...The Guide to the Business Analysis Body of Knowledge™ Version 2.0 Framework www.theiiba.org Introduction Purpose This document is intended to provide an overview of the framework developed for version 2.0 of the Business Analysis Body of Knowledge™ (BABOK™). Scope The term “scope” is used to mean a number of different things, but two definitions predominate: • Solution scope is the set of capabilities a solution must support to meet the business need. • Project scope is the work necessary to construct and implement a particular solution. When the BABOK refers to “scope”, the solution scope is meant unless we specifically say otherwise. The definition and management of the solution scope is central to business analysis, and differentiates it from project management (which is concerned with the project scope). Key Concepts Business Analysis Business analysis is the set of tasks and techniques used to work as a liaison among stakeholders in order to understand the structure, policies, and operations of an organization, and recommend solutions that enable the organization to achieve its goals. The BABOK is intended to describe and define business analysis as a discipline, rather than define the responsibilities of a person with the job title of business analyst (which may vary significantly between organizations). Business analysis may be performed by people with job titles such as systems analyst, process analyst, project manager, product manager, developer, QA...
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...to the Business Analysis Body of Knowledge® (BABOK® Guide) Version 2.0 www.theiiba.org Order ID: IIBA-200911231134-455082 Licensed to Gustavo Simues International Institute of Business Analysis, Toronto, Ontario, Canada. ©2005, 2006, 2008, 2009, International Institute of Business Analysis. All rights reserved. Portions of Appendix A: Glossary are from The Software Requirements Memory Jogger, by Ellen Gottesdiener, ©2005 GOAL/QPC and are used with permission. Cover Image ©2006 iStockphoto.com/Damkier Media Group. Version 1.0 and 1.4 published 2005. Version 1.6 Draft published 2006. Version 1.6 Final published 2008. Version 2.0 published 2009. Second Printing. ISBN-13: 978-0-9811292-1-1 (print) ISBN-13: 978-0-9811292-2-8 (PDF and EBook) Permisson is granted to reproduce this document for your own personal, professional, or educational use. If you have purchased a license to use this document from IIBA®, you may transfer ownership to a third party. IIBA® Members may not transfer ownership of their complimentary copy. This document is provided to the business analysis community for educational purposes. IIBA® does not warrant that it is suitable for any other purpose and makes no expressed or implied warranty of any kind and assumes no responsibility for errors or omissions. No liability is assumed for incidental or consequential damages in connection with or arising out of the use of the information contained herein. IIBA®, the IIBA® logo, BABOK® and Business Analysis...
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...State University Business Impact Analysis and Risk Assessment for Information Resources General Information & Process Description Introduction The IT Security and Policies area within Information Technology Services is responsible for establishing policies to ensure that Iowa State University has a secure information technology environment. This document defines a process for departments to perform a business impact analysis and risk assessment for their information resources. Once an assessment has been done, the resulting documents should be maintained and regularly reviewed by the department. By using the business impact analysis and risk assessment tool defined in this document, departments have the capability to identify and respond to risks for their systems and information resources. Departments are encouraged to contact the Information Technology Security and Policies area at 4-2588 if they have specific questions or if they would like to arrange a meeting to discuss the process on an individual basis. Business Impact Analysis and Risk Assessment Guaranteed absolute security in today’s information technology environments is not realistic. However, it is important to have a process of identifying resources and associated risks, determining their magnitude, and identifying what safeguards are needed. That process is what we are referring to as business impact analysis and risk assessment. It is the department’s...
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...Needs Analysis: How to determine training needs Chapter Highlights 1. Types of Needs Analyses 2. Knowledge, Skills, Abilities 3. Techniques 4. Checklist for evaluating an assessment Training Needs Analysis: The process of identifying training needs in an organization for the purpose of improving employee job performance. Introduction Today's work environment requires employees to be skilled in performing complex tasks in an efficient, cost-effective, and safe manner. Training (a performance improvement tool) is needed when employees are not performing up to a certain standard or at an expected level of performance. The difference between actual the actual level of job performance and the expected level of job performance indicates a need for training. The identification of training needs is the first step in a uniform method of instructional design. A successful training needs analysis will identify those who need training and what kind of training is needed. It is counter-productive to offer training to individuals who do not need it or to offer the wrong kind of training. A Training Needs Analysis helps to put the training resources to good use. Types of Needs Analyses Many needs assessments are available for use in different employment contexts. Sources that can help you determine which needs analysis is appropriate for your situation are described below. * Organizational Analysis. An analysis of the business needs or other reasons the training is desired. An analysis...
