Flash Cards BABOK CBAP
1
Q
ACCEPTANCE CRITERIA
A
criteria associated with requirements, products, or the delivery cycle that must be met in order to achieve stakeholder acceptance.
2
Q
ACTOR
A
a human, device, or system that plays some specified role in interacting with a solution.
3
Q
ADAPTIVE APPROACH
A
an approach where the solution evolves based on a cycle of learning and discovery, with feedback loops which encourage making decisions as late as possible.
4
Q
ARCHITECTURE
A
the design, structure, and behavior of the current and future states of a structure in terms of its components, and the interaction between those components.
5
Q
ARTIFACT
A
any solution-relevant object that is created as part of business analysis efforts.
6
Q
ASSUMPTION
A
an influencing factor that is believed to be true but has not been confirmed to be accurate, or that could be true now but may not be in the future.
7
Q
BEHAVIORAL BUSINESS RULE
A
a business rule that places an obligation (or prohibition) on conduct, action, practice, or procedure; a business rule whose purpose it is to shape (govern) day-to-day business activity. Also known as operative rule.
8
Q
BENCHMARKING
A
a comparison of a decision, process, service, or system’s cost, time, quality, or other metrics to those of leading peers to identify opportunities for improvement.
9
Q
BODY OF KNOWLEDGE
A
the aggregated knowledge and generally accepted practices on a topic.
10
Q
BRAINSTORMING
A
a team activity that seeks to produce a broad or diverse set of options through the rapid and uncritical generation of ideas.
11
Q
BUSINESS
A
an economic system where any commercial, industrial, or professional activity is performed for profit.
12
Q
BUSINESS ANALYSIS
A
The practice of enabling change in the context of an enterprise by defining needs and recommending solutions that deliver value to stakeholders.
13
Q
EVOLUTIONARY PROTOTYPE
A
A prototype that is continuously modified and updated in response to feedback from stakeholders.
14
Q
BUSINESS ANALYSIS APPROACH
A
The set of processes, rules, guidelines, heuristics, and activities that are used to perform business analysis in a specific context.
15
Q
BUSINESS ANALYSIS COMMUNICATION PLAN
A
A description of the types of communication the business analyst will perform during business analysis, the recipients of those communications, and the form and frequency of those communications.
16
Q
BUSINESS ANALYSIS EFFORT
A
The scope of activities a business analyst is engaged in during the life cycle of an initiative.
17
Q
BUSINESS ANALYSIS INFORMATION
A
Any kind of information at any level of detail that is used as an input to business analysis work, or as an output of business analysis work.
18
Q
BUSINESS ANALYSIS PACKAGE
A
A document, presentation, or other collection of text, matrices, diagrams and models, representing business analysis information.
19
Q
BUSINESS ANALYSIS PLAN
A
A description of the planned activities the business analyst will execute in order to perform the business analysis work involved in a specific initiative.
20
Q
BUSINESS ANALYST
A
Any person who performs business analysis, no matter their job title or organizational role.
21
Q
BUSINESS ARCHITECTURE
A
The design, structure, and behaviour of the current and future states of an enterprise to provide a common understanding of the organization. It is used to align the enterprise’s strategic objectives and tactical demands.
22
Q
BUSINESS CASE
A
A justification for a course of action based on the benefits to be realized by using the proposed solution, as compared to the cost, effort, and other considerations to acquire and live with that solution.
23
Q
BUSINESS DECISION
A
A decision that can be made based on strategy, executive judgment, consensus, and business rules, and that is generally made in response to events or at defined points in a business process.
24
Q
BUSINESS GOAL
A
A state or condition that an organization is seeking to establish and maintain, usually expressed qualitatively rather than quantitatively.
25
BUSINESS NEED
A problem or opportunity of strategic or tactical importance to be addressed.
26
BUSINESS OBJECTIVE
An objective, measurable result to indicate that a business goal has been achieved.
27
BUSINESS POLICY
A non-practicable directive that controls and influences the actions of an enterprise.
28
BUSINESS PROBLEM
An issue of strategic or tactical importance preventing an enterprise or organization from achieving its goals.
29
BUSINESS PROCESS MANAGEMENT (BPM)
A management discipline that determines how manual and automated processes are created, modified, cancelled, and governed.
30
BUSINESS PROCESS RE-ENGINEERING
Rethinking and redesigning business processes to generate improvements in performance measures.
