Role: Business Analyst (BA)
The Business Analyst is the prime role for performing the activities as described in this Business Analysis method document.
Role Sets: Roles, Roles
Relationships

1.3.1 - Collect Relevant Input1.5.1 - Create List Of Participants2.1.1 - Validate Client Requirements Engineering Approach2.1.1 Prepare and verify context diagram2.1.2 - Perform Stakeholder Analysis2.1.2 Understand the products or services that are offered2.1.3 - Create Or Update Requirements Management Plan2.1.3 Prepare verify and agree the engagements commercial scope2.1.4 - Approve Requirements Management Plan2.11.1 - Collect As-Is Deliverables2.11.2 - Review And Sign-off As-Is Understanding By Client2.12.1 - Collect Opportunities Reports2.12.2 - Plot Opportunities On Clients Objectives And Change Drivers2.12.3 - Get Approval For Change Driver Opportunity Assessment Report2.2.1 - Validate Existing Business Context Model2.2.1 Create Top level value added chains Level 12.2.2 - Identify Products and Services2.2.2 Create Top level value added chains Level 22.2.3 - Identify Customers And Markets2.2.3 Create Process Decomposition Level 32.2.4 - Identify Sourcing Of Services and Products2.2.4 Create Business Processes Level 42.2.5 - Identify Other Actors In The Business Context2.2.5 Create Process Steps Level 52.2.6 - Create Or Update Business Context Model2.3.1 - Identify Change Opportunities For Business Context2.3.1 Capture Requirements for Application Landscape2.3.2 - Assess Business Improvement Opportunities2.3.2 Create Application Landscape2.3.3 Map Processes on existing Application Landscape2.4.1 - Validate Existing Business Processes As-Is2.4.1 Describe the current state organization diagram2.4.2 - Understand Business Processes As-Is2.4.3 - Understand Performance Measurement As-Is2.4.4 - Understand Organization As-Is2.4.5 - Create Or Update Governance Model2.5.1 - Identify Change Opportunities For Business Processes2.5.1 Define business rules2.5.2 - Assess Business Process Improvement Opportunities2.5.2 Identify Operational Risks and its type2.5.3 Analyse and Control Risk2.5.4 Make an inventory of applicable rules and regulations2.6.1 - Validate Existing Information Model2.6.1 Understand throughput, processing and value add time2.6.2 - Identify Business Information2.6.2 Understand process demand capability and productivity2.6.3 - Determine Use Of Information In Processes2.6.3 Understand KPI structure2.7.1 - Identify Change Opportunities For Information Provisioning2.7.1 Create Inventory of all used management reports2.7.2 - Assess Information Improvement Opportunities2.8.1 - Validate Existing Application Model2.8.1 Document Organisational behaviour and determine change impact2.8.2 - Create As-Is Applications Landscape2.8.3 - Map Processes On Existing Applications2.9.1 - Identify Change Opportunities From Application Landscape2.9.1 Validate drivers and strategy2.9.2 - Asses Improvement Opportunities For IT3.1.1 - Complete Business Requirements Catalogue For To-Be Design3.1.1 Understand Voice of the customer (VOC)3.1.2 - Requirements Quality Review3.1.2 Understand Voice of the business (VOB)3.1.3 Perform Waste Analysis3.2.1 - Develop Set Of Ranking Criteria3.2.1 Assign Priority ratings to requirement3.2.2 - Prioritise Requirements4.1.1 - Collect As-Is Documentation And To-Be Design4.1.2 - Create Gap List4.1.3 - Align Gap List4.1.4 - Create Gap Analysis Report4.4.1 - Choose Approach For Migration Design4.4.2 - Create Alternative Migration Scenarios4.4.3 - Select (High Level) Migration Scenario4.4.4 - Set Up First Draft Migration Design4.4.6 - Consolidate Overall Migration Design4.6.1 - Collect Engagement Benefits4.6.2 - Connect Benefits To Requirements And Implementation Stages4.7.1 - Create Draft Staged Delivery Plan4.7.2 - Align Staged Delivery Plan4.7.3 - Describe Detailed Characteristics Of Next Implementation Stage4.7.4 - Agree Upon Staged Delivery Plan4.8.1 - Request Resource Planning To Program Manager4.8.2 - Ensure That Work Packages Are Defined4.9.1 - Align Migration Design Results With Relevant Stakeholders4.9.2 - Get Approval For Overall Migration DesignAlternative Migration ScenariosApproved As-Is Understanding ReportApproved Change Driver Opportunity Assessment ReportApproved Migration DesignAs-Is Application LandscapeAs-Is Application ModelAs-Is Business Context ModelAs-Is CRUD MatrixAs-Is Governance ModelAs-Is Information AreasAs-Is Information Object Model Or Conceptual DatamodelAs-Is Interface ModelAs-Is Key Performance IndicatorsAs-Is Organization ModelAs-Is PerformanceAs-Is Process ModelAs-Is Transaction ModelAs-Is Understanding Report To Be ReviewedBusiness and Architectural Requirements From Identified Products And ServicesBusiness Option Assessment ReportBusiness Requirements Catalogue (Completed)Business Requirements Catalogue (Prioritised)Business Requirements Catalogue (Quality-Reviewed)Business Requirements From As-Is Business ProcessesBusiness Requirements From As-Is GovernanceBusiness Requirements From As-Is Information UsageBusiness Requirements From As-Is OrganizationBusiness Requirements From As-Is Performance And As-Is Key Performance IndicatorsBusiness Requirements From Existing ApplicationsBusiness Requirements From Identified Customers, Markets And Market ChannelsBusiness Requirements From Identified External ActorsBusiness Requirements From Identified SourcingBusiness Requirements From Identified SuppliersChange Driver Opportunity Assessment ReportFirst Draft Migration DesignGap Analysis ReportGap ListIdentified Customers And MarketsIdentified Market ChannelsIdentified Other External ActorsIdentified Products and ServicesIdentified SourcingIdentified SuppliersInformation Option Assessment ReportIT Option Assessment ReportList of Additional Business Change OptionsList of Additional Information Change OptionsList Of Additional IT Change OptionsList of Additional Process Change OptionsList Of ParticipantsMerged Opportunities And Constraints ReportOverall Migration Design For ApprovalPlan Of Approach For Migration DesignProcess Option Assessment ReportRelevant InputsRequested Plan For Implementation StageRequirements Management PlanSelected Migration ScenarioSet Of As-Is Documentation And To-Be DesignSet Of Ranking CriteriaStaged Delivery PlanStakeholders In ScopeValidated Benefits LogicValidated Existing Application ModelValidated Existing Business Context ModelValidated Existing Business Process ModelValidated Existing Information ModelValidated Existing Requirements Management PlanWork PackagesBusiness_Analyst_(BA)
Additionally Performs
Modifies
    Main Description

