Chapter 2: BAPM

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business analysis planning and monitoring
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Defines the tasks associated with the planning and monitoring of business analysis activities, including: identifying stakeholders defining roles and responsibilities of stakeholders in the business analysis effort developing estimates for business analysis tasks planning how the business analyst will communicate with stakeholders planning how requirements will be approached, traced, and prioritized determining the deliverables that the business analyst will produce defining and determining business analysis processes determining the metrics that will be used for monitoring business analysis work (Chapter 2 Intro)
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business analysis approach
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Is a definition of the method that will be taken to conduct business analysis in a given initiative.
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business need
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Is a type of high-level business requirement that is a statement of a business objective, or an impact the solution should have on its environment. It describes a problem that the organization is (or is likely to) face or an opportunity that it has not taken, and the desired outcome
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expert judgment
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An opinion given by someone who has a great amount of experience in the subject of attention.
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organizational process assets
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Are a compilation of all materials used to effectively run an organization.
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plan-driven approach
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An approach that focuses on fully defining a solution before implementing it. An example would be a waterfall or RUP.
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change-driven approach
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An approach focuses on rapid delivery of solution. An example would be agile methodology
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iteration
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A repetition of a process. The result of one iteration is used in the next iteration.
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inputs of BAPM
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Business Need Enterprise Architecture Expert Judgments Business Analysis Performance Metrics Organizational Process Assets (Chapter 2 Intro: Figure 2-1)
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tasks of BAPM
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Plan Business Analysis Approach Conduct Stakeholders Analysis Plan Business Analysis Activities Plan Business Analysis Communication Plan Req’ts Management Process Manage Business Analysis Performance (Chapter 2 Intro: Figure 2-1)
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outputs of BAPM
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Business analysis approach Stakeholder list, roles and responsibilities Business analysis plan(s) Business analysis communication plan Requirements management plan BA performance assessment BA process assets (Chapter 2 Intro: Figure 2-1)
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inputs of planning the business analysis approach
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Business Need Expert Judgment Organizational Process Assets (Section 2.1.3)
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elements of planning the business analysis approach
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Timing of business analysis work Formality and level of detail of business analysis deliverables Requirements prioritization Change management Business analysis planning process Communication with stakeholders Requirements analysis and management tools Project complexity (Section 2.1.4)
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techniques of planning the business analysis approach
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Decision Analysis Process Modeling Structured Walkthrough (Section 2.1.5)
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stakeholders of planning the business analysis approach
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Customer Domain SME End User Supplier Implementation SME Project Manager Tester Regulator Sponsor (Section 2.1.6)
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outputs of planning the business analysis approach
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Business Analysis Approach (Section 2.1.7)
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methodology
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A set or system of methods, principles, and rules for regulating a given discipline
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prioritization
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The process of assigning a value to a requirement in order to focus the attention on the most important requirements.
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change request
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A document containing a call for an adjustment of a system.
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change management process
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The sequence of steps or activities that a change management team or project leader would follow to request for a modification to a requirement and ultimately the solution.
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business analysis planning process
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A series of steps that will be followed to plan the execution of business analysis activities. This project will be integrated into a project plan.
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inputs of conducting a stakeholder analysis
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Business need Enterprise Architecture Organizational Process Assets (Section 2.2.3)
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elements of conducting a stakeholder analysis
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Identification Complexity of Stakeholders Group Attitude and Influence Authority Levels for Business Analysis Work (Section 2.2.4)
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techniques of conducting a stakeholder analysis
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Acceptance and Evaluation Criteria Definition Scenarios and Use Cases User Stories Brainstorming Scope Modeling Organization Modeling Stakeholder Map Risk Analysis Survey/Questionnaire Interviews Process Modeling RACI Matrix Requirements Workshops (Section 2.2.5)
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stakeholders of conducting a stakeholder analysis
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Domain SME Implementation SME Project Manager Tester Regulator Sponsor (Section 2.2.6)
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outputs of conducting a stakeholder analysis
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Stakeholder List, Roles, and Responsibilities. which may include information such as: List of required roles Names and titles of stakeholders Category of stakeholder Location of stakeholders Special needs Number of individuals in this stakeholder role Description of stakeholder influence and interest Documentation of stakeholder authority levels
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stakeholder analysis
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Identification of stakeholders who may be affected by a proposed initiative or who share a common business need, identifying appropriate stakeholders for the project or project phase, and determining stakeholder influence and/or authority regarding the approval of project deliverables.