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...White Paper IT Security Risk Management By Mark Gerschefske Risk Analysis How do you predict the total cost of a threat? Is it only the cost to restore the comprised system and lost productivity? Or does it include lost revenue, customer confidence, and trust of investors? This paper provides an overview of the risk management process and its benefits. Risk management is a much talked about, but little understood area of the IT Security industry. While risk management has been practiced by other industries for hundreds of years, little historical data exists to support qualitative analysis in the IT environment.1 The industry approach has been to buy technology without really understanding the potential underlying risks. To further complicate matters, new government regulations create additional pressure to ensure sensitive data is protected from compromise and disclosure. Processes need to be developed that not only identify the sensitive data, but also identify the level of risk posed due to noncompliance of corporate security policies. Verizon has developed security procedures based on industry standards that evaluate and mitigate areas deemed not compliant to internal security policies and standards. Through the use of quantitative analysis, Verizon is able to determine areas that present the greatest risk, which allows for identification and prioritization of security investments. Risk Mitigation Process The Risk Mitigation Process (RMP) is a part of risk management...
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...ECON1202 Quantitative Analysis for Business and Economics Course Outline Semester 1, 2014 Part A: Course-Specific Information Students are also expected to have read and be familiar with Part B Supplement to All Course Outlines. This contains Policies on Student Responsibilities and Support, Including Special Consideration, Plagiarism and Key Dates. It also contains the ASB PROGRAM LEARNING GOALS. Table of Contents 1 STAFF CONTACT DETAILS 1 1 1 2 2 2 2 2 3 3 5 5 5 5 6 7 7 8 8 8 8 9 10 11 11 11 12 13 13 15 1.1 Communications with staff 1.2 Pitstop and PASS 2 COURSE DETAILS 2.1 Teaching Times and Locations 2.2 Units of Credit 2.3 Summary of Course 2.4 Aims and Relationship to Other Courses 2.5 Presumed Knowledge 2.6 Student Learning Outcomes 3 LEARNING AND TEACHING ACTIVITIES 3.1 Approach to Learning and Teaching in the Course 3.2 Learning Activities and Teaching Strategies 3.2.1 Lectures 3.2.2 3.2.3 3.2.4 4 Tutorials Computing component Out-of-Class Study ASSESSMENT 4.1 Formal Requirements 4.2 Assessment Details 4.3 Tutorial Participation 4.4 Online Quizzes 4.5 In-tutorial Tests 4.6 Final Exam Format 4.7 Quality Assurance 5 6 7 COURSE EVALUATION AND DEVELOPMENT COURSE RESOURCES COURSE SCHEDULE 7.1 Lecture Schedule 7.2 Tutorial Schedule 1 STAFF CONTACT DETAILS Lecturer-in-charge: Dr Arpita Chatterjee Room: ASB 430C Phone: No: 9385 4314 Email: arpita.chatterjee@unsw.edu.au Consultation Times: Tuesday 2 – 5 pm Lecturer: Dr April Cai Room 432, ASB Building Ph 9385...
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... situation relevant to those found on the job. • Mention that throughout the case, you will evaluate several capabilities: problem solving, communication, composure, and structured thinking. • You are evaluating how the candidate approaches the case and the logic and creativity behind his / her recommendations. There is no “right” answer. • Verbally present the case to the candidate. 3) Candidate review of case: 2 min • The candidate may or may not ask for a few minutes to get his / her thoughts together regarding the case. The candidate may take notes. Encourage the candidate to do both if needed. • Make yourself available to answer any questions during this time. 4) Candidate presents solution / approach to the case: 15 min • Make yourself available to answer any questions about the case during this time. • Present “Curve Ball” scenario and question 5) Case Wrap-Up 3 min 6) Candidate question and answer/wrap-up questions 5 min • Make yourself available to answer any questions about Deloitte Consulting. Total time of interview: 30 min Case 1: Requirements Gathering Process (SA/C) |Case Situation: |A brick and mortar retail client has retained Deloitte Consulting to...
