- Cover Page
- Title Page
- Copyright Page
- Notice
- Table of Contents
- List of Tables and Figures
- Preface
- Part 1. The PMI Guide to Business Analysis
- 1. Introduction
- 1.1 Overview and Purpose of this Guide
- 1.2 Foundational Elements
- 1.3 Components of this Guide
- 2. The Environment in Which Business Analysis is Conducted
- 3. The Role of the Business Analyst
- 4. Needs Assessment
- 4.1 Identify Problem or Opportunity
- 4.2 Assess Current State
- 4.3 Determine Future State
- 4.4 Determine Viable Options and Provide Recommendation
- 4.4.1 Determine Viable Options and Provide Recommendation: Inputs
- 4.4.2 Determine Viable Options and Provide Recommendation: Tools and Techniques
- 4.4.3 Determine Viable Options and Provide Recommendation: Outputs
- 4.4.4 Determine Viable Options and Provide Recommendation: Tailoring Considerations
- 4.4.5 Determine Viable Options and Provide Recommendation: Collaboration Point
- 4.5 Facilitate Product Roadmap Development
- 4.6 Assemble Business Case
- 4.7 Support Charter Development
- 5. Stakeholder Engagement
- 5.1 Identify Stakeholders
- 5.2 Conduct Stakeholder Analysis
- 5.3 Determine Stakeholder Engagement and Communication Approach
- 5.3.1 Determine Stakeholder Engagement and Communication Approach: Inputs
- 5.3.2 Determine Stakeholder Engagement and Communication Approach: Tools and Techniques
- 5.3.3 Determine Stakeholder Engagement and Communication Approach: Outputs
- 5.3.4 Determine Stakeholder Engagement and Communication Approach: Tailoring Considerations
- 5.3.5 Determine Stakeholder Engagement and Communication Approach: Collaboration Point
- 5.4 Conduct Business Analysis Planning
- 5.5 Prepare for Transition to Future State
- 5.5.1 Prepare for Transition to Future State: Inputs
- 5.5.2 Prepare for Transition to Future State: Tools and Techniques
- 5.5.3 Prepare for Transition to Future State: Outputs
- 5.5.4 Prepare for Transition to Future State: Tailoring Considerations
- 5.5.5 Prepare for Transition to Future State: Collaboration Point
- 5.6 Manage Stakeholder Engagement and Communication
- 5.6.1 Manage Stakeholder Engagement and Communication: Inputs
- 5.6.2 Manage Stakeholder Engagement and Communication: Tools and Techniques
- 5.6.3 Manage Stakeholder Engagement and Communication: Outputs
- 5.6.4 Manage Stakeholder Engagement and Communication: Tailoring Considerations
- 5.6.5 Manage Stakeholder Engagement and Communication: Collaboration Point
- 5.7 Assess Business Analysis Performance
- 5.7.1 Assess Business Analysis Performance: Inputs
- 5.7.2 Assess Business Analysis Performance: Tools and Techniques
- 5.7.3 Assess Business Analysis Performance: Outputs
- 5.7.4 Assess Business Analysis Performance: Tailoring Considerations
- 5.7.5 Assess Business Analysis Performance: Collaboration Point
- 6. Elicitation
- 6.1 Determine Elicitation Approach
- 6.2 Prepare for Elicitation
- 6.3 Conduct Elicitation
- 6.4 Confirm Elicitation Results
- 7. Analysis
- 7.1 Determine Analysis Approach
- 7.2 Create and Analyze Models
- 7.2.1 Create and Analyze Models: Inputs
- 7.2.2 Create and Analyze Models: Tools and Techniques
- 7.2.2.1 Context Diagram
- 7.2.2.2 Data Dictionary
- 7.2.2.3 Data Flow Diagram
- 7.2.2.4 Decision Tree and Decision Table
- 7.2.2.5 Ecosystem Map
- 7.2.2.6 Entity Relationship Diagram
- 7.2.2.7 Event List
- 7.2.2.8 Feature Model
- 7.2.2.9 Goal Model and Business Objectives Model
- 7.2.2.10 Modeling Elaboration
- 7.2.2.11 Organizational Chart
- 7.2.2.12 Process Flows
- 7.2.2.13 Prototypes, Wireframes, and Display-Action-Response Models
- 7.2.2.14 Report Table
- 7.2.2.15 State Table and State Diagram
- 7.2.2.16 Story Mapping
- 7.2.2.17 System Interface Table
- 7.2.2.18 Use Case Diagram
- 7.2.2.19 User Interface Flow
- 7.2.3 Create and Analyze Models: Outputs
- 7.2.4 Create and Analyze Models: Tailoring Considerations
- 7.2.5 Create and Analyze Models—Collaboration Point
- 7.3 Define and Elaborate Requirements
- 7.4 Define Acceptance Criteria
- 7.5 Verify Requirements
- 7.6 Validate Requirements
- 7.7 Prioritize Requirements and other Product Information
- 7.7.1 Prioritize Requirements and other Product Information: Inputs
- 7.7.2 Prioritize Requirements and other Product Information: Tools and Techniques
- 7.7.3 Prioritize Requirements and other Product Information: Outputs
- 7.7.4 Prioritize Requirements and other Product Information: Tailoring Considerations
- 7.7.5 Prioritize Requirements and other Product Information: Collaboration Point
- 7.8 Identify and Analyze Product Risks
- 7.9 Assess Product Design Options
- 8. Traceability and Monitoring
- 8.1 Determine Traceability and Monitoring Approach
- 8.1.1 Determine Traceability and Monitoring Approach: Inputs
- 8.1.2 Determine Traceability and Monitoring Approach: Tools and Techniques
- 8.1.3 Determine Traceability and Monitoring Approach: Outputs
- 8.1.4 Determine Traceability and Monitoring Approach: Tailoring Considerations
