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50 BABoK®
Techniques Mind
Map & Summary
Guidebook
How to remember 50 BABoK®
Techniques?
BABoK® techniques are a lot. There are not
just 10, 20, or 30 techniques but 50
techniques, to be precise and that's not a
small number!

The human mind can remember 5 to 7

elements at a time and anything more than
that is hard to remember.

The human mind Then, how can one remember 50

techniques?
can remember 5 "Is it really possible to have a BABoK®
Techniques Mind Map?"
to 7 elements at a
Many of you may wonder.
time and anything So here's the Ultimate BABoK® techniques

more than that is Mind Map which could save you 40 hours of
your International Institute of Business
hard to remember Analysis (IIBA) exam preparation!

Many BAs would vehemently disagree with

this output.

Relationships between tasks and techniques

are many to many.

A task in Business Analysis Body of

Knowledge (BABoK® v3) can use many
techniques.

Same way, a technique can be used for many

tasks.

So how can we place a technique in a single

knowledge area?

2
Why group BABoK® Techniques?
#1 Why should we group the BABoK®
techniques?

Since there are 50 techniques in BABoK®

v3, which is a very high number, any
practical way to organize the same can be
quite beneficial for business analysts.

It is also quite beneficial to note that when When we organize

we organize techniques into groups, we can
discover common characteristics for many techniques into
similar techniques.
groups, we can
It is indeed fairly practical to divide
elicitation techniques to the group based discover common
and individual-based elicitation techniques. characteristics for
Common characteristics of all group-based
elicitation techniques are that:
many similar
• It would have a facilitator, as a group techniques
activity is more effective with a facilitator

• It's difficult to schedule

• It's good to obtain consensus, and

• Interpersonal issues and conflicts are

quite common in these techniques

There would also be commonalities in the

strengths and weaknesses of all group-
based elicitation techniques and individual-
based elicitation techniques

3
Why group BABoK® Techniques?
Similarly, all techniques in Static and Dynamic
sub-groups for Requirements analysis design
definition (RADD) will have common
properties.

#2 What does the BABoK® V3 Techniques

The BABoK® Mind-map try to achieve?

techniques mind This BABoK® V3 Techniques Mind-map tries

to explain the relationship between
map associates techniques and BABoK knowledge areas.

techniques to Requesting all BAs to be open to explore this

mind-map. What we attempted to do was to
knowledge area align techniques to knowledge areas where it
contributes the most.

This does not imply that the techniques do

not contribute to other knowledge areas.

Now, a word of caution.

4
BABoK Techniques Mind Map

#3 A caution

Here's a word of caution - Remember tasks and techniques are many to many.
Learn to prepare the SMART WAY, not the HARD WAY!

You can access much more useful business analysis content on our BA learning
portal, Thinkific.

Please provide your suggestions to Info@[Link] to make this mind-

map even better for all business analysts.

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 BABoK Techniques – BA Planning
Functional decomposition breaks down a
large aspect (processes, functional areas,
Functional deliverables, scope, or problems) into smaller
decomposition aspects, as independent as possible, so that
work can be assigned to different groups.
This reduces complexity of analysis.

Estimation techniques are used for better

understanding of possible range of costs and Estimation
efforts associated with any change..

An interface is a connection between 2

components or solutions. Identify interfaces
Interface analysis and interactions between solutions and/or
solution components.

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 BABoK Techniques – BA Planning
Org. modelling describes roles,
responsibilities, and reporting structures that
Organizational exist within an organization, and aligns those
modelling structures with organization’s goals. Visual
representations of organizational units.

Identify stakeholders affected by a proposed

initiative or share a common business need,
level of decision-making authority, authority Stakeholder list, map,
within domain and organization, attitude/
or personas
interest towards change, and business
analysis work.

Describe scope of analysis or scope of a

solution. They serve as a basis for defining
Scope modelling and limiting scope of business analysis and
project work

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 BABoK Techniques – Elicitation
One or group of stakeholders deliberate on
an idea to produce numerous new ideas in a
non-judgmental environment, and to derive
Brainstorming themes for further analysis.

Requirements workshop, also known as JAD

(Joint application design) session, is a highly Workshops
productive focused event attended by
carefully selected key stakeholders, and
Subject Matter Experts for a short, intensive
period (typically 1 or a few days).

