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BABOK > Business Analysis Key Concepts (ch.2) > Flashcards

Business Analysis Key Concepts (ch.2) Flashcards

1
Q

What are the 5 types of key concepts?

A
  • Business Analysis Core Concept Model™ (BACCM™)
  • Key Terms
  • Requirements Classification Schema
  • Stakeholders
  • Requirements and Designs
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2
Q

What is the purpose of Business Analysis Core Concept Model™ (BACCM™)?

Key concepts classification

A

defines a
conceptual framework for the business analysis profession.

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3
Q

What is the purpose of Key terms?

Key concepts classification

A

provides definitions of essential concepts, which are highlighted because of their importance to the BABOK® Guide.

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4
Q

What is the purpose of Requirements Classification Schema?

Key concepts classification

A

identifies levels or types of requirements that assist the business analyst and other stakeholders in categorizing requirements.provides definitions of essential concepts, which are highlighted because of their importance to the BABOK® Guide.

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5
Q

What is the purpose of Stakeholders?

Key concepts classification

A

defines roles, and characteristics of groups or individuals participating in or affected by the business analysis activities within a change.

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6
Q

What is the purpose of Requirements and desings?

Key concepts classification

A

describes the distinction between—and the importance of—requirements and designs as they relate to business analysis.

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7
Q

What are the 6 concepts of BACCM?

A
  • Change
  • Need
  • Solution
  • Stakeholder
  • Value
  • Context
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8
Q

What is the description of Change?

6 concepts of BACCM

A

The act of transformation in response to a need.

Change works to improve the performance of an enterprise.
These improvements are deliberate and controlled through business analysis activities.

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9
Q

What is the description of Need?

6 concepts of BACCM

A

A problem or opportunity to be addressed.

Needs can cause changes by motivating stakeholders to act.
Changes can also cause needs by eroding or enhancing the value delivered by existing solutions.

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10
Q

What is the description of Solution?

6 concepts of BACCM

A

A specific way of satisfying one or more needs in a context.

A solution satisfies a need by resolving a problem faced by stakeholders or enabling stakeholders to take advantage of an opportunity.

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11
Q

What is the description of Stakeholder?

6 concepts of BACCM

A

A group or individual with a relationship to the change, the need, or the solution.

Stakeholders are often defined in terms of interest in, impact on, and influence over the change. Stakeholders are grouped based on their relationship to the needs, changes, and solutions.

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12
Q

What is the description of Value?

6 concepts of BACCM

A

The worth, importance, or usefulness of something to a stakeholder within a context.

Value can be seen as potential or realized returns, gains, and improvements. It is also possible to have a decrease in value in the form of losses, risks, and costs.

Value can be tangible or intangible. Tangible value is directly measurable. Tangible value often has a significant monetary component. Intangible value is measured indirectly.
Intangible value often has a significant motivational
component, such as a company’s reputation or employee morale.

In some cases, value can be assessed in absolute terms, but in many cases is assessed in relative terms: one solution option is more valuable than another from the perspective of a given set of stakeholders.

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13
Q

What is the description of Context?

6 concepts of BACCM

A

The circumstances that influence, are influenced by, and provide understanding of the change.

Changes occur within a context. The context is everything relevant to the change that is within the environment.
Context may include attitudes, behaviours, beliefs,
competitors, culture, demographics, goals, governments, infrastructure, languages, losses, processes, products, projects, sales, seasons, terminology, technology, weather, and any other element meeting the definition.

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14
Q

What are the (8) Key Terms?

A
  • Business Analysis
  • Business Analysis Information
  • Design
  • Enterprise
  • Organization
  • Plan
  • Requirement
  • Risk
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15
Q

Business Analysis definition

Key Terms

A

The BABOK® Guide describes and defines business analysis as the practice of enabling change in an enterprise by defining needs and recommending solutions that deliver value to stakeholders.

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16
Q

Business Analysis Information definition

Key Terms

A

Business analysis information refers to the broad and diverse sets of information that business analysts analyze, transform, and report. It is information of any kind—at any level of detail—that is used as an input to, or is an output of, business analysis work. Examples of business analysis information include elicitation results, requirements, designs, solution options, solution scope, and change strategy.

It is essential to expand the object of many business analysis activities from ‘requirements’ to ‘information’ to ensure that all inputs and outputs of business analysis are subject to the tasks and activities described in the BABOK® Guide. For example, when performing ‘Plan Business Analysis Information Management’ it includes all the examples listed above. If the BABOK® Guide described ‘Plan Requirements Management’, it would exclude important outputs like elicitation results, solution options, and change strategy.

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17
Q

Design definition

Key Terms

A

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. The nature
of the representation may be a document (or set of documents) and can vary widely depending on the circumstances.

18
Q

Enterprise definition

Key Terms

A

An enterprise is a system of one or more organizations and the solutions they use to pursue a shared set of common goals. These solutions (also referred to as organizational capabilities) can be processes, tools or information. For the purpose of business analysis, enterprise boundaries can be defined relative to the change and need not be constrained by the boundaries of a legal entity, organization, or organizational unit. An enterprise may include any number of business, government, or any other type of organization.

19
Q

Organization definition

Key Terms

A

An autonomous group of people under the management of a single individual or board, that works towards common goals and objectives. Organizations often have a clearly defined boundary and operate on a continuous basis, as opposed to an initiative or project team, which may be disbanded once its objectives are achieved.

20
Q

Plan definition

Key Terms

A

A plan is a proposal for doing or achieving something. Plans describe a set of events, the dependencies among the events, the expected sequence, the schedule, the results or outcomes, the materials and resources needed, and the stakeholders involved.