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enterprise architecture
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Description of an organization’s business processes, IT software and hardware, people, operations and projects, and the relationships between them.
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RACI
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Describes the roles of those involved in business analysis activities. It describes stakeholders as having one or more of the following responsibilities for a given task or deliverable: [R]esponsible does the work, [A]ccountable is the decision maker (only one) [C]onsulted must be consulted prior to the work and gives input [I]nformed means that they must be notified of the outcome
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stakeholder map
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Visual diagrams that depict the relationship of stakeholders to the solution and to one another. There are two types: Stakeholder Matrix and Onion Diagram
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stakeholder matrix
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A mapping of the level of stakeholder influence against the level of stakeholder interest.
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onion diagram
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An illustration of the involvement of the stakeholder with the solution (it shows which stakeholders will directly interact with the solution or participate in a business process, which are part of the larger organization, and which are outside the organization)
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inputs of planning the business analysis activities
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Business analysis approach Business analysis performance assessment Organizational process assets Stakeholder list, roles, and responsibilities (Section 2.3.3)
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elements of planning the business analysis activities
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1. Determine Business Analysis Activities 2. Type of Project or Initiative 3. Geographic distribution of stakeholders 4. Business analysis deliverables (Section 2.3.4)
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techniques of planning the business analysis activities
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1. Risk Analysis 2. Functional Decomposition 3. Estimation (Section 2.3.5)
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stakeholders of planning the business analysis activities
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Customer Domain SME End User Supplier Implementation SME Operational Support Project Manager Tester Sponsor (Section 2.3.6)
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outputs of planning the business analysis activities
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Business analysis plan (Section 2.3.7)
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planning the business analysis activities
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Performed to determine which activities are required to complete the business analysis process during an initiate. It also shows how activities will be carried out, the effort involved and schedule estimates.
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business analysis plan
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Output of planning the business analysis activities that include information such as a description of the scope of work, the deliverable Work Breakdown Structure, an Activity List, and estimates for each activity and task. The business analysis plan becomes part of the project plan.
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activity
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An activity is a unit of work performed as part of an initiative or process.
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business analysis performance assessment
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A report showing metrics of past performances of business analysis activities in project.
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process map
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A business model that shows a business process in terms of the steps, input, and output flows across multiple functions, organizations, or job roles.
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collocated stakeholders
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Stakeholders located in the same local geographic area.
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dispersed stakeholders
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Stakeholders located in difference geographic regions or countries.
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work breakdown structure
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A deliverable-oriented decomposition of the work to be executed by the project team to accomplish the project objectives and create the required deliverables. It organizes and defines the total scope of the project.
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work package
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A compilation of activities that can be broken down into smaller tasks to create an activity list.
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activity list
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A comprehensive list including all schedule activities that are planned to be performed on the project.
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assumptions
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Conditions that are considered true. Example: 1. There will be no customization of the existing system 2. New hardware will be function on arrival
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activity dependency
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The logical relationship between activities that shows which activities needs to be completed before another subsequent one can start
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milestone
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The completion of a task or sets of tasks that signifies the end of end of a phase or accomplishment of an objective
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inputs of planning the business analysis communication
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Business analysis approach Business analysis plan Organizational process assets Stakeholder list, roles and responsibilities (Section 2.4.3)
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elements of planning the business analysis communication
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Geography Culture Project Type Communication frequency Communication formality (Section 2.4.4)
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techniques of planning the business analysis communication
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Structured Walkthrough (Section 2.4.5)
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stakeholders of planning the business analysis communication
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Customer Supplier Domain SME End User Implementation SME Project Manager Tester Regulator Sponsor (Section 2.4.6)
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outputs of planning the business analysis communication
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Business analysis communication plan (Section 2.4.7)
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business analysis communications plan
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Describes the proposed structure and schedule for communications regarding business analysis activities.
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communication frequency
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The number of occurrence that is required to communicate with stakeholders during the business analysis process.