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 BABoK Techniques – Elicitation
Elicit ideas, impressions, preferences, and
needs and attitudes from pre-qualified
individuals about a specific product, service
Focus groups or opportunity in an interactive group
environment. Guided by a moderator.
Typically 1 to 2 hours with 6-12 attendees.

Uses game playing techniques to collaborate

in developing common understanding of a
problem or a solution. Involves strong visual
or tactile (activities) elements such as moving
Collaborative games
sticky notes, writing on whiteboards, or
drawing pictures.

Most common form of elicitation technique

where interviewers ask questions to
Interviews stakeholders. Effective interviewers control
discussions understand needs from ALL
stakeholders, probe deeper when needed
and ensure completeness of answers.

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 BABoK Techniques – Elicitation
Elicit information by observing activities and
their contexts.
Observation

Administers a set of written questions to

stakeholders and Subject Matter Experts.
Survey can elicit information from many
people, sometimes anonymously, in a Survey or
relatively short period of time. Can collect
questionnaire
information about customers, products, work
practices and attitudes. Alternatively,
respondents are provided with a series of
statements and asked for their level of
agreement.

Elicit Business Analysis information, by

examining materials describing business
environment or organizational assets.
Document analysis helps in understanding
context of a business need or understanding
Document analysis
how existing solutions are implemented.
Based on Business Analysis information being
explored, purpose, scope, and topics to be
researched are determined.

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 BABoK Techniques – Elicitation
Benchmarking compares org. practices
against best-in-class practices from
Benchmarking and competitors, government, industry
market analysis associations or standards. Market analysis
understands customers’ needs, factors
influencing purchase decisions, and studies
competitors.

Provides an early model of final result, widely

used for product design. Details UI
requirements and integrates them with other
requirements such as use cases, scenarios,
data, and business rules. Stakeholders often Prototyping
find prototyping to be a concrete means of
identifying, describing, and validating their
interface needs. Prototypes can discover
desired process flow and business rules.

BABoK Techniques – Req. LCM

Comprises of key terms relevant to a business

domain to provide a common understanding
Glossary of terms. Contains definitions and synonyms.
Needs to be organized and be accessible to
all stakeholders.

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 BABoK Techniques – Req. LCM
Articulates and captures ideas in a non-linear
(tree) structure. Ideas are grouped as topics,
sub-topics, further sub-sub-topics. Mind
Mind Map maps use words, images, color, and
connections to structure thoughts, ideas, and
information.

Backlogs record, track and prioritize

remaining work items. Backlog management
is a planned approach to manage remaining
work for project. In managed backlogs, items Backlog
at top have highest business value and
priority. Backlog items can be user stories, use
management
cases, defects, CRs, risks etc.

Business policies dictate actions of an

Business rules enterprise and people in it by broadly
controlling, influencing, or regulating them.
analysis Business rules serves as a criterion for
guiding behavior and making decisions in a
specific, testable manner.

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 BABoK Techniques – Req. LCM
Discusses and documents successes, failures
and improvement recommendations for
future phases or projects. Can include any
Lessons learned format or venue that is acceptable to key
stakeholders. Can be formal facilitated
meetings or informal.

Provides a framework for stakeholder

decisions to understand relative importance
of requirements. Importance may be based Prioritization
on value, risk, difficulty of implementation etc.

Communicate, verify, and validate content of

work products, formally or informally.
Communicate review objectives in advance to
Reviews
participants.

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BABoK Techniques – Req. LCM
Captures and assigns responsibility for issues
and stakeholder concerns. Items can refer to
actions, assumptions, constraints,
Item tracking dependencies, defects, enhancements, and
issues.

BABoK Techniques – Strategy Analysis

A strategic planning and management tool to

measure org. performance beyond traditional Balanced scorecard
financial measures aligned to organization's
vision and strategy.

Capability maps provide a graphical view of

capabilities. Capabilities describes ability of an
Business capability enterprise to act on or transform something
analysis that helps achieve a business goal or
objective. Capabilities describe outcome of
performance or transformation, not how it is
performed.

