BABOK Guide v3:

The Essential Standard for

Business Analysis
A Guide to the Business Analysis Body of
Knowledge (BABOK Guide) v3

The only globally recognized standard for the

practice of business analysis

Essential resource as it defines the skills and

knowledge required by business analysis
professionals

BABOK Guide reflects the collective

knowledge of the global business analysis
community

Access to a free downloadable copy of BABOK

Guide v3 is one of the many benefits of
membership 2
BABOK Guide

Core product for IIBAserves as basis for almost everything else,

including certification, competency model, etc.

Globally accepted standard for business analysis

Development began in 2004
First Major Release was v1.6 in 2006
Updated to v2 in 2009
Work began on V3 in May 2011

Provides a consensus-based description of business analysis

V2 available in English, French, Portuguese, Spanish, Japanese, and

German

V2 definitive work on business analysis in projects 3

Major Changes

1. The BA Core Concept model (BACCM)

2. Requirements and Designs

3. The Perspectives

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Content Changes

4. Reorganisation of KAs and tasks

5. Changes in Underlying Competencies

6. New techniques

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Major Changes

1. Business Analysis Core Concept Model

(BACCM)
Definition of Business Analysis

Business analysis is the practice of enabling change in an

enterprise by defining needs and recommending solutions that
deliver value to stakeholders.

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Core Concepts and Unified Terminology

BACCM
Uniting a community of
practitioners requires
common terminology
6 core concepts kept
recurring

Relevant from
enterprise strategy to
tactical implementation
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Copyright IIBA
Core Concepts
Concept Description
Change The act of transformation in response to a need.
Need A problem or opportunity to be addressed.
Solution A specific way of satisfying one or more needs in a context.
Stakeholder A group or individual with a relationship to the change, the
need, or the solution
Value The worth, importance, or usefulness of something to a
stakeholder within a context.
Context The circumstances that influence, are influenced by, and
provide understanding of the change.

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Major Changes

2. Requirements and Designs

Requirements and Designs

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.

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.

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Requirements and Designs

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Copyright IIBA
Requirements and Designs

Both requirements and designs can be:

Elicited Specified
Communicated Modelled
Traced Verified
Maintained Validated
Prioritised Organised
Changed Analysed
Approved and more

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Requirements and Designs

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Copyright IIBA
Requirements and Designs

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Copyright IIBA
Requirements and Designs

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Copyright IIBA
Requirements and Designs

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Copyright IIBA
Requirements and Designs

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Copyright IIBA
Major Changes

3. The Perspectives
Encompassing the Full Scope of the
Business Analysis Discipline
Version 2 Scope Version 3 Scope
IT Projects IT Projects
Agile (limited coverage) Agile (full coverage)
Business Process Management
Business Architecture
Business Intelligence
Industry is demanding:
Process improvement skills
Strategic thinking and alignment to business goals
Integration with agile software development methods
Greater focus on change management

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Perspectives

Perspectives in version 3 are:

Agile
Business Intelligence
Information Technology
Business Architecture
Business Process Management

These perspectives:
do not represent all possible perspectives
represent some of the more common views of business
analysis
are not mutually exclusive 22
Structure of Perspectives

Change Scope
Business Analysis Scope
Methodologies, Approaches, and Techniques
Underlying Competencies
Impact on Knowledge Areas

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Structure of Perspectives

Change Scope
Breadth of Change
Depth of Change
Value and Solutions Delivered
Delivery Approach
Major Assumptions
Business Analysis Scope
Methodologies, Approaches, and Techniques
Underlying Competencies
Impact on Knowledge Areas

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Structure of Perspectives

Change Scope
Business Analysis Scope
Change Sponsor
Change Targets
Business Analyst Position
Business Analysis Outcomes
Methodologies, Approaches, and Techniques
Underlying Competencies
Impact on Knowledge Areas

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Structure of Perspectives

Change Scope
Business Analysis Scope
Methodologies, Approaches, and Techniques
Agile Approaches and Techniques
Business Intelligence Methodologies and Approaches
Information Technology Methodologies
Business Architecture Reference Models and Techniques
Business Process Management Frameworks, Methodologies, and
Techniques
Underlying Competencies
Impact on Knowledge Areas

