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BABOK Version 3 > Chapter 6 > Flashcards

Chapter 6 Flashcards

Concept Mastery

1
Q

Strategy

A

defines the most effective way to apply the capabilities of an enterprise in order to reach a desired set of goals and objectives.

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2
Q

Strategy analysis focuses on

A

defining the future and transition states needed to

address the business need, and the work required is defined both by that need and the scope of the solution space.

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3
Q

The Strategy Analysis knowledge area includes the following tasks:

A

Analyze current state, Define Future State, Assess Risks, Define Change Strategy,

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4
Q

During Strategy Analysis, business analysist change is?

A

define the future state and develop a change strategy to achieve the future state.

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5
Q

During Strategy Analysis, business analysist need is?

A

identify needs within the current state and prioritize needs to determine the desired future state.

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6
Q

During Strategy Analysis, business analysist solution is?

A

define the scope of a solution as part of developing a change strategy.

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7
Q

During Strategy Analysis, business analysist stakeholder is?

A

collaborate with stakeholders to understand the business need and to develop a change strategy and future
state that will meet those needs.

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8
Q

During Strategy Analysis, business analysist value is?

A

examine the potential value of the solution to determine if a change is justified.

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9
Q

During Strategy Analysis, business context is?

A

consider the context of the enterprise in developing a change strategy.

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10
Q

The purpose of Analyze Current State is

A

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.

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11
Q

What are the inputs when analyzing the current state?

A

Elicitation Results, need

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12
Q

Business analysts perform a cultural assessment to

A

• identify if cultural changes are required to better achieve the goals,
• identify whether stakeholders understand the rationale for the current state
of the enterprise and the value delivered by it, and
• ascertain whether the stakeholders view the current state as satisfactory or if change is needed.

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13
Q

Capabilities and processes describe

A

functions, activities, methods and knowledge that differentiate it from others

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14
Q

A capability-centric view

A

innovative solutions that combine existing capabilities to produce a new outcome.

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15
Q

A process-centric view

A

looking for ways to improve the performance of current activities.

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16
Q

Sources of external influence include

A

Industry Structure, Competitors, Customers, Suppliers, Political and Regulatory Environment, Technology, Macroeconomic Factors

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17
Q

What are the guidelines and tools of analyzing the current state?

A

Business Analysis Approach, Enterprise Limitation, Organizational Strategy, Solution Limitation, Solution Performance Goals, Solution Performance Measures, Stakeholder Analysis Results

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18
Q

What are the techniques of analyzing the current state?

A

Benchmarking and Market Analysis, Business Capability Analysis, Business Model Canvas, Business Cases, Concept Modelling, Data Mining, Document Analysis, Financial Analysis, Focus Groups, Functional Decomposition, Interviews, Item Tracking, Lessons Learned, Metrics and Key Performance Indicators (KPIs), Mind Mapping, Observation, Organizational Modelling, Process Analysis, Process Modelling, Risk Analysis and Management, Root Cause Analysis, Scope Modelling, Survey or Questionnaire, SWOT Analysis, Vendor Assessment, workshops

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19
Q

What are the outputs of analyzing the current state?

A

Current State Description, business requirements

20
Q

The purpose of Define Future State

A

to determine the set of necessary conditions

to meet the business need.

21
Q

What is the input for future state?

A

business requirements

22
Q

A common test

for assessing objectives is to ensure that they are SMART:

A
  • Specific: describing something that has an observable outcome,
  • Measurable: tracking and measuring the outcome,
  • Achievable: testing the feasibility of the effort,
  • Relevant: aligning with the enterprise’s vision, mission, and goals, and
  • Time-bounded: defining a time frame that is consistent with the need.
23
Q

While determining the future state, business analysts consider increased or decreased potential value from:

A
  • external opportunities revealed in assessing external influences,
  • unknown strengths of new partners,
  • new technologies or knowledge,
  • potential loss of a competitor in the market, and
  • mandated adoption of a change component.
24
Q

Guidelines and tools of future state?

A

Current state description, Metrics and Key Performance Indicators (KPIs), Organizational Strategy

25
Q

What are the techniques of the future state?