31
BUSINESS PROCESS
An end-to-end set of activities which collectively responds to an event, and transforms information, materials, and other resources into outputs that deliver value directly to the customers of the process. It may be internal to an organization, or it may span several organizations.
32
BUSINESS REQUIREMENT
A representation of goals, objectives and outcomes that describe why a change has been initiated and how success will be assessed.
33
BUSINESS RULE
A specific, practicable, testable directive that is under the control of the business and that serves as a criterion for guiding behaviour, shaping judgments, or making decisions.
34
CAPABILITY
The set of activities the enterprise performs, the knowledge it has, the products and services it provides, the functions it supports, and the methods it uses to make decisions.
35
CHANGE AGENT
One who is a catalyst for change.
36
CHANGE CONTROL
Controlling changes to requirements and designs so that the impact of requested changes is understood and agreed-to before the changes are made.
37
CHANGE MANAGEMENT
Planned activities, tools, and techniques to address the human side of change during a change initiative, primarily addressing the needs of the people who will be most affected by the change.
38
CHANGE STRATEGY
A plan to move from the current state to the future state to achieve the desired business objectives.
39
CHANGE TEAM
A cross-functional group of individuals who are mandated to implement a change. This group may be comprised of product owners, business analysts, developers, project managers, implementation subject matter experts (SMEs), or any other individual with the relevant set of skills and competencies required to implement the change.
40
CHANGE
The act of transformation in response to a need.
41
CHECKLIST (BUSINESS ANALYSIS)
A standard set of quality elements that reviewers use for requirements verification.
42
COLLABORATION
The act of two or more people working together towards a common goal.
43
COMMERCIAL OFF-THE-SHELF (COTS)
A prepackaged solution available in the marketplace which address all or most of the common needs of a large group of buyers of those solutions. A commercial off-the-shelf solution may require some configuration to meet the specific needs of the enterprise.
44
COMPETITIVE ANALYSIS
A structured assessment which captures the key characteristics of an industry to predict the long-term profitability prospects and to determine the practices of the most significant competitors.
45
COMPONENT
A uniquely identifiable element of a larger whole that fulfills a clear function.
46
CONCEPT MODEL
An analysis model that develops the meaning of core concepts for a problem domain, defines their collective structure, and specifies the appropriate vocabulary needed to communicate about it consistently.
47
CONSTRAINT (BUSINESS ANALYSIS)
An influencing factor that cannot be changed, and that places a limit or restriction on a possible solution or solution option.
48
CONTEXT
The circumstances that influence, are influenced by, and provide understanding of the change.
49
CORE CONCEPT (BUSINESS ANALYSIS)
One of six ideas that are fundamental to the practice of business analysis: Change, Need, Solution, Context, Stakeholder, and Value.
50
COST-BENEFIT ANALYSIS
An analysis which compares and quantifies the financial and non-financial costs of making a change or implementing a solution compared to the benefits gained.
51
CREATE, READ, UPDATE, AND DELETE MATRIX (CRUD MATRIX)
A two-dimensional matrix showing which user roles have permission to access specific information entities, and to create new records in those entities, view the data in existing records, update or modify the data in existing records, or delete existing records. The same type of matrix can be used to show which processes, instead of users, have the create, read, update and delete rights.
52
CUSTOMER
A stakeholder who 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.
53
DECISION ANALYSIS
An approach to decision making that examines and models the possible consequences of different decisions, and assists in making an optimal decision under conditions of uncertainty.
54
DECOMPOSITION
A technique that subdivides a problem into its component parts in order to facilitate analysis and understanding of those components.
55
DEFECT
A deficiency in a product or service that reduces its quality or varies from a desired attribute, state, or functionality.
56
DEFINITIONAL BUSINESS RULE
A rule that indicates something is necessarily true (or untrue); a rule that is intended as a definitional criterion for concepts, knowledge, or information. Also known as a structural rule.
57
DELIVERABLE
Any unique and verifiable work product or service that a party has agreed to deliver.
58
DESIGN
A usable representation of a solution.
59
DOCUMENT ANALYSIS (BUSINESS ANALYSIS)
An examination of the documentation of an existing system in order to elicit requirements.
60
DOMAIN SUBJECT MATTER EXPERT
A stakeholder with in-depth knowledge of a topic relevant to the business need or solution scope.