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BABoK Techniques – Strategy Analysis
Formally or informally, justify investments
based on estimated value compared to cost.
Spend time and resources on business case
Business cases proportional to the size and importance of its
potential value. Business cases do not provide
intricate details.

Comprises 9 building blocks describing how

an organization intends to deliver value. As a
Business model
diagnostic tool, use elements of the canvas as canvas
a lens into current process or system of
business, especially wrt relative amounts of
energy, time, and resources currently invested
in various areas.

Supports decision-making in complex,

Decision analysis difficult, or uncertain situations. Examines and
models possible consequences of different
decisions.

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BABoK Techniques – Strategy Analysis
Shows how repeatable business decisions are
made using data and knowledge.

Decision modeling

Explore financial aspects (benefits and costs) Financial analysis

of an investment.

Identify, analyze, and evaluate uncertainties

Risk analysis and that could negatively affect value, develop
management and manage way of dealing with risks.

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BABoK Techniques – Strategy Analysis
SWOT is an acronym for Strengths,
Weaknesses, Opportunities, and Threats. A
framework for strategic planning, opportunity
SWOT analysis analysis, competitive analysis, business, and
product development.

BABoK Techniques – RADD

Organizes business vocabulary, usually

Concept modelling
starting with glossary.

Standard definitions of primitive data

Data dictionary elements, their meanings, allowable values,
how those elements combine into composite
data elements. Used to manage data within a
solution’s context, often used along with ER
diagrams.

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 BABoK Techniques – RADD
Data model describe entities, classes or data
objects relevant to a domain, their attributes
and relationships among them.
Data modelling

Show transformation of data from (data

source such as external sources, activities and
Data flow diagrams
destination). Data used in DFDs should be
described in a data dictionary. Highest level
diagram (Level 0) is context diagram
represents the entire system.

Graphical model to describe sequential flow

Process modelling of activities. A system process model defines
sequential flow of control among programs
or units within a computer system. A program
process flow shows sequential execution of
program statements within a software
program.

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 BABoK Techniques – RADD
Sequence diagrams (also known as event
diagrams) model logic of usage scenarios, by
showing information (also known as stimuli,
Sequence diagrams or message) passed between objects during
execution of a scenario.

State models (also sometimes called a

process or system transition model) describe
State modelling
and analyze different possible states (formal
representation of a status) of an entity within
a system, how that entity changes from one
process or system to another and what can
happen to entity when it is in each state.

User stories are a brief textual description,

User stories typically 1 or 2 sentences, of functionality that
users need from a solution to meet a
business objective. User story describes actor
(who uses story), goal they are trying to
accomplish, and any additional information to
be critical to understanding scope of story.

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 BABoK Techniques – RADD
Scenarios, and use cases describe how actors
(a person or a system) interacts with a
Use cases and solution to accomplish one or more of that
scenarios person or systems goals.

Examines requirements for a solution that

define how well functional requirements must
Non-functional
perform. Also known as quality attributes or requirements analysis
quality of service requirements. Expressed in
textual formats as declarative statements or in
matrices.

Ensure coverage of activities by denoting

Roles and responsibility, to identified roles, and to
permissions matrix discover missing roles.

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 BABoK Techniques – Solution Eval.
Acceptance criteria describe minimal set of
requirements to be met for a solution to be
Acceptance and worth implementing, also known as Must
evaluation criteria Have requirements. Typically used when
evaluation only one possible solution and is
expressed as pass or fail. Must be testable.

Measure performance of solutions, solution

Metrics and key
components and other matters of interest to
stakeholders. A metric is a quantifiable level performance
of an indicator to measure progress. A target
indicators (KPIs)
metric is objective to be reached within a
specified period.

Analyzes processes for their effectiveness,

Process analysis efficiency, and identifies improvement
opportunities.

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 BABoK Techniques – Solution Eval.
Identify and evaluate underlying causes of a
problem, looking into causes occurring due
to people, physical or organizational effects.
Root cause analysis

Assess ability of a potential vendor to meet

commitments wrt delivery and consistent Vendor assessment
provision of a product or service.

Finds useful patterns and insights from large

Data mining amounts of data, usually resulting in
mathematical models. Utilized in either
supervised (user poses a question) or
unsupervised (pure pattern discovery)
investigations.

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