A

Acceptance and Evaluation Criteria, Balanced Scorecard, Benchmarking and Market Analysis, Brainstorming, Business Capability Analysis, Business Cases, Business Model Canvas, Decision Analysis, Decision Modelling, Financial Analysis, Functional Decomposition, Interviews, Lessons Learned, Metrics and Key Performance Indicators (KPIs), Mind Mapping, Organizational Modelling, Process Modelling, Prototyping, Scope Modelling, Survey or Questionnaire, SWOT Analysis, Vendor Assessment, Workshops

26
Q

What are the outputs of future state?

A

Business Objectives, Future State Description, Potential Value

27
Q

The purpose of Assess Risks

A

to understand the undesirable consequences of
internal and external forces on the enterprise during a transition to, or once in, the future state. An understanding of the potential impact of those forces can be used to make a recommendation about a course of action.

28
Q

The risks are analyzed for the:

A
  • possible consequences if the risk occurs,
  • impact of those consequences,
  • likelihood of the risk, and
  • potential time frame when the risk might occur.
29
Q

What are the inputs of assessing risks?

A

Business Objectives, Elicitation Results (confirmed), Influences, Potential Value, Requirements (prioritized),

30
Q

Risks are expressed as

A

conditions that increase the likelihood or severity of a

negative impact to value.

31
Q

three broad ways of describing attitude toward risk:

A

Risk aversion, neutrality, risk-seeking

32
Q

Recommendation after analysis of risks

A

• pursue the benefits of a change regardless of the risk,
• pursue the benefits of a change while investing in reducing risk (likelihood
and/or impact),
• seek out ways to increase the benefits of a change to outweigh the risk,
• identify ways to manage and optimize opportunities, and
• do not pursue the benefits of a change.

33
Q

Guidelines and tools of assessing risks?

A

Business Analysis Approach, Business Policies, Change Strategy, Current State Description, Future State Description, Identified Risks, Stakeholder Engagement Approach

34
Q

Techniques of assessing risks

A

Brainstorming, Business Cases, Decision Analysis, Document Analysis, Financial Analysis,Interviews, Lessons Learned, Mind Mapping, Risk Analysis and Management, Root Cause Analysis, Survey or Questionnaire, Workshops

35
Q

The change strategy clearly describes the nature of the change in terms of:

A
  • context of the change,
  • identified alternative change strategies,
  • justification for why a particular change strategy is the best approach,
  • investment and resources required to work toward the future state,
  • how the enterprise will realize value after the solution is delivered,
  • key stakeholders in the change, and
  • transition states along the way.
36
Q

What are the inputs of change strategy?

A

Current State Description, Future State Description, Risk Analysis Results, Stakeholder Engagement Approach,

37
Q

The solution

A

is the outcome of a change that allows an enterprise to satisfy a need.

38
Q

The solution scope defines

A

the boundaries of the solution, and is described in enough detail to enable stakeholders to understand which new capabilities the change will deliver. the boundaries of the solution, and is described in enough detail to enable stakeholders to understand which new capabilities the change will deliver.

39
Q

the gap analysis

A

identifies the difference between current state and future state capabilities.

40
Q

change strategy

A

strategy is a high-level plan of key activities and events that will be used to transform the enterprise from the current state to the future state.

41
Q

The preferred change strategy should be selected considering:

A
  • organizational readiness to make the change,
  • major costs and investments needed to make the change,
  • timelines to make the change,
  • alignment to the business objectives,
  • timelines for value realization, and
  • opportunity costs of the change strategy.
42
Q

Release planning

A

is concerned with determining which requirements to include in each release, phase, or iteration of the change. There are many factors that guide these decisions, such as the overall budget, deadlines or time constraints, resource constraints, training schedules, and the ability of the business to absorb changes within a defined time
frame.

43
Q

What are the guidelines and tools of change strategy

A

Business Analysis Approach, Design Options, Solution Recommendations

44
Q

What are the techniques of change strategy?

A

Balanced Scorecard, Benchmarking and Market Analysis, Brainstorming, Business Capability Analysis, Business Cases, Business Model Canvas, Decision Analysis, Estimation, Financial Analysis, Focus Groups, Functional Decomposition, Interviews, Lessons Learned, Mind Mapping, Organizational Modelling, Process Modelling, Scope Modelling, SWOT Analysis, Vender assessment, workshops

45
Q

What are the outputs of change strategy?

A

Change Strategy, Solution Scope,

BABOK Version 3 (8 decks)

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