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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

4. Tasks and Knowledge Areas

Introducing Business Analysis Tasks

The Business Analysis Standard

Business analysis concepts and practices can be applied by many organizations working in different contexts and can include many different activities. These activities are described in 30 business analysis tasks and grouped within six knowledge areas (for details, please refer to the BABOK Guide v3). The importance of these tasks has been reaffirmed with the global business analysis community and are presented below as summary task cards.

Business analysis professionals should make an informed decision about which tasks will be performed and the order in which they will be performed, depending on the context. Each change initiative is unique, and business analysis professionals should keep in mind that:

  • Most tasks are not sequential, and several tasks can be conducted simultaneously.
  • Some tasks have outputs that are essential as input for another task.
  • Tasks are generally iterative and help build knowledge about the change and the desired value.
  • Some tasks need to be managed, reviewed, and repeated.
  • Tasks can be used to build and share knowledge about the six core concepts of the BACCM™.
  • Tasks can be:
    • performed by anyone in any role;
    • used for any work that can benefit from good business analysis;
    • started by one person and completed by others.
  • These tasks apply to all types of change initiatives, including but not limited to:
    • defining requirements and designs for a solution;
    • implementing business intelligence solutions;
    • designing or implementing info-tech solutions;
    • defining or maintaining business architecture;
    • building or managing enterprise architecture;
    • managing business process initiatives;
    • redesigning business processes;
    • business data analytics initiatives;
    • product ownership analysis related work.

Task Cards

The tasks are structured into easy-to-reference, one-page cards and align with the BACCM™. For each task, the following is defined:

  • purpose or the need;
  • value,
  • solution (output or outcome);
  • stakeholders;
  • description of change - with an input-task-output diagram;
  • frequently used techniques in context;
  • a “Consider” box that provides contextual information and supporting knowledge references.

Each task card also includes a reference to any related IIBA certifications.

The Six Knowledge Areas

Knowledge areas are the way tasks are grouped. They are not meant to imply a sequence of tasks. The six knowledge areas are:

Each knowledge area:

  • starts with the BACCM™, which contains information specifically for that knowledge area;
  • contains a diagram of the tasks;
  • has a table showing the tasks with the inputs and outputs to present the relationships between them.

How to Navigate Tasks and Knowledge Areas

Anyone doing business analysis work knows that each initiative is unique, and often organizations, and even business units, have their own way of doing things. Tasks can be performed in a variety of orders and sequences, simultaneous, iteratively, some multiple times, and some not at all, depending on the objectives and initiative. Understanding the tasks enables business analysis professionals to undertake them at the right time and in the right context to achieve the results needed.