Business Analysis Body of Knowledge (BABOK)
A Methodology Based on the BABOK Framework, NYS SDLC, and NYS PM Lifecycle
At present, this document focuses on Solution Development. There is a first step that would involve development of a business case. The first step is the work that would occur in the NYS Project Management Project Origination Phase. The Origination information can be added if we determine the information below provides any value.
At present the NYS PM Processes are not included. There are placeholders for them. Again, this info can be added, if we see value in the structure/process info below.
Solution Development
(NYS PM Guidebook) / Project Planning
(NYS PM Guidebook) / Project Execution and Control
(NYS PM Guidebook) / Project Closeout
(NYS PM Guidebook)
System Initiation
(SDLC) / High-Level System Requirements Analysis (SDLC) and
High-Level System Design (SDLC) / System Requirements Analysis
(SDLC) / System Design
(SDLC) / System Construction
(SDLC) / System Acceptance
(SDLC) / System Implementation
(SDLC)
Business Analysis (BABOK)
5.1 Define Business Need
2.2 Conduct Stakeholder Analysis
5.2 Assess Capability Gaps
7.1 Assess Proposed Solution
7.2 Allocate Requirements
7.3 Assess Organizational Readiness
7.4 Define Transition Requirements
5.3 Determine Solution Approach
5.4 Define Solution Scope
5.5 Define Business Case
Note: The tasks above were completed during Enterprise Analysis. During the Initiation phase, all available information is reviewed, most notably the business need and the business case. If needed, revisions may be completed for clarification or to enhance the team’s understandings of the project.
Project Management (PMBOK)
4.1 Develop Project Charter
10.1 Identify Stakeholders
SDLC
1.1 Prepare for System Initiation
1.2 Validate proposed Solution
1.3 Develop System Schedule
NYS PM Guidebook
To be added / Business Analysis (BABOK)
Planning
2.1 Plan Business Analysis Approach
2.3 Plan Business Analysis Activities
2.4 Plan Business Analysis Communication
2.5 Plan Requirements Management Process
Project Management (PMBOK)
4.2 Develop Project Management Plan
5.1 Collect Requirements
5.2 Define Scope
5.3 Create WBS
6.1 Define Activities
6.2 Sequence Activities
6.3 Estimate Activity Resources
6.4 Estimate Activity Durations
6.5 Develop Schedule
7.1 Estimate Costs
7.2 Determine Budget
8.1 Plan Quality
9.1 Develop Human Resource Plan
10.2 Plan Communications
11.1 Plan Risk management
11.2 Identify Risks
11.3 Perform Qualitative Risk Analysis
11.4 Perform Quantitative Risk Analysis
11.5 Plan Risk Responses
12.1 Plan Procurements
SDLC (System Requirements Analysis)
2.1 Prepare for System Requirements Analysis
2.2 Determine Business Requirements
2.3 Define Process Model
2.4 Define Logical Data Model
2.5 Reconcile Business
Requirements with Models
2.6 Produce Functional Specification
SDLC (System Design)
3.1 Prepare for System Design
3.2 Define Technical Architecture
3.3 Define System Standards
3.4 Create Physical Database
3.5 Prototype System Components
3.6 Produce Technical Specifications
Business Analysis (BABOK)
Elicitation (High-Level)
3.1 Prepare for Elicitation
3.2 Conduct Elicitation Activity
3.3 Document Elicitation Results
3.4 Confirm Elicitation Results
Requirements Analysis (High-Level)
6.4 Define Assumptions and Constraints
6.1 Prioritize Requirements
6.2 Organize Requirements
6.3 Specify and Model Requirements
7.4 Define Transition Requirements
6.5 Verify Requirements
6.6 Validate Requirements
7.2 Allocate Requirements
Requirements Management & Communication, and Solution Assessment (High-Level)
4.1 Manage Solution Scope and Requirements
4.2 Manage Requirements Traceability
4.3 Maintain Requirements for Re-use
4.4 Prepare Requirements Package
4.5 Communicate Requirements
7.3 Assess Organizational Readiness
NYS PM Guidebook
To be added / Business Analysis (BABOK)
Elicitation
3.1 Prepare for Elicitation
3.2 Conduct Elicitation Activity
3.3 Document Elicitation Results
3.4 Confirm Elicitation Results
Requirements Analysis
6.4 Define Assumptions and Constraints
6.1 Prioritize Requirements
6.2 Organize Requirements