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...Project Critical Issues of Training Needs Analysis in Small Organizations BUS 680 Training and Development Dr. Gertrude I Hewapathirana Introduction of the topic Training sessions can be tailored to see the needs of small business as well as large corporations. Trainings should provide content seen to be relevant to improving the operation of the business. Effective training sessions more clearly allow management to perceive the potential benefits of training and even have them more inclined to participate in training. “If the training methods are structured to fit the learning styles and approaches preferred by small business managers we would expect a higher level of learning and greater satisfaction with the learning process to occur,” (Jeffery, Hide &Legg, 2010). Companies today are no longer conducting training needs analysis (TNA). They are no longer discussing the benefits of TNA. It appears in today’s society, “the world move so fast that people don't really ask the TNA questions anymore - they just jump to an answer....?” (Martin, ed.) Not conducting TNA has presented itself as a critical issue of training needs analysis for small organizations. Abstract As long as the company is growing, an organizations training needs are never ending. Critical issues of training needs analysis are often more apparent within smaller organizations. A training needs analysis (TNA) is one of the first steps used in...
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...Problem Solving-Based Scenarios: An Approach to Identify Opportunities to Create Value for the Business Introduction Today’s realities of leadership include increasing competition and intensity, reducing cycle times and costs, and improving productivity while at the same time growing the business and meeting increasing customer and Wall Street expectations. These pressures require leaders to redefine and redesign how to think, how to lead, and how to act. These shifts in the very nature of leadership and of work demand that the leader spend more time figuring out what to do next and how best to do it to add value to the corporation and the stakeholders. Problem solving is a core capability required to realize these opportunities. Leadership can be seen as a process of identifying opportunities and solving problems. Some problems are important; some are not important. Some problems are easy to define; others are complex. Some problems are easy to solve; others are difficult. Some are solved alone; many are solved with others, often under tremendous political and organizational pressures. Sometimes there is a problem; sometimes there is not a problem. All problem solving and solution development methods follow a process that may be adapted by the user and to the particular scenario or situation. As human beings, we tend to look to preserve the status quo and see the world as it has been. We look for patterns or approaches that have been successful in the past. These...
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...com/globalbusinesschallenge Introduction The CIMA Global Business Challenge is designed to give a taste of the boardroom and of business. You are cast in the role of a consultant reporting to a board of a fictitious company. You are presented with some background information on the company and its industry in the form of `case study’. Then, as a consultant, you will be presented with some details behind a variety of current issues facing the company. This is called the ‘scenario’. These issues may or may not have been mentioned in the case study. Your role is to produce a report to the board that prioritises these current issues, discusses them and provides recommendations based on them. ©The Chartered Institute of Management Accountants Page 2 Approach The main idea behind the case study is to ensure that the consultant understands the business upon which he or she is advising (this is no less than would be necessary in a real situation). Accordingly, you should begin by reading and analysing this case study material. Analysis can take many forms and provided here is some brief guidance on areas to consider and approaches you could take: • What – so what analysis: note down the key facts from each section of the case study material (this is the `what’), then consider the implications of that fact (the `so what’.) For example suppose you were told that the business did not have a marketing director (the `what’.) The implication here is that the business may not grow to its full potential...
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...Problem Solving-Based Scenarios: An Approach to Identify Opportunities to Create Value for the Business Introduction Today’s realities of leadership include increasing competition and intensity, reducing cycle times and costs, and improving productivity while at the same time growing the business and meeting increasing customer and Wall Street expectations. These pressures require leaders to redefine and redesign how to think, how to lead, and how to act. These shifts in the very nature of leadership and of work demand that the leader spend more time figuring out what to do next and how best to do it to add value to the corporation and the stakeholders. Problem solving is a core capability required to realize these opportunities. Leadership can be seen as a process of identifying opportunities and solving problems. Some problems are important; some are not important. Some problems are easy to define; others are complex. Some problems are easy to solve; others are difficult. Some are solved alone; many are solved with others, often under tremendous political and organizational pressures. Sometimes there is a problem; sometimes there is not a problem. All problem solving and solution development methods follow a process that may be adapted by the user and to the particular scenario or situation. As human beings, we tend to look to preserve the status quo and see the world as it has been. We look for patterns or approaches that have been successful in the past. These...