61
DOMAIN
The sphere of knowledge that defines a set of common requirements, terminology, and functionality for any program or initiative solving a problem.
62
DYNAMIC SYSTEMS DEVELOPMENT METHOD (DSDM)
A project delivery framework which focuses on fixing cost, quality, and time at the beginning while contingency is managed by varying the features to be delivered.
63
ELICITATION
Iterative derivation and extraction of information from stakeholders or other sources.
64
END USER
A stakeholder who directly interacts with the solution.
65
ENTERPRISE ARCHITECTURE
A description of the business processes, information technology, people, operations, information, and projects of an enterprise and the relationships between them.
66
ENTERPRISE READINESS ASSESSMENT
An assessment that describes the enterprise is prepared to accept the change associated with a solution and is able to use it effectively.
67
ENTERPRISE
A system of one or more organizations and the solutions they use to pursue a shared set of common goals.
68
ENTITY-RELATIONSHIP DIAGRAM
A graphical representation of the entities relevant to a chosen problem domain and the relationships between them.
69
ESTIMATE
A quantitative assessment of a planned outcome, resource requirements, and schedule where uncertainties and unknowns are systematically factored into the assessment.
70
EVALUATION
The systematic and objective assessment of a solution to determine its status and efficacy in meeting objectives over time, and to identify ways to improve the solution to better meet objectives.
71
EVENT (BUSINESS ANALYSIS)
An occurrence or incident to which an organizational unit, system, or process must respond.
72
EXPERIMENT
Elicitation performed in a controlled manner to make a discovery, test a hypothesis, or demonstrate a known fact.
73
EXTERNAL INTERFACE
An interaction that is outside the proposed solution. It can be another hardware system, software system, or a human interaction with which the proposed solution will interact.
74
FACILITATION
The art of leading and encouraging people through systematic efforts toward agreed-upon objectives in a manner that enhances involvement, collaboration, productivity, and synergy.
75
FEASIBILITY STUDY
An evaluation of proposed alternatives to determine if they are technically, organizationally, and economically possible within the constraints of the enterprise, and whether they will deliver the desired benefits to the enterprise.
76
FEATURE
A distinguishing characteristic of a solution that implements a cohesive set of requirements and which delivers value for a set of stakeholders.
77
FISHBONE DIAGRAM
A diagramming technique used in root cause analysis to identify underlying causes of an observed problem, and the relationships that exist between those causes. Also known as an Ishikawa or cause-andeffect diagram.
78
FOCUS GROUP
A group formed to to elicit ideas and attitudes about a specific product, service, or opportunity in an interactive group environment. The participants share their impressions, preferences, and needs, guided by a moderator.
79
FORCE FIELD ANALYSIS
A graphical method for depicting the forces that support and oppose a change. Involves identifying the forces, depicting them on opposite sides of a line (supporting and opposing forces) and then estimating the strength of each set of forces.
80
FUNCTIONAL REQUIREMENT
A capability that a solution must have in terms of the behaviour and information the solution will manage.
81
GAP ANALYSIS
A comparison of the current state and desired future state of an enterprise in order to identify differences that need to be addressed.
82
GOVERNANCE PROCESS (CHANGE)
A process by which appropriate decision makers use relevant information to make decisions regarding a change or solution, including the means for obtaining approvals and priorities.
83
GUIDELINE (BUSINESS ANALYSIS)
An instruction or description on why or how to undertake a task.
84
HORIZONTAL PROTOTYPE
A prototype that is used to explore requirements and designs at one level of a proposed solution, such as the customer-facing view or the interface to another organization.
85
IMPACT ANALYSIS
An assessment of the effects a proposed change will have on a stakeholder or stakeholder group, project, or system.
86
IMPLEMENTATION SUBJECT MATTER EXPERT
A stakeholder who has specialized knowledge regarding the implementation of one or more solution components.
87
INDICATOR
A specific numerical measurement that indicates progress toward achieving an impact, output, activity, or input.
88
INITIATIVE
A specific project, program, or action taken to solve some business problem(s) or achieve some specific change objective(s).
89
INPUT (BUSINESS ANALYSIS)
Information consumed or transformed to produce an output. An input is the information necessary for a task to begin.
90
INSPECTION
A formal review of a work product by qualified individuals that follows a predefined process, and uses predefined criteria, for defect identification and removal.
