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BABOK Version 3 vs. Version 2 (cont.)Technique10.16 Decision AnalysisSameRenameNewNotesX10.17 Decision Modelling10.18 Document AnalysisX10.19 EstimationX10.20 Financial Analysis10.21 Focus GroupsX10.22 Functional DecompositionX10.23 Glossary10.24 Interface AnalysisX10.25 InterviewsX10.26 Item TrackingXIncludes Decision Tables and Decision Trees,both part of “Decision Analysis” in v2XMoved from Enterprise Analysis in v2XSplit off from v2 Data Dictionary & GlossaryIn v2 were part of “Problem Tracking” and anElement in “Manage Solution Scope &Requirements”X10.27 Lessons LearnedX10.28 Metrics and Key Performance Indicators (KPIs)XDropped “Process” from title10.29 Mind MappingX10.30 Non-Functional Requirements AnalysisX10.31 ObservationX10.32 Organizational ModellingX10.33 PrioritizationXPreviously were techniques in “PrioritizeRequirements” in v210.34 Process AnalysisXIncludes SIPOC and Value Stream Mapping,arguably part of process modeling10.35 Process ModellingX10.36 PrototypingX10.37 ReviewsXFormerly “Structured Walkthrough” in v210.38 Risk Analysis and ManagementXFormerly “Risk Analysis” in v210.39 Roles and Permissions Matrix10.40 Root Cause AnalysisX10.41 Scope ModellingX10.42 Sequence DiagramsX10.43 Stakeholder List, Map, or Personas10.44 State Modelling10.45 Survey or QuestionnaireXXPreviously techniques in “ConductStakeholder Analysis” in v2XPreviously techniques in “ConductStakeholder Analysis” in v2Called “State Diagrams” in v2X Watermark Learning, Inc. All rights reserved worldwide. Unmodified copies allowed.

BABOK Version 3 vs. Version 2 (cont.)TechniqueSame10.46 SWOT AnalysisX10.47 Use Cases and ScenariosX10.48 User StoriesX10.49 Vendor AssessmentX10.50 WorkshopsRenameNewNotesXTable 2: BABOK v2 vs. v3 General Technique DifferencesBABOK Version 3 Technique SummaryAs you can see in the table above, all 34 general techniques from BABOK version 2 remained intact or wererenamed. Again, we could argue the wisdom of keeping all the techniques or the appropriateness of adding some ofthe narrower techniques. Like any Body of Knowledge, there will be tasks and techniques in BABOK Guide v3 thatwill never apply to a particular person’s job or career situation. The challenge becomes that of a) mastering thecontent enough to pass the CBAP or CCBA exam and/or b) deciding whether to use the particular techniques on thejob.Of the 16 “new” techniques, half of them are not actually new. Some have been moved out of task-specifictechniques, such as Business Cases. Some are divisions of other techniques such as Process Analysis, whichhas many similarities to Process Modeling.Table 3 below is our list of the truly new techniques added to BABOK version 3.New Technique10.2 BacklogManagement10.3 BalancedScorecard10.6 BusinessCapability Analysis10.8 Business ModelCanvas10.10 CollaborativeGames10.11 ConceptModelling10.14 Data Mining10.29 Mind MappingBABOK DescriptionUsed to record, track, and prioritize remaining work items.Relates ToUsed to manage performance in any business model, organizational structure, orbusiness process.Provides a framework for scoping and planning by generating a shared understandingof outcomes, identifying alignment with strategy, and providing a scope andprioritization filter.Describes how an enterprise creates, delivers, and captures value for and from itscustomers.Encourage participants in an elicitation activity to collaborate in building a jointunderstanding of a problem or a solution.Organize the business vocabulary needed to consistently and thoroughlycommunicate the knowledge of a domain.Used to improve decision making by finding useful patterns and insights from data.Used to articulate and capture thoughts, ideas, and information.BPM Perspective andProcess AnalysisAgile PerspectiveBPM Perspective andProcess AnalysisBPM Perspective andStrategyFacilitation andWorkshopsGlossaryBI PerspectiveConduct ElicitationTable 3: Truly New Techniques in BABOK Version 3In the next part of this article, we examine the two major additions to BABOK version 3: the BA Core Concept Modeland Business Analysis Perspectives. Watermark Learning, Inc. All rights reserved worldwide. Unmodified copies allowed.