- 8.1.5 Determine Traceability and Monitoring Approach: Collaboration Point
- 8.2 Establish Relationships and Dependencies
- 8.2.1 Establish Relationships and Dependencies: Inputs
- 8.2.2 Establish Relationships and Dependencies: Tools and Techniques
- 8.2.3 Establish Relationships and Dependencies: Outputs
- 8.2.4 Establish Relationships and Dependencies: Tailoring Considerations
- 8.2.5 Establish Relationships and Dependencies: Collaboration Point
- 8.3 Select and Approve Requirements
- 8.3.1 Select and Approve Requirements: Inputs
- 8.3.2 Select and Approve Requirements: Tools and Techniques
- 8.3.2.1 Backlog Management
- 8.3.2.2 Collaborative Games
- 8.3.2.3 Definition of Ready
- 8.3.2.4 Delphi
- 8.3.2.5 Facilitated Workshops
- 8.3.2.6 Force Field Analysis
- 8.3.2.7 Group Decision-Making Techniques
- 8.3.2.8 Iteration Planning
- 8.3.2.9 Prioritization Schemes
- 8.3.2.10 Requirements Management Tool
- 8.3.2.11 Story Mapping
- 8.3.3 Select and Approve Requirements: Outputs
- 8.3.4 Select and Approve Requirements: Tailoring Considerations
- 8.3.5 Select and Approve Requirements: Collaboration Point
- 8.4 Manage Changes to Requirements and other Product Information
- 8.4.1 Manage Changes to Requirements and other Product Information: Inputs
- 8.4.2 Manage Changes to Requirements and other Product Information: Tools and Techniques
- 8.4.3 Manage Changes to Requirements and other Product Information: Outputs
- 8.4.4 Manage Changes to Requirements and other Product Information: Tailoring Considerations
- 8.4.5 Manage Changes to Requirements and other Product Information: Collaboration Point
- 8.1 Determine Traceability and Monitoring Approach
- 9. Solution Evaluation
- 9.1 Evaluate Solution Performance
- 9.2 Determine Solution Evaluation Approach
- 9.2.1 Determine Solution Evaluation Approach: Inputs
- 9.2.2 Determine Solution Evaluation Approach: Tools and Techniques
- 9.2.3 Determine Solution Evaluation Approach: Outputs
- 9.2.4 Determine Solution Evaluation Approach: Tailoring Considerations
- 9.2.5 Determine Solution Evaluation Approach: Collaboration Point
- 9.3 Evaluate Acceptance Results and Address Defects
- 9.3.1 Evaluate Acceptance Results and Address Defects: Inputs
- 9.3.2 Evaluate Acceptance Results and Address Defects: Tools and Techniques
- 9.3.3 Evaluate Acceptance Results and Address Defects: Outputs
- 9.3.4 Evaluate Acceptance Results and Address Defects: Tailoring Considerations
- 9.3.5 Evaluate Acceptance Results and Address Defects: Collaboration Point
- 9.4 Obtain Solution Acceptance for Release
- 9.4.1 Obtain Solution Acceptance for Release: Inputs
- 9.4.2 Obtain Solution Acceptance for Release: Tools and Techniques
- 9.4.3 Obtain Solution Acceptance for Release: Outputs
- 9.4.4 Obtain Solution Acceptance for Release: Tailoring Considerations
- 9.4.5 Obtain Solution Acceptance for Release: Collaboration Point
- References
- 1. Introduction
- Part 2. The Standard for Business Analysis
- 1. Introduction
- 1.1 What is a Standard?
- 1.2 Framework for this Standard
- 1.3 Business Analysis and Requirements
- 1.4 The Benefits of Business Analysis
- 1.5 How Business Analysis Supports Portfolio, Program, and Project Management
- 1.6 The Role of the Business Analyst
- 1.7 The Difference Between Project Managers and Business Analysts
- 1.8 Product and Project Life Cycles
- 1.9 How Iterative and Adaptive Life Cycles Affect Business Analysis Roles
- 1.10 Tailoring the Business Analysis Plan and Project Documents
- 1.11 Knowledge Areas
- 1.12 Business Analysis Process Groups
- 2. Defining and Aligning Process Group
- 3. Initiating Process Group
- 4. Planning
- 5. Executing
- 5.1 Prepare for Transition to Future State
- 5.2 Prepare for Elicitation
- 5.3 Conduct Elicitation
- 5.4 Confirm Elicitation Results
- 5.5 Create and Analyze Models
- 5.6 Define and Elaborate Requirements
- 5.7 Define Acceptance Criteria
- 5.8 Verify Requirements
- 5.9 Validate Requirements
- 5.10 Prioritize Requirements and other Product Information
- 5.11 Identify and Analyze Product Risks
- 5.12 Assess Product Design Options
- 5.13 Establish Relationships and Dependencies
- 5.14 Select and Approve Requirements
- 5.15 Evaluate Acceptance Results and Address Defects
- 6. Monitoring and Controlling
- 7. Releasing
- References
- 1. Introduction
- Part 3. Appendixes, Glossary, and Index
- Bibliography
- Glossary
REFERENCES
[1]Project Management Institute. 2015. Business Analysis for Practitioners: A Practice Guide. Newtown Square, PA: Author.
[2]Project Management Institute. 2017. The PMI Guide to Business Analysis. Newtown Square, PA: Author.
[3]Project Management Institute. 2017. PMI's Pulse of the Profession®: Success Rates Rise—Transforming the High Cost of Low Performance. Newtown Square, PA: Author.
[4]Project Management Institute. 2017. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition. Newtown Square, PA: Author.
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