21
Q

Requirement definition

Key Terms

A

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.
The nature of the representation may be a document (or set of documents), but can vary widely depending on the circumstances.

22
Q

Risk definition

Key Terms

A

Risk is the effect of uncertainty on the value of a change, a solution, or the enterprise. Business analysts collaborate with other stakeholders to identify, assess, and prioritize risks, and to deal with those risks by altering the likelihood of the conditions or events that lead to the uncertainty: mitigating the consequences, removing the source of the risk, avoiding the risk altogether by deciding not to start or continue with an activity that leads to the risk, sharing the risk with other parties, or accepting or even increasing the risk to deal with an opportunity.

23
Q

Requirements Classification Schema

A
  • Business requirements
  • Stakeholder requirements
  • Solution requirements
    • functional requirements
    • non-functional requirements or quality of service requirements
  • Transition requirements

functional requirements:

24
Q

What are Business requirements?

Requirements Classification Schema

A

statements of goals, objectives, and outcomes that describe why a change has been initiated. They can apply to the whole of an enterprise, a business area, or a specific initiative.

25
Q

What are Stakeholder requirements?

Requirements Classification Schema

A

describe the needs of stakeholders that must be met in order to achieve the business requirements. They may serve as a bridge between business and solution requirements.

26
Q

What are Solution requirements?

Requirements Classification Schema

A

describe the capabilities and qualities of a solution that meets the stakeholder requirements. They provide the appropriate level of detail to allow for the development and implementation of the solution. Solution requirements can be divided into
two sub-categories:
* functional requirements
* non-functional requirements or quality of service requirements

27
Q

What are Functional requirements?

Requirements Classification Schema

A

describe the capabilities that a solution must have in terms of the behaviour and information that the solution will manage.

28
Q

What are Non-Functional requirements or Quality of Service requirements?

Requirements Classification Schema

A

do not relate directly to the behaviour of functionality of the solution, but rather describe conditions under which a solution must remain effective or qualities that a solution must have.

29
Q

What are Transition requirements?

Requirements Classification Schema

A

describe the capabilities that the solution must
have and the conditions the solution must meet to facilitate transition from the current state to the future state, but which are not needed once the
change is complete. They are differentiated from other requirements types because they are of a temporary nature. Transition requirements address
topics such as data conversion, training, and business continuity.

30
Q

Stakeholders

A
  • Business analyst
  • Customer
  • Domain subject matter expert
  • End user
  • Implementation subject matter expert
  • Operational support
  • Project manager
  • Regulator
  • Sponsor
  • Supplier
  • Tester
  • …
31
Q

Business Analyst

Stakeholders

A

The business analyst is inherently a stakeholder in all business analysis activities. The BABOK® Guide presumes that the business analyst is responsible and accountable for the execution of these activities. In some cases the business analyst may also be responsible for performing activities that fall under another stakeholder role.

32
Q

Customer

Stakeholders

A

A customer uses or may use products or services produced by the enterprise and may have contractual or moral rights that the enterprise is obliged to meet.

33
Q

Domain Subject Matter Expert

Stakeholders

A

A domain subject matter expert is any individual with in-depth knowledge of a topic relevant to the business need or solution scope. This role is often filled by people who may be end users or people who have in-depth knowledge of the solution such as managers, process owners, legal staff, consultants, and others.

34
Q

End User

Stakeholders

A

End users are stakeholders who directly interact with the solution. End users can include all participants in a business process, or who use the product or solution.

35
Q

Operational Support

Stakeholders

A

Operational support is responsible for the day-to-day management and maintenance of a system or product.

While it is not possible to define a listing of operational support roles that are appropriate for all initiatives, some of the most common roles are: operations analyst, product analyst, help desk, and release manager.

36
Q

Operational Support

Stakeholders

A

Operational support is responsible for the day-to-day management and maintenance of a system or product.

While it is not possible to define a listing of operational support roles that are appropriate for all initiatives, some of the most common roles are: operations analyst, product analyst, help desk, and release manager.

37
Q

Project Manager

Stakeholders

A

Project managers are responsible for managing the work required to deliver a solution that meets a business need, and for ensuring that the project’s objectives are met while balancing the project factors including scope, budget, schedule,
resources, quality, and risk.

While it is not possible to completely define a listing of project management roles that are appropriate for all initiatives, some of the most common roles are: project lead, technical lead, product manager, and team leader.

38
Q

Regulator

Stakeholders

A

Regulators are responsible for the definition and enforcement of standards. Standards can be imposed on the solution by regulators through legislation, corporate governance standards, audit standards, or standards defined by organizational centers of competency. Alternate roles are government, regulatory bodies, and auditor.

39
Q

Sponsor

Stakeholders

A

Sponsors are responsible for initiating the effort to define a business need and develop a solution that meets that need. They authorize the work to be
performed, and control the budget and scope for the initiative. Alternate roles are executive and project sponsor.

40
Q

Supplier

Stakeholders

A

A supplier is a stakeholder outside the boundary of a given organization or organizational unit. Suppliers provide products or services to the organization and may have contractual or moral rights and obligations that must be considered.
Alternate roles are providers, vendors, and consultants.

41
Q

Tester

Stakeholders

A

Testers are responsible for determining how to verify that the solution meets the requirements defined by the business analyst, as well as conducting the verification process. Testers also seek to ensure that the solution meets applicable
quality standards, and that the risk of defects or failures is understood and minimized. An alternate role is quality assurance analyst.

42
Q

Requirements and Designs

A

Requirements are focused on the need; designs are focused on the solution.

The same techniques are used to elicit, model, and analyze both.

A requirement leads to a design which in turn may drive the discovery and analysis of more requirements.

BABOK (2 decks)

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