Introducción y

conceptos claves
Materiales de aprendizaje del
grupo de estudio
2015, Instituto internacional de análisis de negocio
(IIBA®).

Se concede permiso a los capítulos del IIBA para

utilizar y modificar este contenido para apoyar las
actividades del capítulo.

Todos los demás derechos están reservados.

2
1.0 Introducción
AGENDA
• Introducción

• 1.1 Objetivo de la guía BABOK

• 1.2 ¿Qué es el análisis de negocios?

• 1.3 ¿Quién es un analista de negocio?

• 1.4 Estructura de la guía BABOK

Introduction and Key Concepts 4

INTRODUCCIÓN

• La guía del análisis de negocio (BABOK) es un estándar mundialmente

reconocido para la práctica del análisis de negocio.

• El BABOK describe las áreas de conocimiento del análisis de negocio,

las tareas, las competencias subyacentes, las técnicas y las
perspectivas sobre cómo abordar el análisis empresarial..

Introduction and Key Concepts 5

INTRODUCCIÓN Y CONCEPTOS
CLAVES
• Capítulo 1 y 2 del BABOK v3

• Describe los conceptos fundamentales que sustentan la

profesión de análisis de negocio, incluyendo:
• Definir el análisis de negocio
• Describir la estructura de la guía BABOK
• Modelo de concepto básico de análisis de negocio (BACMM)
• Términos clave
• Esquema de clasificación de las necesidades
• Partes interesadas
• Requerimientos y diseños

Introduction and Key Concepts 6

1.1 OBJETIVO DEL BABOK
• Definir la profesión del BA con prácticas comúnmente
aceptadas
• Aceptado globalmente

• Discutir y definir las habilidades necesarias

Introducción

• Entre los profesionales de BA

• Establecer las expectativas de conocimiento y

habilidades
• Personas que contratan o trabajan con profesionales del BA

• Marco para todas las perspectivas de análisis de negocio

• Analizar el cambio o evaluar la necesidad del cambio

• Análisis de negocio aplicado a

• Proyectos, evolución de la empresa y mejora continua
Introduction and Key Concepts 7
1.1 OBJETIVO DEL BABOK
• Análisis de negocio más allá del proyecto
Introducción

Introduction and Key Concepts 8

1.2 ¿QUÉ ES ANÁLISIS DE NEGOCIO?
• Permitir el cambio en una empresa
• Definir las necesidades y recomendar soluciones que aporten
valor a las partes interesadas.
• Articular las necesidades y la justificación del cambio.
• Diseñar y describir la solución.
Introducción

• Iniciativas estratégicas, tácticas u operativas

• Comprender el estado actual.
• Definir el estado futuro.
• Determinar las actividades necesarias para pasar al estado futuro.

Introduction and Key Concepts 9

1.2 ¿QUÉ ES ANÁLISIS DE NEGOCIO?
• Perspectiva de análisis de negocio
• Ágil
• Inteligencia de negocios
• Tecnología de información
Introducción

• Arquitectura de negocio
• Gestión de procesos de negocio

• Una o varias perspectivas pueden aplicarse a una

iniciativa
• La guía del BABOK no representa todos los contextos o disciplinas
del análisis de negocios.

Introduction and Key Concepts 10

1.3 ¿QUIÉN ES UN ANALISTA DE
NEGOCIO?
• Cualquier persona que realice una actividad de análisis
de negocio
• No importa el cargo o el rol organizacional
• Descubrir, sintetizar, analizar información procedente de diversas
fuentes
Introducción

• Obtener las necesidades de las partes interesadas, investigar y

aclarar los deseos para comprender los problemas y las causas

• Alinea la solución diseñada y entregada con las

necesidades
• Comprender los problemas y objetivos de la empresa
• Analizar las necesidades y las soluciones
• Idear estrategias
• Manejar cambios
• Facilitar la colaboración de las partes interesadas
Introduction and Key Concepts 11
1.3 ¿QUIÉN ES UN ANALISTA DE
NEGOCIO?
• Otros títulos de trabajo comunes
• Arquitecto de negocio
• Analista de sistema de negocios
• Analista de datos
Introducción

• Consultor de gestión
• Analista de procesos
• Gerente de producto
• Propietario del producto
• Ingeniero de requisitos
• Analista de sistemas
•…

Introduction and Key Concepts 12

1.4 ESTRUCTURA DE LA GUÍA BABOK
• Áreas de conocimientos
• Colección de tareas relacionadas lógicamente y no
secuencialmente

• Conceptos clave del análisis de negocio

Introducción

• Definir términos clave

• Competencias Subyacentes
• Comportamientos, características, conocimientos, cualidades
personales