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...Applied Business Challenge BPD3100 Year:2015 Semester/ Dates: 1 2015 Location: Melbourne, Sunway KL&JB-CUFE-VU Sydney-Liaoning, Vietnam Prepared by: Andrew Stein / Maria De Sensi Welcome Welcome to this unit of study. This Unit Guide provides important information and should be kept as a reference to assist with your studies. This Guide includes information about your reading and resources, independent learning, class activities and assessment tasks. It is recommended that you read this Guide carefully: you will be expected to manage your learning as you work towards successful study. Detailed in formation and learning resources for this unit have also been provided on the Unit website on VU Collaborate which can be reached via the Student Portal at vu.edu.au/student-tools/myvu-student-por tal. It is important that you access your Unit website regularly. Acknowledgement of Country We respectfully acknowledge and recognise the traditional owners, their Elders past and present, their descendants and kin as the custodians of this land. Introduction to the unit Unit Title: Applied Business Challenge Unit Code: BPD3100 Other details: Key staff Unit co-ordinator Name: Andrew Stein Location: CF1024 Contact number: 061-99194332 Contact email: Andrew.stein@vu.edu.au Name: Maria De Sensi Location: G425 Contact number: 061-99195484 Contact email: Maria.De Sensi@vu.edu.au Teaching team Campus: Days and times: Year: 2015 Semester/Dates: 1 Credit Points: 12 alagarania@sunway...
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...Running head: PROBLEM SOLUTION: INTERSECT INVESTMENTS Problem Solution: Intersect Investments Mary Jacobs University of Phoenix Problem Solution: Crys Tel Crys Tel has learned that resistance to change and lack of flexibility endanger the progress of an organization, limiting its powers. With this in mind the Chief Executive Officer Morgan Trevannon decided to initiate new ideas to increase the company’s financial future. A potential goal has been established to advance the telecommunication industry with this process Crys Tel is likely to face technological and administrative changes regularly. Team members have been organized to have brainstorming sessions to develop an implementation strategy that will be beneficial to shareholders, management, and employees. This implementation process will be done in stages to ensure any defects will be caught early in the project and corrected prior to finalizing the go live time. Situation Analysis Issue and Opportunity Identification Crys Tel has decided to implement a transition plan to optimize flexibility, promote innovation, and sustain change. By the end of the initiation phase of the Project Delivery Framework (PDF), teams must complete the Project Charter. The Project Charter aims to achieve two key objectives: 1. To facilitate early engagement of the known cross-impacted teams and work together to finalize the high-level scope of the project. Although this high-level scope will be elaborated...
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...subject=EV3010&year=2013&transform=subjectwebview.xslt Note that where a subject is offered across different campuses and/or modes and/or teaching periods within the one calendar year, the learning outcomes will be the same and, other than in exceptional circumstances, there will be no variation in assessment type or weighting. Any minor variation in assessment type or weighting will be authorised through relevant School/Faculty processes and by Head of School, and documented in the subject outline/s, prior to the commencement of the subject. The design of course content and learning experiences across different campuses and/or modes and/or teaching periods within the one calendar year will ensure equivalent opportunity for students to achieve learning outcomes. This subject outline has been prepared by the School of Business, Faculty of Law, Business and the Creative Arts, James Cook University. Updated 20 March 2014. Q1. This subject is offered across more than one campus and/or mode and/or teaching period within the one calendar year. | Yes | No | Q2. If yes [Q1], the design of all offerings of this subject ensure the same learning outcomes and assessment types and weightings. | Yes | No | Q3. If no [Q2], _________________________ has authorised any variations, in terms of equivalence. | © Copyright 2013 This publication is copyright. Apart from any fair dealing for...
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...4/27/2014 Business Analysis Print Criteria | Paper Outline | Grading Rubrics Criteria Back to Top The assignments in this course will assist in completing this final course project. The course project requires organizing, mapping, and analyzing a business process for an organization. 1. Compare and contrast two project management programs. 2. Given a specific change management program for a specific company/industry, map and describe the business analysis process that should be followed for successful outcomes. If you do not have Visio installed on your computer, you can access this application via the iLab tab in the Course Home unit. Papers must be 12-15 pages in length. Follow APA format for title page, reference page, appendix, citations, etc. At least six authoritative, outside references are required (anonymous authors or Web pages are not acceptable). All DeVry University policies are in effect including the plagiarism policy. Papers are due during Week 7 of this course. Any questions about this paper may be discussed in the weekly Q & A Discussion topic. This paper is worth 240 total points and will be graded on quality of research, quality of paper information, use of citations, grammar, and sentence structure (see grading rubric). Paper Outline Back to Top Executive Summary Business Problem Review Analytical Plan Elicitation Techniques Requirements Communication Enterprise Analysis Requirements Analysis Solution Assessment and Validation ...
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