91
INTERFACE
A shared boundary between any two persons and/or systems through which information is communicated.
92
INTEROPERABILITY
Ability of systems to communicate by exchanging data or services.
93
INTERVIEW
Eliciting information from a person or group of people in an informal or formal setting by asking relevant questions and recording the responses.
94
ITERATION (BUSINESS ANALYSIS)
A single instance of progressive cycles of analysis, development, testing, or execution.
95
KNOWLEDGE AREA (BUSINESS ANALYSIS)
An area of expertise that includes several specific business analysis tasks.
96
LESSONS LEARNED PROCESS
A process improvement technique used to learn about and improve on a process or project. A lessons learned session involves a special meeting in which the team explores what worked, what didn't work, what could be learned from the just-completed iteration, and how to adapt processes and techniques before continuing or starting anew.
97
LIFE CYCLE
A series of changes an item or object undergoes from inception to retirement
98
MATRIX
A textual form of modelling used to represent information that can be categorized, cross-referenced, and represented in a table format.
99
METADATA
A description of data to help understand how to use that data, either in terms of the structure and specification of the data, or the description of a specific instance of an object.
100
METHODOLOGY
A body of methods, techniques, procedures, working concepts, and rules used to solve a problem
101
METRIC
A quantifiable level of an indicator measured at a specified point in time.
102
MISSION STATEMENT
A formal declaration of values and goals that expresses the core purpose of the enterprise.
103
MODEL
A representation and simplification of reality developed to convey information to a specific audience to support analysis, communication, and understanding.
104
MONITORING
Collecting data on a continuous basis from a solution in order to determine how well a solution is implemented compared to expected results.
105
NEED
A problem or opportunity to be addressed.
106
NON-FUNCTIONAL REQUIREMENT
A type of requirement that describes the performance or quality attributes a solution must meet. Non-functional requirements are usually measurable and act as constraints on the design of a solution as a whole.
107
OBSERVATION (BUSINESS ANALYSIS)
Studying and analyzing one or more stakeholders in their work environment in order to elicit requirements.
108
ONLINE ANALYTICAL PROCESSING (OLAP)
A business intelligence approach that allows users to analyze large amounts of data from different points of view.
109
OPERATIONAL SUPPORT
A stakeholder who is responsible for the day-to-day management and maintenance of a system or product.
110
ORGANIZATION MODELLING
The analysis technique used to describe roles, responsibilities and reporting structures that exist within an enterprise.
111
ORGANIZATION
An autonomous group of people under the management of a single individual or board, that works towards common goals and objectives.
112
ORGANIZATIONAL CAPABILITY
A function inside the enterprise, made up of components such as processes, technologies, and information and used by organizations to achieve their goals.
113
ORGANIZATIONAL UNIT
Any recognized association of people within an organization or enterprise.
114
PEER REVIEW
A formal or informal review of a work product to identify errors or opportunities for improvement.
115
PLAN
A detailed scheme for doing or achieving something usually comprising a set of events, dependencies, expected sequence, schedule, results or outcomes, materials and resources needed, and how stakeholders need to be involved.
116
PREDICTIVE APPROACH
An approach where planning and baselines are established early in the life cycle of the initiative in order to maximize control and minimize risk.
117
PRIORITIZATION
Determining the relative importance of a set of items in order to determine the order in which they will be addressed.
118
PROCESS MODEL
A set of diagrams and supporting information about a process and factors that could influence the process. Some process models are used to simulate the performance of the process.
119
PROCESS
A set of activities designed to accomplish a specific objective by taking one or more defined inputs and turning them into defined outputs.
120
PRODUCT (BUSINESS ANALYSIS)
A solution or component of a solution that is the result of an initiative.
121
PRODUCT BACKLOG
A set of user stories, requirements, or features that have been identified as candidates for potential implementation, prioritized, and estimated.
122
PRODUCT VISION STATEMENT
A brief statement or paragraph that describes the goals of the solution and how it supports the strategy of the organization or enterprise.
123
PROJECT MANAGER
A stakeholder who is 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 constraints, including scope, budget, schedule, resources, quality, and risk.
124
PROJECT SCOPE
The work that must be performed to deliver a product, service, or result with the specified features and functions.
125
PROJECT
A temporary endeavour undertaken to create a unique product, service, or result.