• Técnicas
• Medios para realizar tareas de análisis empresarial

• Perspectiva
• Varios puntos de vista sobre el análisis de negocios
Introduction and Key Concepts 13
1.4 ESTRUCTURA DE LA GUÍA BABOK
• Conceptos claves
• Modelo de concepto básico de análisis de negocio (BACCMTM)
• Términos clave
• Esquema de clasificación de requisitos
Introducción

• Partes interesadas
• Requerimientos y diseño

Introduction and Key Concepts 14

1.4 ESTRUCTURA DE LA GUÍA BABOK
• Áreas de conocimiento
• Planificación y monitoreo del análisis de negocio
• Elicitación y colaboración
• Gestión del ciclo de vida de los requerimientos
Introducción

• Análisis de la estrategia
• Análisis de requerimientos y definición del diseño
• Evolución de la solución

Introduction and Key Concepts 15

1.4 ESTRUCTURA DE LA GUÍA BABOK
Introducción

Introduction and Key Concepts 16

1.4 ESTRUCTURA DE LA GUÍA BABOK
• Tareas
• Piezas discretas de trabajo, realizadas formal o informalmente
• Una tarea de BA es universalmente aplicable, independientemente
del tipo de iniciativa.
• Los analistas de negocio pueden realizar actividades que no sean
Introducción

BA.
• Las tareas se agrupan en áreas de conocimiento y pueden
realizarse en cualquier orden.
• La guía BABOK® no prescribe un proceso.
• Una iniciativa de análisis empresarial puede comenzar con
cualquier tarea.

Introduction and Key Concepts 17

1.4 ESTRUCTURA DE LA GUÍA BABOK
• Tasks Presentation Format
• Purpose
• Definition
• Inputs
Introducción

• Elements
• Guidelines/Tools
• Techniques
• Stakeholders
• Outputs

Introduction and Key Concepts 18

1.4 ESTRUCTURA DE LA GUÍA BABOK
• Underlying Competencies
• Not unique to business analysis profession.
• Proficiency in understanding competencies essential to a Business
Analyst’s success.
Introducción

• Underlying Competencies Structure

• Purpose
• Definition
• Effectiveness measures

Introduction and Key Concepts 19

1.4 ESTRUCTURA DE LA GUÍA BABOK
• Techniques
• Not exhaustive list.
• Techniques may be used as alternatives or in conjunction.
• Adapt or create techniques to suit the situation.
Introducción

• Techniques Structure
• Purpose
• Description
• Elements
• Usage consideration

Introduction and Key Concepts 20

1.4 ESTRUCTURA DE LA GUÍA BABOK
• Perspectives
• Provide focus to tasks.
• Techniques specific to initiative context.
• Most initiatives engage one or more perspectives.
Introducción

• Perspectives Structure
• Change Scope
• Business Analysis Scope
• Methodologies, Approaches, and Techniques
• Underlying Competencies
• Impact on Knowledge Areas

Introduction and Key Concepts 21

2.0 Business Analysis
Key Concepts
AGENDA
• Introduction

• 2.1 The Business Analysis Core Concept Model (BACCM)

• 2.2 Key Terms

• 2.3 Requirements Classification Schema

• 2.4 Stakeholders

• 2.5 Requirements and Design

Business Analysis Key Concepts 23

INTRODUCTION
• The Business Analysis Key Concepts chapter includes information that
provides a foundation for all other content, concepts, and ideas within
the BABOK® Guide.

• It provides business analysts with a basic understanding of the central

ideas necessary for understanding and employing the BABOK® Guide in
their daily practice of business analysis.

Business Analysis Key Concepts 24

2.1 THE BUSINESS ANALYSIS CORE
CONCEPT MODEL
• BACCM
Business Analysis Key Concepts

• Conceptual framework that encompasses what business analysis

is and what it means to perform business analysis tasks
• Regardless of perspective, industry, methodology or level in the
organization
• Six terms, core concepts, that have a common meaning to all
business analysts

• BACCM Key Terms

• Change
• Need
• Solution
• Stakeholder
• Value
• Context Business Analysis Key Concepts 25
2.1 THE BUSINESS ANALYSIS CORE
CONCEPT MODEL
• BACCM
Business Analysis Key Concepts

• Describes the profession and domain

• Communicates about business analysis with a common
terminology
• Evaluates the relationship of key concepts
• Perform better business analysis by holistically evaluating the
relationships among six concepts
• Evaluate the impact of the concepts and relationship at any point to
establish a foundation and path forward

