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The Standard

BABOK Guide

BABOK Applied

Agile Extension

Business Data Analytics

Product Ownership Analysis

The Standard

BABOK Guide

BABOK Applied

Agile Extension

Business Data Analytics

Product Ownership Analysis

Preface

About IIBA

1. Understanding Business Analysis

Defining Business Analysis Importance of Business Analysis A Model for Good Analysis - BACCM™

2. Mindset for Effective Business Analysis

The Importance of Mindset The Way to Think About Business Analysis Principles to Adopt

3. Performing Business Analysis

Who Performs Business Analysis Approaches to Your Work Value to be Delivered Organizational Considerations Managing the Delivery of Business Analysis

4. Tasks and Knowledge Areas

Introducing Business Analysis Tasks A) Business Analysis Planning and Monitoring B) Elicitation and Collaboration C) Requirements and Designs Life Cycle Management D) Strategy Analysis E) Requirements Analysis and Design Definition F) Solution Evaluation

5. Summary

Preface

1. Introduction

Introduction 1.1 Purpose of the BABOK® Guide 1.2 What is Business Analysis? 1.3 Who is a Business Analyst? 1.4 Structure of the BABOK® Guide

2. Business Analysis Key Concepts

Introduction 2.1 The Business Analysis Core Concept Model™ 2.2 Key Terms 2.3 Requirements Classification Schema 2.4 Stakeholders 2.5 Requirements and Designs

3. Business Analysis Planning and Monitoring

Introduction 3.1 Plan Business Analysis Approach 3.2 Plan Stakeholder Engagement 3.3 Plan Business Analysis Governance 3.4 Plan Business Analysis Information Management 3.5 Identify Business Analysis Performance Improvements

4. Elicitation and Collaboration

Introduction 4.1 Prepare for Elicitation 4.2 Conduct Elicitation 4.3 Confirm Elicitation Results 4.4 Communicate Business Analysis Information 4.5 Manage Stakeholder Collaboration

5. Requirements Life Cycle Management

Introduction 5.1 Trace Requirements 5.2 Maintain Requirements 5.3 Prioritize Requirements 5.4 Assess Requirements Changes 5.5 Approve Requirements

6. Strategy Analysis

Introduction 6.1 Analyze Current State 6.2 Define Future State 6.3 Assess Risks 6.4 Define Change Strategy

7. Requirements Analysis and Design Definition

Introduction 7.1 Specify and Model Requirements 7.2 Verify Requirements 7.3 Validate Requirements 7.4 Define Requirements Architecture 7.5 Define Design Options 7.6 Analyze Potential Value and Recommend Solution

8. Solution Evaluation

Introduction 8.1 Measure Solution Performance 8.2 Analyze Performance Measures 8.3 Assess Solution Limitations 8.4 Assess Enterprise Limitations 8.5 Recommend Actions to Increase Solution Value

9. Underlying Competencies

Introduction 9.1 Analytical Thinking and Problem Solving 9.2 Behavioural Characteristics 9.3 Business Knowledge 9.4 Communication Skills 9.5 Interaction Skills 9.6 Tools and Technology

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

11. Perspectives

Introduction 11.1 The Agile Perspective 11.2 The Business Intelligence Perspective 11.3 The Information Technology Perspective 11.4 The Business Architecture Perspective 11.5 The Business Process Management Perspective

Stakeholder Analysis

Stakeholder Analysis Define Groups and Identify Stakeholders Analyze Stakeholders Maintain Stakeholder Analysis

Backlog Management

Virtual Workshop

1. Introduction

1.1 Purpose of the Agile Extension to the BABOK® Guide 1.2 What is Agile Business Analysis? 1.3 Structure

2. The Agile Mindset

Introduction 2.1 What is an Agile Mindset? 2.2 The Agile Mindset, Methodologies, and Frameworks 2.3 Applying the Agile Mindset 2.4 Agile Extension and the Agile Manifesto 2.5 The Business Analysis Core Concept Model ™ 2.6 Principles of Agile Business Analysis 2.7 The Business Analysis Core Concept Model™ and the Principles of Agile Business Analysis

3. Analysis at Multiple Horizons

Introduction 3.1 Overview of the Three Horizons 3.2 Agility at Each Horizon 3.3 Predictive, Iterative, and Adaptive Planning

4. Strategy Horizon

4.1 Purpose 4.2 Description 4.3 Elements 4.4 Time Frame 4.5 Feedback and Learning 4.6 Applying the Principles of Agile Business Analysis at the Strategy Horizon of Planning 4.7 Techniques

5. Initiative Horizon

5.1 Purpose 5.2 Description 5.3 Elements 5.4 Time Frame 5.5 Feedback and Learning 5.6 Applying the Principles of Agile Business Analysis at the Initiative Horizon of Planning 5.7 Techniques

6. Delivery Horizon

6.1 Purpose 6.2 Description 6.3 Elements 6.4 Time Frames 6.5 Feedback and Learning 6.6 Applying the Principles of Agile Analysis at the Delivery Horizon of Planning 6.7 Techniques

7. Techniques

Introduction 7.1 Backlog Refinement 7.2 Behaviour Driven Development 7.3 Impact Mapping 7.4 Job Stories 7.5 Kano Analysis 7.6 Minimal Viable Product 7.7 Personas 7.8 Planning Workshops 7.9 Portfolio Kanban 7.10 Product Roadmap 7.11 Purpose Alignment Model 7.12 Real Options 7.13 Relative Estimation 7.14 Retrospectives 7.15 Reviews 7.16 Spikes 7.17 Storyboarding 7.18 Story Decomposition 7.19 Story Elaboration 7.20 Story Mapping 7.21 User Stories 7.22 Value Modelling 7.23 Value Stream Mapping 7.24 Visioning