126
PROOF OF CONCEPT
A model created to validate the design of a solution without modelling the appearance, materials used in the creation of work, or processes and workflows ultimately used by the stakeholders.
127
PROTOTYPE
A partial or simulated approximation of the solution for the purpose of eliciting or verifying requirements with stakeholders.
128
QUALITY ASSURANCE
A set of activities performed to ensure that a process will deliver products that meet an appropriate level of quality.
129
QUALITY ATTRIBUTES
A set of measures used to judge the overall quality of a system.
130
QUALITY
The degree to which a set of inherent characteristics fulfills needs.
131
QUESTIONNAIRE
A set of defined questions, with a choice of answers, used to collect information from respondents.
132
REGULATOR
A stakeholder from outside the organization who is responsible for the definition and enforcement of standards.
133
REPOSITORY
A real or virtual facility where all information on a specific topic is stored and is available for retrieval.
134
REQUEST FOR INFORMATION (RFI)
A formal elicitation method intended to collect information regarding a vendor's capabilities or any other information relevant to a potential upcoming procurement.
135
REQUEST FOR PROPOSAL (RFP)
A requirements document issued when an organization is seeking a formal proposal from vendors. An RFP typically requires that the proposals be submitted following a specific process and using sealed bids which will be evaluated against a formal evaluation methodology.
136
REQUEST FOR QUOTE (RFQ)
A procurement method of soliciting price and solution options from vendors.
137
REQUEST FOR TENDER (RFT)
An open invitation to vendors to submit a proposal for goods or services.
138
REQUIREMENT
A usable representation of a need.
139
REQUIREMENTS ALLOCATION
The process of assigning requirements to be implemented by specific solution components.
140
REQUIREMENTS ARCHITECTURE
The requirements of an initiative and the interrelationships between these requirements.
141
REQUIREMENTS ARTIFACT
A business analysis artifact containing information about requirements such as a diagram, matrix, document or model.
142
REQUIREMENTS ATTRIBUTE
A characteristic or property of a requirement used to assist with requirements management.
143
REQUIREMENTS DEFECT
A problem or error in a requirement. Defects may occur because a requirement is poor quality or because it does not describe a need that, if met, would provide value to stakeholders.
144
REQUIREMENTS LIFE CYCLE
The stages through which a requirement progresses from inception to retirement.
145
REQUIREMENTS MANAGEMENT PLAN
A subset of the business analysis plan for a specific change initiative, describing specific tools, activities, and roles and responsibilities that will be used on the initiative to manage the requirements.
146
REQUIREMENTS MANAGEMENT TOOL
Special-purpose software that provides support for any combination of the following capabilities: elicitation and collaboration, requirements modelling and/or specification, requirements traceability, versioning and baselining, attribute definition for tracking and monitoring, document generation, and requirements change control.
147
REQUIREMENTS MANAGEMENT
Planning, executing, monitoring, and controlling any or all of the work associated with requirements elicitation and collaboration, requirements analysis and design, and requirements life cycle management.
148
REQUIREMENTS MODEL
An abstract (usually graphical) representation of some aspect of the current or future state.
149
REQUIREMENTS PACKAGE
A specialized form of a business analysis package primarily concerned with requirements. A requirements package may represent a baseline of a collection of requirements.
150
REQUIREMENTS TRACEABILITY
The ability for tracking the relationships between sets of requirements and designs from the original stakeholder need to the actual implemented solution. Traceability supports change control by ensuring that the source of a requirement or design can be identified and other related requirements and designs potentially affected by a change are known.
151
REQUIREMENTS VALIDATION
Work done to evaluate requirements to ensure they support the delivery of the expected benefits and are within the solution scope.
152
REQUIREMENTS VERIFICATION
Work done to evaluate requirements to ensure they are defined correctly and are at an acceptable level of quality. It ensures the requirements are sufficiently defined and structured so that the solution development team can use them in the design, development, and implementation of the solution.
153
REQUIREMENTS WORKSHOP
A structured meeting in which a carefully selected group of stakeholders collaborate to define and/or refine requirements under the guidance of a skilled neutral facilitator.
154
RESIDUAL RISK
The risk remaining after action has been taken or plans have been put in place to deal with the original risk.
