BABOK
Guide v3:
The Essential Standard for
Business Analysis
A Guide to the Business Analysis Body of
Knowledge (BABOK Guide) v3
The only globally recognized standard for the
practice of business analysis
Essential resource as it defines the skills and
knowledge required by business analysis
professionals
BABOK Guide reflects the collective
knowledge of the global business analysis
community
Access to a free downloadable copy of BABOK
Guide v3 is one of the many benefits of
membership
BABOK Guide
Core product for IIBAserves as basis for almost everything else,
including certification, competency model, etc.
Globally accepted standard for business analysis
Development began in 2004
First Major Release was v1.6 in 2006
Updated to v2 in 2009
Work began on V3 in May 2011
Provides a consensus-based description of business analysis
V2 available in English, French, Portuguese, Spanish, Japanese, and
German
V2 definitive work on business analysis in projects
Major Changes
1. The BA Core Concept model (BACCM)
2. Requirements and Designs
3. The Perspectives
Content Changes
4. Reorganisation of KAs and tasks
5. Changes in Underlying Competencies
6. New techniques
Major Changes
1. Business Analysis Core Concept Model
(BACCM)
Definition of Business Analysis
Business analysis is the practice of enabling change in an
enterprise by defining needs and recommending solutions that
deliver value to stakeholders.
Core Concepts and Unified Terminology
BACCM
Uniting a community of
practitioners requires
common terminology
6 core concepts kept
recurring
Relevant from
enterprise strategy to
tactical implementation
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Core Concepts
Concept
Description
Change
The act of transformation in response to a need.
Need
A problem or opportunity to be addressed.
Solution
A specific way of satisfying one or more needs in a context.
Stakeholder
A group or individual with a relationship to the change, the
need, or the solution
Value
The worth, importance, or usefulness of something to a
stakeholder within a context.
Context
The circumstances that influence, are influenced by, and
provide understanding of the change.
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Major Changes
2. Requirements and Designs
Requirements and Designs
A requirement is a usable representation of a need.
Requirements focus on understanding what kind of
value could be delivered if a requirement is fulfilled.
A design is a usable representation of a solution.
Design focuses on understanding how value might be
realized by a solution if it is built.
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Requirements and Designs
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Requirements and Designs
Both requirements and
designs can be:
Elicited
Specified
Communicated
Modelled
Traced
Verified
Maintained
Validated
Prioritised
Organised
Changed
Analysed
Approved
and more
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Requirements and Designs
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Requirements and Designs
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Requirements and Designs
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Requirements and Designs
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Requirements and Designs
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Major Changes
3. The Perspectives
Encompassing the Full Scope of the
Business Analysis Discipline
Version 2 Scope
Version 3 Scope
IT Projects
IT Projects
Agile (limited coverage)
Agile (full coverage)
Business Process Management
Business Architecture
Business Intelligence
Industry is demanding:
Process improvement skills
Strategic thinking and alignment to business goals
Integration with agile software development methods
Greater focus on change management
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Perspectives
Perspectives in version 3 are:
Agile
Business Intelligence
Information Technology
Business Architecture
Business Process Management
These perspectives:
do not represent all possible perspectives
represent some of the more common views of business
analysis
are not mutually exclusive
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Structure of Perspectives
Change Scope
Business Analysis Scope
Methodologies, Approaches, and Techniques
Underlying Competencies
Impact on Knowledge Areas
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Structure of Perspectives
Change Scope
Breadth of Change
Depth of Change
Value and Solutions Delivered
Delivery Approach
Major Assumptions
Business Analysis Scope
Methodologies, Approaches, and Techniques
Underlying Competencies
Impact on Knowledge Areas
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Structure of Perspectives
Change Scope
Business Analysis Scope
Change Sponsor
Change Targets
Business Analyst Position
Business Analysis Outcomes
Methodologies, Approaches, and Techniques
Underlying Competencies
Impact on Knowledge Areas
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Structure of Perspectives
Change Scope
Business Analysis Scope
Methodologies, Approaches, and Techniques
Agile Approaches and Techniques