    The Business Analyst is the prime role for performing the activities as described in this Business Analysis method document. The core competencies of the Business Analyst are:

    • Information Analysis - Skills in analysing and determining information and system requirements;
    • Process Analysis - Skills in analysing, designing and improving business processes as well as determining business requirements and make a first step in determining the system requirements;
    • Subject Matter Expertise - Industry and process knowledge pertaining to a specific industry or business, such as Mortgages, Insurance, Retail or Logistic Services
    • Generic Consulting Skills
    • Creating the Business Object Model.



    In the Business Analyst we distinguish four levels of craftmanship: Business Analyst, Certified Business Analyst, Senior Business Analyst and Enterprise Business Analyst.

    The Business Analyst is the entry level for Business Analysis. For this level the Business Analyst may be qualified as being Information Analysis focused or being Business Process Analysis focused. This will allow for more easy access to the Business Analysis field for persons with a software development or process development background. Note that the requirement for having subject matter expertise still holds and the Business Analyst should have acquired significant expertise in a certain industry or market segment.

    After having following sufficient training and having gained about two years of Business Analysis experience certification can be acquired leading to the title of Certified Business Analyst.

    The Certified Business Analyst is the intermediate certification level for Business Analysis. This level indicates that the BA not only has sufficient experience in the Business Analysis field but also that there is a balance in being Information Analysis oriented and Business Process focused. The balance does not need to be exactly 50 - 50 but the BA should be capable of performing Information Analysis activities as well as Business Process analysis & modelling activities.

    The Senior BA is the third certification level for Business Analysis. The level indicates extensive experience in the Business Analysis field, being proficient is both Information Analysis and Business Process Analysis/Modelling and preferably subject matter expertise in more than one field.

    For related certified roles in the Business Analysis field see: Business Transformation Consultant and Business Architect.

    Business Consultant:

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