155
RESPONSIBLE, ACCOUNTABLE, CONSULTED, AND INFORMED MATRIX (RACI MATRIX)
A tool used to identify the responsibilities of roles or team members and the activities or deliverables in which they will participate, by being responsible (doing the work), accountable (approving the results), consulted (providing input) or informed of the completed item after it has been completed.
156
RETURN ON INVESTMENT (ROI) (BUSINESS ANALYSIS)
A measure of the profitability of a project or investment.
157
RFI
request for information.
158
RFP
request for proposal.
159
RFQ
request for quote.
160
RFT
request for tender.
161
RISK (BUSINESS ANALYSIS)
The effect of uncertainty on the value of a change, a solution, or the enterprise.
162
RISK ASSESSMENT
Identifying, analyzing and evaluating risks.
163
ROOT CAUSE ANALYSIS
A structured examination of an identified problem to understand the underlying causes.
164
ROOT CAUSE
The cause of a problem having no deeper cause, usually one of several possible causes.
165
SCOPE MODEL
A model that defines the boundaries of a business domain or solution.
166
SCOPE
The boundaries of control, change, a solution, or a need.
167
SECONDARY ACTOR
An actor external to the system under design that supports the execution of a use case.
168
SEQUENCE DIAGRAM
A type of diagram that shows objects participating in interactions and the messages exchanged between them.
169
SERVICE (BUSINESS ANALYSIS)
The performance of any duties or work for a stakeholder, from the perspective of the stakeholder.
170
SOLUTION COMPONENT
A sub-part of a solution that can be people, infrastructure, hardware, software, equipment, facilities, and process assets or any combination of these sub-parts.
171
SOLUTION LIFE CYCLE
The stages through which a solution progresses from inception to retirement.
172
SOLUTION OPTION
One possible way to satisfy one or more needs in a context.
173
SOLUTION REQUIREMENT
A capability or quality of a solution that meets the stakeholder requirements. Solution requirements can be divided into two sub-categories: functional requirements and non-functional requirements or quality of service requirements.
174
SOLUTION SCOPE
The set of capabilities a solution must deliver in order to meet the business need.
175
SOLUTION
A specific way of satisfying one or more needs in a context.
176
SPONSOR
A stakeholder who is 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.
177
STAKEHOLDER ANALYSIS
Identifying and analyzing the stakeholders who may be impacted by the change and assess their impact, participation, and needs throughout the business analysis activities.
178
STAKEHOLDER LIST
A catalogue of the stakeholders affected by a change, business need, or proposed solution, and a description of their attributes and characteristics related to their involvement in the initiative.
179
STAKEHOLDER PROXY (BUSINESS ANALYST)
The role a business analyst takes when representing the needs of a stakeholder or stakeholder group.
180
STAKEHOLDER REQUIREMENT
A description of the needs of a particular stakeholder or class of stakeholders that must be met in order to achieve the business requirements. They may serve as a bridge between business requirements and the various categories of solution requirements.
181
STAKEHOLDER
A group or individual with a relationship to the change, the need, or the solution.
182
STATE DIAGRAM
An analysis model showing the life cycle of a data entity or class. stated requirement: A requirement articulated by a stakeholder that has not been analyzed, verified, or validated.
183
STATEMENT OF WORK (SOW)
A written description of the services or tasks that are required to be performed.
184
STRATEGY
A description of the chosen approach to apply the capabilities of an enterprise in order to reach a desired set of goals or objectives.
185
STRENGTHS, WEAKNESSES, OPPORTUNITIES, AND THREATS ANALYSIS (SWOT)
An analysis model used to understand influencing factors and how they may affect an initiative. Also known as SWOT analysis.
186
SUPPLIER
A stakeholder outside the boundary of a given organization or organizational unit who provides products or services to the organization and may have contractual or moral rights and obligations that must be considered.
187
SUPPLIERS, INPUTS, PROCESS, OUTPUTS, AND CUSTOMERS (SIPOC)
A tool used to describe relevant high-level elements of a process. May be used in conjunction with process mapping and 'in/out of scope' tools, to provide additional detail.
188
SURVEY
Collecting and measuring the opinions or experiences of a group of people through a series of questions.
189
SWIMLANE
A horizontal or vertical section of a process diagram that shows which activities are performed by a particular actor or role.
190
SYSTEM
A set of interdependent components that interact in various ways to produce a set of desired outcomes.