Business Analysis Key Concepts 26

2.1 THE BUSINESS ANALYSIS CORE
CONCEPT MODEL
Business Analysis Key Concepts

Business Analysis Key Concepts 27

2.1 THE BUSINESS ANALYSIS CORE
CONCEPT MODEL
• Change
Business Analysis Key Concepts

• The act of transformation in response to a need

• Improve enterprise performance deliberately and controlled

• Need
• A problem or opportunity to be addressed
• Can cause changes by motivating stakeholders to act or eroding or
enhancing the value delivered by existing solutions

• Solution
• A specific way of satisfying one or more needs in a context
• Satisfies a need by resolving a problem for stakeholders or enable
stakeholders

Business Analysis Key Concepts 28

2.1 THE BUSINESS ANALYSIS CORE
CONCEPT MODEL
• Stakeholder
Business Analysis Key Concepts

• A group or individual with a relationship to the change, the need or

the solution.
• Defined by their interest in, impact on and influence over the
change.
• Grouped by their relationships to the needs, changes, solutions.

• Value
• The worth, importance, or usefulness of something to a
stakeholder within a context.
• Can be potential realized returns, gains and improvements or a
decrease of losses, risks, and costs.
• Tangible vs. intangible.
• Absolute vs. relative terms.
Business Analysis Key Concepts 29
2.1 THE BUSINESS ANALYSIS CORE
CONCEPT MODEL
• Context
Business Analysis Key Concepts

• The circumstances that influence, are influenced by, and provide

understanding of the change.
• Everything relevant to the change that is within the environment.
• May include attitudes, behaviours, beliefs, competitors, culture,
demographics, goals, governments, infrastructure, languages,
losses, processes, products, projects, sales, seasons, terminology,
technology, weather, and any other element.

Business Analysis Key Concepts 30

2.1 THE BUSINESS ANALYSIS CORE
CONCEPT MODEL
• Apply BACCM: Quality and Completeness
Business Analysis Key Concepts

• What are the kind of changes we are doing?

• What are the needs we are trying to satisfy?
• What are the solutions we are creating or changing?
• Who are the stakeholders involved?
• What do stakeholders consider to be of value?
• What are the contexts that we and the solution are in?

Business Analysis Key Concepts 31

2.2 KEY TERMS
• Business Analysis
Business Analysis Key Concepts

• The practice of enabling change in an enterprise by defining needs

and recommending solutions that deliver value to stakeholders.

• Business Analysis Information

• Board and diverse sets of information that business analysts
analyze, transform, and report.
• Information of any kind, at any level of detail, that is used as an
input to, or an output of, business analysis work.

Business Analysis Key Concepts 32

2.2 KEY TERMS
• Design
Business Analysis Key Concepts

• Usable representation of a solution.

• Focuses on understanding how value might be realized by a
solution if it is built.

• Enterprise
• A system of one or more organizations and the solutions they use
to pursue a shared set of common goals.
• Organizational capabilities can be processes, tools or information.
• For business analysis, enterprise boundaries do not need to be
confined by the boundaries of a legal entity.
• May include any number of business, government, or any other
type of organization.

Business Analysis Key Concepts 33

2.2 KEY TERMS
• Organization
Business Analysis Key Concepts

• An autonomous group of people under the management of a single

individual or board, works towards common goals and objectives.
• Clearly defined boundary.
• Operates continuous, not an initiative or project team.

• Plan
• Proposal for doing or achieving something.
• Describes a set of events, dependencies, expected sequence,
schedule, results or outcomes, materials and resources required,
stakeholders involved.

Business Analysis Key Concepts 34

2.2 KEY TERMS
• Requirement
Business Analysis Key Concepts

• Usable representation of a need.

• Focuses on understanding what kind of value could be delivered.
• Representation may be a document, but can vary widely.

• Risk
• Effect of uncertainly on the value of a change, a solution, or the
enterprise.
• Collaborate with stakeholders to identify, assess and prioritize.
• Deal with risks by altering the likelihood of the conditions or events
leading to the uncertainty: migrate, remove, avoid, share, accept.

Business Analysis Key Concepts 35

2.3 REQUIREMENTS CLASSIFICATION
SCHEMA
• Business Requirements
Business Analysis Key Concepts

• Statements of goals, objectives, and outcomes describing why a

change has been initiated.
• Can apply to the whole of an enterprise, a business area, or a
specific initiative

• Stakeholder Requirements
• Describe the needs of stakeholders that must be met to achieve
business requirements.
• Serve as a bridge between business and solution requirements.

Business Analysis Key Concepts 36

2.3 REQUIREMENTS CLASSIFICATION
SCHEMA
• Solution Requirements
Business Analysis Key Concepts

• Capabilities and qualities of a solution that meets the stakeholder

requirements.
• Provide appropriate level of detail to allow for development and
implementation.
• Function requirements: capabilities a solution must have in terms
of the behaviour and information that the solution will manage.
• Non-functional requirements: describe conditions under which a
solution must remain effective or qualities that a solution must
have.