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communication formality
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The level of formality needed based on project size, complexity of domain, technology used, criticality of project, preference of sponsors, and involvement of regulatory bodies or suppliers.
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inputs of planning the requirement management process
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Business analysis approach Business analysis plan Organizational process assets (Section 2.5.3)
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elements of planning the requirement management process
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Repository Traceability Select requirements attributes Requirements prioritization process Change management Tailoring the requirements management process (Section 2.5.4)
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techniques of planning the requirement management process
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Decision analysis Problem tracking Risk analysis (Section 2.5.5)
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stakeholders of planning the requirement management process?
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Domain SME End User Implementation SME Operational Support Project Manager Tester Sponsor (Section 2.5.6)
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outputs of planning the requirement management process
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Requirements management plan (Section 2.5.7)
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planning the requirement management process
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Performed to define the process that will be used to approve requirements for implementation and manage changes to the solution or requirements scope.
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requirement management process
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The activities that control requirements development, including requirements change control, requirements attributes definition, and requirements traceability.
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requirement repository
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A method of storing requirements. You can store requirements that are under development, those under review, and approved requirements. A repository can be a whiteboard, word processing document, diagram and model, wiki, requirements management tool and application, or any other method of recording information. A repository is one that allows for requirements to be stored as single-sourced and available to all relevant stakeholders for as long as they are needed.
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traceability
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The ability to describe and trace the life of a requirement, in both a forward and backward direction (e.g. from its source, through its development and specification, to its actual deployment, and then into the product cycle of ongoing refinement and iteration in any of these phases) *This concept is also defined in Section 4.2
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requirement attribute
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Provide information about requirements, such as the source of the requirement, the importance of the requirement, and other metadata.
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requirement attributes list
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Absolute reference Author of the requirement Complexity Ownership Priority Risks Source of the requirement Stability Status Urgency (Section 2.5.4.3)
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absolute reference
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A unique numeric (preferred) or textual identifier.
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author of the requirements
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The person documenting the requirements Example: Business Analyst
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source of requirements
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The person or resource from which or whom the BA would collect the requirements. Example: Person: Domain SME or Resource: Requirement Document
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impact analysis
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An impact analysis* is the process of assessing the pros and cons of pursuing a course of action in light of its possible consequences. *Impact analysis is also defined in Section 4.2.4
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cost and time estimate of change
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An assessment conducted on each item, work product, and technical product to determine the cost, resources, timeframe, and dependencies needed for each change request.
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organizational culture
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The values and behavior that creates the uniqueness of an organization.
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inputs of managing the business analysis performance
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Business analysis performance metrics Business analysis plan Organizational performance standards Requirements management plan (Section 2.6.3)
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elements of managing the business analysis performance
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Performance measures Performance reporting Preventive and corrective action (Section 2.6.4)
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techniques of managing the business analysis performance
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Interviews Lessons learned process Variance Analysis Problem tracking Process modeling Root cause analysis Metrics and key performance indicators (Section 2.6.5)
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stakeholders of managing the business analysis performance
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Domain SME End User Implementation SME Operational Support Project Manager Tester Sponsor (Section 2.6.6)
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outputs of managing the business analysis performance
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BA performance assessment BA process assets (Section 2.6.7)
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business analysis performance
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The performance of business analysis activities
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manage the business analysis performance
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Allows managers to determine which metrics will be used to measure the work performed by the business analyst in order to ensure the effective execution of business analysis activities
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metrics
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Quantifiable level of an indicator that an organization uses to measure what they wants to accomplish at a specific point in time. A metric is a number or a percentage that is defined by an organization to help them decide on whether or not the area of interest is performing in a way that satisfies them.
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performance metrics
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Are high-level measures that assess the overall performance of an area of interest.
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organizational performance standards
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State the behaviors or results expected for the performance to be considered satisfactory.
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preventive actions
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Proactive actions taken to eliminate a potential root cause to a potential problem that has not occurred.
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corrective actions
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Actions taken to eliminate the root cause of an existing non-conformance and to prevent its reoccurrence.
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variance analysis
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The analysis of the difference between the planned and the actual performance.
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business analysis performance assessment
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A statement of a comparison of planned versus actual performance.
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business analysis process assets
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A set of processes, templates and other work product specifically needed to complete business analysis activities.

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