191
TASK (BUSINESS ANALYSIS)
A discrete piece of work that may be performed formally or informally as part of business analysis.
192
TECHNIQUE
A manner, method, or style for conducting a business analysis task or for shaping its output.
193
TEMPORAL EVENT
An event based on time that can trigger the initiation of a process, evaluation of business rules, or some other response.
194
TESTER
An individual responsible for determining how to verify that the solution meets the requirements defined by the business analyst, and conducting the verification process.
195
THROW-AWAY PROTOTYPE
A prototype used to quickly uncover and clarify requirements or designs using simple tools, sometimes just paper and pencil. It is intended to be discarded when the final system has been developed.
196
TIME-BOX
An agreed-upon period of time in which an activity is conducted or a defined deliverable is intended to be produced.
197
TRANSITION REQUIREMENT
A requirement that describes the capabilities 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.
198
USE CASE DIAGRAM
A type of diagram defined by UML® that captures all actors and use cases involved with a system or product.
199
USE CASE
A description of the observable interaction between an actor (or actors) and a solution that occurs when the actor uses the system to accomplish a specific goal.
200
USER ACCEPTANCE TEST (UAT)
Assessing whether the delivered solution meets the needs of the stakeholder group that will be using the solution. The assessment is validated against identified acceptance criteria.
201
USER STORY
A small, concise statement of functionality or quality needed to deliver value to a specific stakeholder.
202
VALIDATED REQUIREMENT
A requirement that has been reviewed and is determined to support the delivery of the expected benefits, and is within the solution scope.
203
VALIDATION (BUSINESS ANALYSIS)
The process of checking that a deliverable is suitable for its intended use.
204
VALUE (BUSINESS ANALYSIS)
The worth, importance, or usefulness of something to a stakeholder in a context.
205
VALUE STREAM MAPPING
A complete, fact-based, time-series representation of the stream of activities required to deliver a product or service.
206
VERIFICATION (BUSINESS ANALYSIS)
The process of determining that a deliverable or artifact meets an acceptable standard of quality.
207
VERIFIED REQUIREMENT
A requirement that has been reviewed and is determined to be defined correctly, adheres to standards or guidelines, and is at an acceptable level of detail.
208
VERTICAL PROTOTYPE
A prototype that is used to drill down into a proposed solution to uncover requirement and design considerations through multiple layers of a solution that are not easily understood or that are not discernible on the surface. It may include interaction between several solution components.
209
VIEWPOINT
A set of conventions that define how requirements will be represented, how these representations will be organized, and how they will be related.
210
WALKTHROUGH
A review in which participants step through an artifact or set of artifacts with the intention of validating the requirements or designs, and to identify requirements or design errors, inconsistencies, omissions, inaccuracies, or conflicts.
211
WORK BREAKDOWN STRUCTURE (WBS)
A deliverable-oriented hierarchical decomposition of the work to be executed to accomplish objectives and create the required deliverables. It organizes and defines the total scope of the project.
212
WORK PRODUCT (BUSINESS ANALYSIS)
A document or collection of notes or diagrams used by the business analyst during the requirements development process.
213
WORKSHOP
A facilitated and focused event attended by key stakeholders for the purpose of achieving a defined goal.
214
G- GOVERNANCE - THEME
We plan for business analysis governance in Business Analysis Planning and Monitoring, such as how we are going to prioritize and approve requirements, but we actually do the prioritizing and approving in Requirements Life Cycle Management.
215
I- INITIATIVES, NOT PROJECTS - THEME
The only place int he main body of the BABOK that mentions a project is in the list of stakeholders at the end of each chapter when covering what project managers do - they manage projects. for the most part, the BABOK refers to initiatives or efforts, not projects.
216
P- PLAN VS. MEASURE WHEN ASSESSING THE PERFORMANCE OF THE BA EFFORT - THEME
Since there are no plans that are output from any of the planning tasks, assessing the performance may not include looking at the planned vs. actual as documented in a particular plan, but rather as agreed to by stakeholders.
217
A- APPROACHES, NOT PLANS - THEME
Although we plan the business analysis effort, we do not work from plans. we develop approaches, such as an approach to how we will handle all the business analysis information, rather than having an output called a business analysis information management plan.