6.3 Specify and Model Requirements
7.4 Define Transition Requirements
6.5 Verify Requirements
6.6 Validate Requirements
7.2 Allocate Requirements
Requirements Management & Communication, and Solution Assessment
4.1 Manage Solution Scope and Requirements
4.2 Manage Requirements Traceability
4.3 Maintain Requirements for Re-use
4.4 Prepare Requirements Package
4.5 Communicate Requirements
7.3 Assess Organizational Readiness
SDLC (Detailed)
2.1 Prepare for System Requirements Analysis
2.2 Determine Business Requirements
2.3 Define Process Model
2.4 Define Logical Data Model
2.5 Reconcile Business
Requirements with Models
2.6 Produce Functional Specification / SDLC (Detailed)
3.1 Prepare for System Design
3.2 Define Technical Architecture
3.3 Define System Standards
3.4 Create Physical Database
3.5 Prototype System Components
3.6 Produce Technical Specifications / SDLC
4.1 Prepare for System Construction
4.2 Refine System Standards
4.3 Build, Test, and Validate (BTV)
4.4 Construct Integration and System Testing
4.5 Produce User and Training Materials
4.6 Produce Technical Documentation / SDLC
5.1 Prepare for System Acceptance
5.2 Validate Data Initialization and Conversion
5.3 Test, Identify, Evaluate, React (TIER)
5.4 Refine Supporting Materials / Business Analysis (BABOK)
7.5 Validate Solution
7.6 Evaluate Solution Performance
SDLC
6.1 Prepare for System Implementation
6.2 Deploy System
6.3 Transition to Performing Organization / Project Management (PMBOK)
12.4 Close Procurements
4.6 Close Project or Phase
NYS PM Guidebook
To be added
Project Management (PMBOK)
4.3 Direct and Manage Project Execution
8.2 Perform Quality Assurance
9.2 Acquire Project Team
9.3 Develop Project Team
9.4 Manage Project Team
10.3 Distribute Information
10.4 Manage Stakeholder Expectations
12.2 Conduct Procurements
NYS PM Guidebook
To be added
This is monitoring work, which would occur for the duration of the project
Business Analysis (BABOK)
2.6 Manage Business Analysis Performance
Project Management (PMBOK)
4.4 Monitor and Control Project Work
4.5 Perform Integrated Change Control
5.4 Verify Scope
5.5 Control Scope
6.6 Control Schedule
7.3 Control Costs
8.3 Perform Quality Control
10.5 Report Performance
11.6 Monitor and Control Risks
12.3 Administer Procurements
Note:
1. Yellow Highlights – Business analysis work as defined in the BABOK
2. Green Highlights – Business analysis work as defined in the PMBOK and SDLC. Much of this duplicates work identified in the BABOK, and would be performed by business analysts.
3. The PMBOK does not define a process or lifecycle; the PMBOK is a framework.
4. The BABOK does not define a process or lifecycle; the BABOK is a framework.
1. The NYS SDLC currently lists “System Requirements Analysis” and “System Design” as part of Project Planning. In the framework above “System Requirements Analysis” and ”System Design” are included twice. They are in “Project Planning” as “high-level” work efforts and in “Project Execution and Control” as detailed work efforts. This approach emphasizes the iterative nature of software development as it relates to requirements elicitation, analysis, and management.
Alignment and Integration
The NYS Project Management Guidebook defines a lifecycle as does the NYS Software Development Lifecycle (SDLC). These two lifecycles need to be aligned/integrated with the BABOK Tasks, the PMBOK Processes, the NYS Project Management Guidebook Processes, and the NYS SDLC Processes. The alignment/integration also should:
· Provide for customization and flexibility
· Provide value to all the audiences.
Impact and Benefits
Working from the diagram above provides the following:
· Structure for part of (or one section of) the BA Guidebook Table-of-Contents
· A visual for the alignment and integration described above
· A visual for the coordination what’s and where’s (i.e., coordination with project manager’s and technical staff)
· A visual for the additional BA work that will be needed for effective coordination
· It can be used to identify roles and responsibilities
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