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.
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Business Analysis Body of Knowledge (BABOK)
A Methodology Based on the BABOK Framework, NYS SDLC, and NYS PM Lifecycle
Solution Development
Project Initiation
(NYS PM Guidebook)
System Initiation
(SDLC)
Project Planning
(NYS PM Guidebook)
High-Level System
Requirements Analysis (SDLC)
and
High-Level System Design
(SDLC)
Project Execution and Control
(NYS PM Guidebook)
System Requirements Analysis
(SDLC)
Business Analysis (BABOK)
Business Analysis (BABOK)
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
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
Elicitation
3.1 Prepare for Elicitation
3.2 Conduct Elicitation Activity
3.3 Document Elicitation Results
3.4 Confirm Elicitation Results
Project Management (PMBOK)
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
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
System Design
(SDLC)
System
Construction
(SDLC)
System Acceptance
(SDLC)
System Implementation
(SDLC)
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
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
8.1 Plan Quality
9.1 Develop Human Resource Plan
10.2 Plan Communications
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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
Project Closeout
(NYS PM Guidebook)
SDLC (Detailed)
2.1 Prepare for System Requirements
Analysis
2.2 Determine Business Requirements
2.3 Define Process Model
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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
Business Analysis Body of Knowledge (BABOK)
A Methodology Based on the BABOK Framework, NYS SDLC, and NYS PM Lifecycle
NYS PM Guidebook
To be added
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
2.4 Define Logical Data Model
2.5 Reconcile Business
Requirements with Models
2.6 Produce Functional Specification
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
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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
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Business Analysis Body of Knowledge (BABOK)
A Methodology Based on the BABOK Framework, NYS SDLC, and NYS PM Lifecycle
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 Reuse
4.4 Prepare Requirements Package
4.5 Communicate Requirements
7.3 Assess Organizational Readiness
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
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Business Analysis Body of Knowledge (BABOK)
A Methodology Based on the BABOK Framework, NYS SDLC, and NYS PM Lifecycle
12.3 Administer Procurements
Note:
1.
2.
3.
4.
1.
Yellow Highlights – Business analysis work as defined in the BABOK
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.
The PMBOK does not define a process or lifecycle; the PMBOK is a framework.
The BABOK does not define a process or lifecycle; the BABOK is a framework.
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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