BABOK Version 3 vs. Version 2 (cont.)Part 3: BA Core Concept Model and PerspectivesIn our continuing series on BABOK version 3 vs.version 2, we conclude with the two major additionsmade by IIBA: the BA Core Concept Model (BACCM)and an all-new section containing five perspectives onBusiness Analysis. This article provides a summary ofthe new BACCM, a practical definition of the six coreconcepts, and an example of each. This article alsodescribes the new Perspectives and provides examplesof the common elements in all the Perspectives.framework for all business analysis work, and can beapplied across industries, methodologies, projects, andorganizational cultures. It shows the interrelationshipsamong six core concepts: Needs, Solutions, Changes,Stakeholders, Value, and Contexts. There is no order tothese six concepts that can be read in a variety ofdifferent patterns. Let’s look at each of these sixconcepts and then some of the ways each relates tothe others.BA Core Concept ModelTM (BACCM)Needs refer to business problems that require solvingor opportunities that can be seized. Needs are satisfiedby Solutions.Solutions are the products and services that provideways to take advantage of opportunities and solvebusiness problems. Solutions are developed throughChanges consisting of one or several projects,programs, or initiatives. Examples include installationof commercial software and changes to the currentprocesses, development of a new medical device,creation of a marketing campaign, or implementationof new regulations.Changes are the steps involved in transforming Needsinto Solutions. Note that the word “Change” is used inthe BABOK Guide in lieu of the terms “Project” and“Program.”Stakeholders are individuals or groups that haveNeeds, an interest in the Solution, and/or are affectedby the Changes.Figure 1 above, published by IIBA in the BABOK Guideversion 3.0, shows the BACCM.One of the key changes in the BABOK Guide version3.0 is the introduction of the Business Analysis CoreConcept Model (BACCM). This model defines theValue. Solutions need to provide Value to theorganizations and Stakeholders. If Solutions do notprovide Value, they have not met the Need. Businessanalysis is really all about delivering Value to theorganization.Contexts are all those things that affect and arerelevant to the Changes. This is the environment in Watermark Learning, Inc. All rights reserved worldwide. Unmodified copies allowed.

BABOK Version 3 vs. Version 2 (cont.)which the Solution will be developed and includes suchthings as organizational culture, as well as the cultureof the various countries that might be involved,languages, organizational process assets andenvironmental factors, constraints like weather,seasons, or other things happening at an organizationor within a division or department.Let’s look at an example of these interrelationships.Need. A sponsor is concerned about losing marketshare to a competitor. One of the problems thatcontributes to this loss is the limited informationprovided by the set of Order reports she currentlyreceives. Her Need, then, is the limited Orderinformation inhibiting her ability to make good buyingdecisions.Solution. After some analysis and a business case, thebusiness analyst has recommended commercialbusiness analytics software as a Solution. This is acomplex Solution that will involve multiple projectsaddressing such things as processes, software, andnew technology to name a few.Changes. The Changes to the organization will besignificant. The analysis of the current state anddefinition of the future state done during StrategyAnalysis will need to be refined and expanded. Someof the Changes include designing new processes,purchasing new software, modifying data structures inexisting interfacing applications, capturing new data,building technical ways to transition to the newsoftware, and more.Stakeholders. Stakeholders including buyers,merchandisers, advertising staff, distribution centers,retail store personnel, customer service specialists,several vendors, and many areas in IT will be affectedglobally.Value. This Solution will provide Value to the sponsor,many Stakeholders, and the organization. The businesscase included a cost/benefit analysis which showedthat although the costs were high, the organizationwould start seeing a benefit within a year. Severalsolution performance measures were identified duringSolution Evaluation to help measure the realized value.Contexts. Since this is a complex project with globallydistributed Stakeholders, there are many Contexts thatneed to be considered. Each country’s laws andregulations, the various national cultures, as well asthe different departmental cultures will affect thedevelopment of the Solution. For example andspeaking generally, the distribution staff tends to becasual, the buyers more goal-driven and direct, andthe advertisers more expressive. In addition, one ofthe facilities is in central Europe, which has recentlyexperienced massive flooding. Finally, monsoonseason is approaching India, where some of thetechnical and support staff are located.Understandably not all Solutions and Changes are ascomplex as this one. This example was meant toprovide an understanding of each of these six coreconcepts and how they fit together.PerspectivesThe BABOK Guide Perspectives are focused areas thatneed to be addressed depending on the nature of theproject. Each Perspective provides how businessanalysis work is completed and its uniquecharacteristics on projects with these Perspectives: AgileBusiness IntelligenceInformation TechnologyBusiness ArchitectureBusiness Process Management (BPM)Some projects will have multiple perspectives. Abusiness analytics application, for example, might haveelements from all five perspectives. Watermark Learning, Inc. All rights reserved worldwide. Unmodified copies allowed.

