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Session 8-Chapter 11 - Perspectives
Session 8-Chapter 11 - Perspectives
2
INTRODUCTION
Perspectives 3
INTRODUCTION – THE 5 PERSPECTIVES
“Perspectives are used within business analysis work to provide
focus to tasks and techniques specific to the context of the
initiative.”
– A Guide to the Business Analysis Body of Knowledge -BABOK
v3
Business Information
Agile
Intelligence
Technolog
y
Business
Business Process
Architecture Management
Perspectives 4
INTRODUCTION – PERSPECTIVE STRUCTURE
• Perspectives help Business Analysts to understand the tasks and
knowledge areas in the BABOK Guide from the standpoint of
the context of the current initiative.
Change Scope
Underlying Competencies
Perspectives 5
11.1 The Agile
Perspectives
INTRODUCTION – THE AGILE PERSPECTIVE
1. Source: www.AgileManifesto.org
• Collaboration
• Adaptive planning with a focus on continuous improvement
• Crystal
• Dynamic Systems Development Method (DSDM)
Scrum Process
Source: Agile Extension to the
BABOK Guide
XP Process
Source: Agile Extension to
the BABOK Guide
Story Mapping
Source: Agile Extension to
the BABOK Guide
Collaboration
Definition
analytic insight.
Knowledge
Action
Executive
Strategic decisions
Level
The specification of
Business Analysis Outcomes
Major
components
Decision
Business Analysis Outcomes
Models Business
Business Process
Analytics
Coverage
requirements
Solution Architecture
Structured
Data
Unstructured
Data
Intelligence solutions.
Monitoring
Collaboration
outputs.
• Explore and evaluate opportunities for additional value
that are enabled by a business intelligence solution.
n
• Analysis of alternatives
• Business rules
• Gap analysis
• Functional decomposition
• Use cases and scenarios and/or user stories as appropriate
• Interface analysis
• Prototypes
• Process analysis, Process models, or State models
• Decision models
• Context models or scope models
• Data models
The Information Technology Perspective 62
11.3.3 METHODOLOGIES
• Organizational approaches for solution development
• Predictive
-> Structured processes which emphasize planning
-> Formal documentation of the processes used for change
Methodologies
• Introduction
• A well-defined business analysis plan integrates into the overall
project plan and provides business analysts with the
opportunity to define and schedule.
• Some organizations may have some standards and processes
to identify analysis tasks and deliverables.
Business Analysis
• Introduction
• It is beneficial to have at least one elicitation session with all
stakeholders to build on their expertise and perspectives.
• Business analysts practicing in an IT environment may utilize
techniques like investigation, simulations, experimentation.
• Information technology changes can be seen as a distraction or
cost by business stakeholders if the change is not perceived as
Elicitation and
Collaboration
is identified.
• Future state description may be process or capability related
and usually includes how current system functionality is
required to change in order to support the future vision and
meet the objectives of both individual stakeholders and the
enterprise.
• Once the aspects of the change scope and desired future state
are understood, business analysts assess uncertainty and risk.
70
11.3 The Business
Architecture Perspective
INTRODUCTION – THE BUSINESS
ARCHITECTURE PERSPECTIVE
Provide
Common
Understan
-ding
Business
architecture
Support
Align to Ongoing
Strategic
Transform
Objectives
-ation
• Value
• Processes
• Organization
• Stakeholders
• Security strategies
• Outcomes
• Business remodeling
Types of Initiatives
• Organizational redesign
• Cost reduction
• Transformation initiatives
• Provide balanced insight into all the architecture elements and their
relationships
• Provide a holistic view of all the specialties within the organisation
• Ability to:
Competencies
Collaboration
planning.
n
Designing
Introduction
Optimizing Modeling
Execution and
Monitoring
should be run.
• Modeling
• Graphical representation of the process that documents the
process as well as comparing current and future state.
• Provides input to requirements and solution design specification as
well as analyzing their potential value.
• Simulation may use quantitative data so that the potential value of
variations on the process can be analyzed and compared.
• Optimizing
• Ongoing repetition or iteration of the previous phases.
• May be a source of requirements and solution design definitions
that comes directly from stakeholders and the user community.
• Demonstrates the value of a suggested solution modification and
justifies process and product improvement initiatives.
• Generic organization
• Specific industry
• Professional area, or
• Type of value stream
• Effectiveness
• Efficiency
• Adaptability
• Quality
• Increase in quality
• Increase in productivity
• Emerging competition
• Risk management
• Compliance initiatives
• Standardization initiatives
• Increased agility
• Future/target (to-be)
• Business rules
• Business decisions
• Six Sigma
• Continuous improvement methodology that focuses on the
elimination of variations in the outcome of a process.
business process.
• Continuous improvement methods focus on the
performance measures to determine the strategy.
• The change strategy will involve the identification of
possible process changes.
• Organizational structure
Requirements
Definition