218
I - INCORPORATE KEY CONCEPTS - THEME
The BABOK has six main concepts known as the Business Analysis Core Concept Model , Further explained in Chapter 2. These concepts are interwoven thought each knowledge area and are likely to appear on mainly exam questions.
219
- D - DESIGN - THEME
The BABOK Refers to both requirements and designs thought the guide. Requirements are pieces of the need and designs are pieces of the solution. S set of requirements describes the need. A set of designs describes the solution.
220
C - CHANGES VS. SOLUTIONS - THEME
Many times the two core concepts are used interchangeably, but the BABOK views changes as the transformation from a current to the future state. A solution is what is delivered to solve a business need.
221
U - UNDERSTANDING STAKEHOLDERS - THEME
Defining good requirements requires us to understand our stakeholders and adjust to their needs for instance, the choice of tools or techniques may need to be modified based on the stakeholders involved. We also need to define strategies to deal with conflict and ensure collaboration.
222
B - BE FLEXIBLE AND ADAPTABLE - THEME
A related theme is to be flexible and adaptable to the audience (such as for elicitation, presentations, reporting, etc.) Remember, there is no "correct" answer when dealing with people and no one way to do business analysis work.
223
I - INFORMATION MANAGEMENT VS. COMMUNICATION - THEME
Managing the business analysis information is different from documenting requirements and communicating with stakeholders. it is about what to do with the information after it has been elicited from steamrollers or obtained from their sources. Planning how to organize requirements, trace requirements and their attributes, plan fro requirements reuse, store, and access the information happens as part of plan business analysis information management.
224
C - CONCISER THE APPROACH - THEME
Conciser the approach being used (e.g., Agile/Adaptive or Waterfall/Predictive) when making decisions about things like tasks, techniques, or risk.
225
PLEASE
Abbreviations of the Knowledge Areas in the BABOK: BAPM, RLCM, EC, RADD, SA, SE
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BSFNT
Business, Stakeholder, Functional, Non-functional, and Transition Requirements
227
PS, LES
Physiological, Safety, Love & Belonging, Esteem, and Self-Actualization
228
ASACMP
Plan BA Approach; Conduct Stakeholder Analysis; Plan BA Activities; Plan BA Communication; Plan Requirements Management Process; Manage BA Performance
229
RACI
Responsible, Accountable, Consult with, and Inform
230
CARA’S SOUPS
Complexity, Absolute Reference, Risks, Author, Source, Status, Ownership, Urgency, Priority, Stability.
231
MATA
Mitigate, Accept, Transfer, Avoid
232
PC/DC
Prepare for Elicitation, Conduct Elicitation Activity,
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DIP OF RIBS
Document Analysis, Interviews, Prototyping, Observation, Focus Groups, Reqs Workshops, Interface Analysis, Brainstorming, Survey/Questionnaire
234
STRPC
Manage Solution Scope & Reqs, Manage Reqs Traceability, Maintain Reqs for Re-Use, Prepare Reqs Package, Communicate Requirements
235
POI BARS
Purpose of the deliverable, Objectives of the review, Introductions, Background, Agreement, Review, Status
236
NGASC
Define business Need, Determine Gap in capabilities, Determine solution Approach, Define solution Scope, Develop business Case.
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SMART
Specific, Measurable, Achievable, Relevant, Time-bounded
238
POLDAT
Process, Organization, Location, Data, Applications, Technology
239
BC RAMP
Benefit identification, Cost identification, Risk Assessment for solution, Measurement Process for Benefits & Costs
240
POMA V V
Prioritize Reqs, Organize Reqs, Specify and Model Reqs, Define Assumptions & Constraints, Verify Reqs, Validate Requirements
241
PUREE
Processes, User Classes/Profiles/ Roles, Rules, Entities and Relationships, Events
242
CCCC MUFT
Cohesive Modifiable
243
PERM COST
Performance Efficiency
244
CHANGE-CORE CONCEPT
a controlled transformation of an organization
245
NEED-CORE CONCEPT
a problem, opportunity or constraint with potential value to a stakeholder
246
SOLUTION-CORE CONCEPT
a specific way of satisfying a need in a context
247
VALUE-CORE CONCEPT
the importance of something to a stakeholder in a context
248
STAKEHOLDER-CORE CONCEPT
a group or individual with a relationship to the change or the solution
249
CONTEXT-CORE CONCEPT
the part of the environment that encompasses the change