BABOK Version 3 vs. Version 2 (cont.)Each perspective is organized into five sections: Change scope (think project scope) includes suchthings as which areas of the organization areimpacted and will be affected by the approachtaken. For example, the Agile perspective alludesto a constantly changing scope. The BPMperspective contains four typical lifecycle stagesand several methods to outline the scope.Business analysis scope includes the scope of thebusiness analysis work, including which artifacts orwork products will be produced and whichstakeholders will be involved in the change. Forexample, the Agile perspective notes that theamount of rigor applied to documentation, abusiness analysis work product, is dependent onthe nature of the project.Methodologies, approaches, and techniques. EachPerspectives might have some specificmethodologies or approaches that are unique tothat Perspective. Scrum, for example, is an AgileMethodology. Information Technology has its owndevelopment life cycles. As an example of atechnique, Prioritization is listed as a generaltechnique, but in the Agile perspective MoSCoWprioritization is listed as an Agile-specific type ofprioritization. Underlying competencies include those that aremost relevant to each perspective. They do nothave to be unique and might be relevant to otherPerspectives as well. For example, theCommunications and Collaboration technique islisted as an underlying competency in the Agileperspective. Collaboration Games is listed as ageneral technique. Communications Skills is listedas a general underlying competency.Impact on Knowledge Areas shows a mapping ofspecific activities relevant to the Perspective to theBABOK Guide tasks. For example, the AgilePerspective discusses the relationship to theRequirements Life Cycle Knowledge Area, statingthat requirements are defined with increasingdetail and that validation of requirements is doneat the end of each iteration. The BI Perspectivementions overcoming barriers to utilizing newanalytic tools and techniques in SolutionEvaluation.This article has provided a summary of the newBACCM and Perspectives with some examples to helpdecipher these new concepts. The overall series ofarticles gives an in-depth look at the new BABOKversion 3. The new Guide represents a major increasein content and improvement over version 2. Our goalwas to explain the major changes and additions, and tostructure and simplify it.Contact us at info@WatermarkLearning.com if youwould like information on our services to help yourorganization apply BABOK 3 or to prepare for theexams based in it.About Watermark LearningSince 1992 Watermark Learning has provided training that turns the complexity of industrystandards into practical application. Our courses are laser-focused to enhance performance forbusiness analysts, project managers, and process analysts and lead to enduring results inorganizations. Our interactive classes engage students to learn and motivate them to perform. Watermark Learning, Inc. All rights reserved worldwide. Unmodified copies allowed.7301 Ohms Lane, Suite 360Minneapolis, MN 55439( 1) 952-921-0900800-646-9362 (USA only)www.WatermarkLearning.com

Business Analysis Body of Knowledge, the . BABOK Guide. Released in April 2015, the BABOK Guide includes major upgrades, ranging from the BA Core Concept Model (BACCM), to changes to most Knowledge Areas, the addition of 16 new techniques, and the addition of an all-new section containing