Business Intelligence Methodologies and Approaches
Information Technology Methodologies
Business Architecture Reference Models and Techniques
Business Process Management Frameworks, Methodologies, and
Techniques
Underlying Competencies
Impact on Knowledge Areas
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Structure of Perspectives
Change Scope
Business Analysis Scope
Methodologies, Approaches, and Techniques
Underlying Competencies
Example:
Impact on Knowledge Areas
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Structure of Perspectives
Change Scope
Business Analysis Scope
Methodologies, Approaches, and Techniques
Underlying Competencies
Impact on Knowledge Areas
Example:
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Perspectives Connect BABOK to BA Practice
Enterprise
IT
EntArch
EntArch
Business
Architect
Business
Relationship
Manager
BI
Decision
Systems
Systems
Analyst
Product
Owner
IT BA
Process
Analyst
Project
Technology
Business
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Content Changes
Over to Rich
Content Changes
4. Reorganisation of KAs and tasks
5. Changes in Underlying Competencies
6. New techniques
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Content Changes
4. Reorganisation of KAs and tasks
Revised Knowledge Area Structure
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BABOK Knowledge Areas
Version 2.0
Version 3.0
BA Planning and Monitoring
Elicitation
No change
Elicitation and Collaboration
Requirements Management
and Communication
Enterprise Analysis
Requirements Analysis
Requirements Life Cycle
Management
Strategy Analysis
Requirements Analysis and
Design Definition
Solution Evaluation
Solution Assessment &
Validation
Underlying Competencies
No change
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Business Analysis Beyond Projects
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Structure of Tasks
Purpose
Description
Inputs
Elements
Guidelines/Tools
Techniques
Stakeholders
Outputs
Example:
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Structure of Tasks
Example:
Purpose
Description
Inputs
Elements
Guidelines/Tools
Techniques
Stakeholders
Outputs
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Content Changes
5. Changes in Underlying Competencies
Underlying Competencies
Underlying competencies have the following structure:
Purpose
Definition
Example:
Effectiveness Measures
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Content Changes
6. New techniques
Techniques
Techniques have the following structure:
Purpose
Example:
Description
Elements
Usage Considerations
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Technique Name or Focus Change
Version 2.0
Version 3.0
Benchmarking
Benchmarking and Market
Analysis
Data Dictionary and Glossary
Data Dictionary
Data Dictionary and Glossary
Glossary
Structured Walkthrough
Reviews
Risk Analysis
Risk Analysis and
Management
Scenarios and Use Cases
Use Cases and Scenarios
User Stories
User Stories
Requirements Workshop
Workshops
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New Techniques
Version 3.0
Relation to 2.0
1. Backlog Management
2. Balanced Scorecard
3. Business Capability Analysis
4. Business Case
Task in v2
5. Business Model Canvas
6. Collaborative Games
7. Concept Modelling
8. Data Mining
9. Decision Modelling
10. Financial Analysis
Split from Decision Analysis
Element in Decision Analysis
11. Mind Mapping
12. Prioritization
Part of Prioritize Requirements
13. Process Analysis
Split from Process Modeling
14. Roles and Permissions Matrix
Expanded from RACI Matrix
15. Stakeholder List, Map, or Personas
Expanded from Stakeholder Map
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IIBA Certification
Whats coming?
IIBA Certification
Certification ensures a path of success, recognition and opportunity
An IIBA certification can help support a practitioners career path and broader
market opportunities
With a proven level of competence in the principles and practices, certification
offers recognition of professional competence and a commitment to career growth
and learning
CBAP Certified Business Analysis Professional
CCBA Certification of Competency in Business Analysis
IIBA certification program and exams will be updated to align to BABOK Guide
and incorporate feedback from the community in the months following the release
of v3
IIBA is committed to ensuring our certification remains the industry standard in
the BA profession
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Changes to the Certification Programme
November 2015: Revised certification framework
Multi-level structure increasing maturity levels
Competency-based learning outcomes
Streamlined and simplified application process
Q3 2016: Implementation of new certification programme
Q1 or Q2 2016: Expect announcement of exam cut-over date
4 6 months ahead of cut-over date
Sometime in 2016:
Linking of existing certificates to new levels
Recognition of existing certificate holders credentials
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Shaping the Global Direction
of Business Analysis
Experience the new BABOK Guide v3
iiba.org
Questions?
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