1. Introduction to Business Data Analytics

Introduction 1.1 What is Business Data Analytics? 1.2 The Business Data Analytics Cycle 1.3 Business Data Analytics Objectives 1.4 Business Analysis and Business Data Analytics

2. Business Data Analytics Domains and Tasks

Introduction 2.1 Identify the Research Questions 2.2 Source Data 2.3 Analyze Data 2.4 Interpret and Report Results 2.5 Use Results to Influence Business Decision-Making 2.6 Guide Organizational-Level Strategy for Business Data Analytics

3. Techniques

3.1 Business Simulation 3.2 Business Visualizations 3.3 Concept Modelling 3.4 Data Dictionary 3.5 Data Flow Diagrams 3.6 Data Mapping 3.7 Data Storytelling 3.8 Decision Modelling and Analysis 3.9 Descriptive and Inferential Statistics 3.10 Extract, Transform, and Load (ETL) 3.11 Exploratory Data Analysis 3.12 Hypothesis Formulation and Testing 3.13 Interface Analysis 3.14 Optimization 3.15 Problem Shaping and Reframing 3.16 Stakeholder List, Map, or Personas 3.17 Survey and Questionnaire 3.18 Technical Visualizations 3.19 The Big Idea 3.20 3-Minute Story

1. Purpose of this Document

Introduction 1.1 The IIBA Guide to Product Ownership Analysis 1.2 Who Should Use This Guide? 1.3 POA Personas

2. Evolving Product Ownership to POA

2.1 Product Development 2.2 Product Owners Using Agile 2.3 Product Ownership Analysis 2.4 The Product Owner Role and POA 2.5 Product Ownership Analysis Framework 2.6 Value of the POA Framework

3. Understanding Product Ownership Analysis

3.1 Integrating Business Analysis and Product Ownership 3.2 Integrating Agile Business Analysis and POA

4. Agile Product Management

4.1 How Organizations Manage Products 4.2 Product Lifecycle 4.3 POA and Agile Planning Horizons

5. The POA Framework

Introduction 5.1 Apply Foundational Concepts 5.2 Cultivate Customer Intimacy 5.3 Engage the Whole Team 5.4 Make an Impact 5.5 Deliver Often 5.6 Learn Fast 5.7 Obsess About Value

6. POA Techniques

Introduction 6.1 Backlog Refinement 6.2 Business Cases 6.3 Collaborative Games 6.4 Customer Journey Map 6.5 Decision Modelling and Analysis 6.6 Definition Concepts (Ready, Delivery, and Done) 6.7 Empathy Map 6.8 Focus Groups 6.9 Human-Centred Design for Products 6.10 Job Stories 6.11 Kano Analysis 6.12 Metrics and Key Performance Indicators 6.13 Minimal Viable Product 6.14 Non-Functional Requirements Analysis 6.15 Personas 6.16 Problem Definition Analysis 6.17 Product Backlog Management 6.18 Product-Market Fit 6.19 Product Roadmap 6.20 Real Options 6.21 Reviews 6.22 Risk Analysis and Management 6.23 Spikes 6.24 Stakeholder Lists and Maps 6.25 Story Mapping 6.26 Value Modelling 6.27 Value Proposition Canvas 6.28 Value Stream Mapping 6.29 Visioning

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4. Tasks and Knowledge Areas

D) Strategy Analysis

The Business Analysis Standard

IIBA.org KnowledgeHub The Business Analysis Standard 4. Tasks and Knowledge Areas D) Strategy Analysis

Related Content:

Knowledge Areas

6. Strategy Analysis

Apply the capabilities of an enterprise to reach a desired set of goals and...

Strategy analysis should be performed as a business need is identified. It provides context to requirements analysis and design definition for a given change.

BACCM™ for Strategy Analysis

BACCM Chart_500x500.png

Competencies

Business Analysis Tasks

To conduct Strategy Analysis tasks, business analysis professionals need Analytical Thinking and Problem Solving as well as Business Knowledge competencies.

See: BABOK Guide v3, 9.1 Analytical Thinking and Problem Solving and BABOK Guide v3, 9.3 Business Knowledge

Business Analysis Tasks for Strategy Analysis.jpg

Input and Output Relationships

input and output relationships for Strategy Analysis.jpg

Explore Task Cards:

Download The Task Cards

Analyze Current State

To understand the reasons why an enterprise needs to change some aspect of how it operates and what would be directly or indirectly affected by the change.

Define Future State

To determine the necessary conditions to meet the business need.

Assess Risks

To understand the undesirable consequences of internal and external forces on the enterprise during a transition to, or in the future state, and to recommend a course of action.

Define Change Strategy

To develop and assess alternative approaches to the change, and select the recommended approach.

All Task Cards

All Task cards related to Strategy Analysis.

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Explore The Tasks From The BABOK Guide

6.1 Analyze Current State

The purpose of Analyze Current State is to understand the reasons why an...

6.2 Define Future State

The purpose of Define Future State is to determine the set of necessary cond…

6.3 Assess Risks

The purpose of Assess Risks is to understand the undesirable consequences of…

6.4 Define Change Strategy

The purpose of Define Change Strategy is to develop and assess alternative…