 10.27 Lessons Learned 10.28 Metrics and Key Performance Indicators (KPIs) 10.29 Mind Mapping 10.30 Non-Functional Requirements Analysis 10.31 Observation 10.32 Organizational Modelling 10.33 Prioritization 10.34 Process Analysis 10.35 Process Modelling 10.36 Prototyping 10.37 Reviews 10.38 Risk Analysis and Management 10.39 Roles and Permissions Matrix 10.40 Root Cause Analysis 10.41 Scope Modelling 10.42 Sequence Diagrams 10.43 Stakeholder List, Map, or Personas 10.44 State Modelling 10.45 Survey or Questionnaire 10.46 SWOT Analysis 10.47 Use Cases and Scenarios 10.48 User Stories 10.49 Vendor Assessment 10.50 Workshops

3. Performing Business Analysis

Approaches to Your Work

The Business Analysis Standard

Business analysis professionals can perform their work in different enterprises, organizations, and environments. Each may require different policies and procedures, methodologies, and standards, so business analysis professionals need to become familiar with various approaches to perform their work in the way that is best suited to the specific context.

There are various approaches to enable change in an enterprise, including:

  • predictive;
  • adaptive; or
  • hybrid.

Each approach can be valuable depending on the context for the change. It is important to understand how to create value with any of these approaches.

Predictive Approach



Predictive approaches start with a plan. They are considered predictive because they try to identify all the information needed to create the desired value.

  • Plan all the work upfront and then work your plan.
  • Consider everything that needs to be done.
  • Create documents and models to describe what will be built, including:
    • scope statement;
    • requirements documents;
    • design documents;
    • schedule baseline;
    • cost baseline;
    • test plans.
  • Track progress against the plan.


Adaptive Approach


Learn and adapt

Adaptive or iterative approaches focus on delivering value in small, prioritized increments.

  • Prioritize high-value outcomes or deliverables.
  • Plan for the upcoming iterations first.
  • Create the outcome defined for each increment (just enough and just-in-time documentation).
  • Focus on:
    • value creation;
    • workable solutions;
    • speed of delivery;
    • the time it takes to create the desired value.
  • Share what’s created with stakeholders to elicit feedback.
  • Use that feedback to help the team learn and adapt the solution.

Refer to: The BABOK Guide: Perspectives: Agile Perspective: Approaches – for information on various Agile approaches.

Hybrid Approach


Use what works best

Hybrid approaches describe work in an organization where:

  • some initiatives use a predictive approach, and other initiatives in the organization use an adaptive approach;
  • parts of an initiative use a predictive approach and parts of the same initiative use an adaptive approach.

In some cases, an approach will be imposed on the team. Whenever the business analysis professionals can choose the approach to use, they should consider:

  • using a predictive approach where the work is:
    • well-defined;
    • heavily regulated;
    • relatively straight-forward; or
    • can be completed sequentially;
  • using an adaptive approach when a solution is being built to:
    • address business needs that are complex;
    • find solutions for poorly defined challenges;
    • deal with uncertainty; or
    • manage emerging needs as the solution is being built;
  • becoming knowledgeable about how to create value using any of the approaches.
Refer to: “How do I…Identify What Needs to Be Done” – This provides additional information about both predictive and adaptive approaches, including case study examples. (For IIBA members)