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Structure of Perspectives

Change Scope
Business Analysis Scope
Methodologies, Approaches, and Techniques
Underlying Competencies Example:

Impact on Knowledge Areas

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Structure of Perspectives

Change Scope
Business Analysis Scope
Methodologies, Approaches, and Techniques
Underlying Competencies
Impact on Knowledge Areas
Example:

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 Perspectives Connect BABOK to BA Practice

Enterprise

IT EntArch Business
EntArch
Architect

Business
Relationship
Manager
BI

Product
Decision Owner
Systems

Process
Systems IT BA
Analyst
Analyst

Project
Technology Business
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Copyright IIBA
Content Changes

Over to Rich
Content Changes

4. Reorganisation of KAs and tasks

5. Changes in Underlying Competencies

6. New techniques

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Content Changes

4. Reorganisation of KAs and tasks

Revised Knowledge Area Structure

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Copyright IIBA
BABOK Knowledge Areas
Version 2.0 Version 3.0
BA Planning and Monitoring No change
Elicitation Elicitation and Collaboration
Requirements Management Requirements Life Cycle
and Communication Management
Enterprise Analysis Strategy Analysis
Requirements Analysis Requirements Analysis and
Design Definition
Solution Assessment & Solution Evaluation
Validation
Underlying Competencies No change
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Business Analysis Beyond Projects

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Copyright IIBA
Structure of Tasks

Purpose Example:
Description
Inputs
Elements
Guidelines/Tools
Techniques
Stakeholders
Outputs

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Structure of Tasks
Example:
Purpose
Description
Inputs
Elements
Guidelines/Tools
Techniques
Stakeholders
Outputs

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Content Changes

5. Changes in Underlying Competencies

Underlying Competencies

Underlying competencies have the following structure:

Purpose
Example:
Definition
Effectiveness Measures

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Content Changes

6. New techniques
Techniques
Techniques have the following structure:
Purpose Example:
Description
Elements
Usage Considerations

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Technique Name or Focus Change
Version 2.0 Version 3.0
Benchmarking Benchmarking and Market
Analysis
Data Dictionary and Glossary Data Dictionary
Data Dictionary and Glossary Glossary
Structured Walkthrough Reviews
Risk Analysis Risk Analysis and
Management
Scenarios and Use Cases Use Cases and Scenarios
User Stories User Stories
Requirements Workshop Workshops

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New Techniques
Version 3.0 Relation to 2.0
1. Backlog Management
2. Balanced Scorecard
3. Business Capability Analysis
4. Business Case Task in v2
5. Business Model Canvas
6. Collaborative Games
7. Concept Modelling
8. Data Mining
9. Decision Modelling Split from Decision Analysis
10. Financial Analysis Element in Decision Analysis
11. Mind Mapping
12. Prioritization Part of Prioritize Requirements
13. Process Analysis Split from Process Modeling
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14. Roles and Permissions Matrix Expanded from RACI Matrix
15. Stakeholder List, Map, or Personas Expanded from Stakeholder Map
IIBA Certification

Whats coming?
IIBA Certification
Certification ensures a path of success, recognition and opportunity

An IIBA certification can help support a practitioners career path and broader
market opportunities

With a proven level of competence in the principles and practices, certification

offers recognition of professional competence and a commitment to career growth
and learning
CBAP Certified Business Analysis Professional
CCBA Certification of Competency in Business Analysis

IIBA certification program and exams will be updated to align to BABOK Guide
and incorporate feedback from the community in the months following the release
of v3

IIBA is committed to ensuring our certification remains the industry standard in

the BA profession
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Changes to the Certification Programme

November 2015: Revised certification framework

Multi-level structure increasing maturity levels
Competency-based learning outcomes
Streamlined and simplified application process

Q3 2016: Implementation of new certification programme

Q1 or Q2 2016: Expect announcement of exam cut-over date

4 6 months ahead of cut-over date

Sometime in 2016:
Linking of existing certificates to new levels
Recognition of existing certificate holders credentials
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Shaping the Global Direction
of Business Analysis
Experience the new BABOK Guide v3
iiba.org
Questions?
Thanks