• Transition Requirements
• Temporary capabilities a solution must have to facilitate transition
from current to future state.
• Include: data conversion, training and business continuity.
Business Analysis Key Concepts 37
2.4 STAKEHOLDERS
• Participate in or are affected by execution of tasks:
Business Analysis Key Concepts

• Business Analyst
• Customer
• Domain Subject Matter Expert
• End User
• Implementation Subject Matter Expert
• Operational Support
• Project Manager
• Regulator
• Sponsor
• Supplier
• Tester

Business Analysis Key Concepts 38

2.4 STAKEHOLDERS
• Stakeholders
Business Analysis Key Concepts

• Individuals or group participate in the execution of a task for a

change initiative or will be affected by the change initiative.
• Business Analysts interact with them directly or indirectly.
• Any stakeholder can be a source of requirements, assumptions, or
constraints.
• Stakeholder classifications are not exhaustive.
• Often multiple stakeholder roles can be found in each category; a
single individual may fill more than one role.

Business Analysis Key Concepts 39

2.4 STAKEHOLDERS
• Business Analyst
Business Analysis Key Concepts

• A stakeholder in all business analysis activities.

• Responsible, accountable for the execution of the activities.
• May be responsible for performing activities of other stakeholder
roles.

• Customer
• Use or may use products or services of the enterprise.
• May have contractual or moral rights over the enterprise.

• Domain Subject Matter Experts

• Any individual with in-depth knowledge of a topic relevant to the
business need or solution scope.
• Example: end users, managers, process owners, legal staff, and
others.
Business Analysis Key Concepts 40
2.4 STAKEHOLDERS
• End User
Business Analysis Key Concepts

• Stakeholders directly interact with the solution.

• Can include all participants in a business process or those use the
product or solution.

• Implementation Subject Matter Expert

• Stakeholders with specialized knowledge regarding the
implementation of one or more solution components.
• Example: project librarian, change manager, configuration
manager, solution architect, developer, database administrator,
information architect, usability analyst, trainer, organizational
change consultant, etc.

Business Analysis Key Concepts 41

2.4 STAKEHOLDERS
• Operational Support
Business Analysis Key Concepts

• Responsible for the day-to-day management and maintenance of a

system or product.
• Example: operations analyst, product analyst, help desk, release
manager, etc.

• Project Manager
• Responsible for the work to deliver a solution that meets a
business need while balancing the project factors including scope,
budge, schedule, resources, quality, and risk.
• Example: project lead, technical lead, product manager, team
leader, etc.

Business Analysis Key Concepts 42

2.4 STAKEHOLDERS
• Regulator
Business Analysis Key Concepts

• Responsible for define and enforcement of standards.

• Standards may be imposed via legislation, corporate governance
standards, audit standards, or standards defined by organizational
centers of competency.
• Alternate roles: government, regulatory bodies, and auditor.

• Sponsor
• Responsible for initiating the effort to define a business need and
develop a solution.
• Authorizes the work and controls budget and scope.
• Alternate roles: executive and project sponsor.

Business Analysis Key Concepts 43

2.4 STAKEHOLDERS
• Supplier
Business Analysis Key Concepts

• Outside the boundary of a given organization or unit.

• Provides products & services to the organization.
• May have contractual or moral rights and obligations.
• Alternate roles: providers, vendors, and consultants.

• Tester
• Responsible for determining how to verify that the solution meets
requirements.
• Conducts the verification process.
• Ensures the solution meets applicable quality standards, and risks
of defects or failures is understood and minimized.
• Alternate roles: quality assurance analyst.

Business Analysis Key Concepts 44

2.5 REQUIREMENTS AND DESIGN
• Business Analysis Involves Design
Business Analysis Key Concepts

• Other than eliciting, analyzing, validating, and managing

requirements, Business Analysts are also responsible for the
definition of design.
• The level of design responsibilities varies based on the
perspective.

• Requirements vs. Design

• Requirements are focused on the need; design are focused on the
solution.
• The distinction between the two is not always clear
• The same techniques are use to elicit, model and analyze both.
• A requirement leads to a design may drive the discovery and
analysis or more requirements.
• Shift in focus is often subtle.
Business Analysis Key Concepts 45
2.5 REQUIREMENTS AND DESIGN
• Requirements vs. Design
Business Analysis Key Concepts

• Classification as a requirement or a design may become less

significant as work progress to eventual fulfillment of the need.
• Business analysis can be complex and recursive.
• Requirements and design may be further elaborated after they are
handed off for implementation.
• Business Analysts often review the final designs to ensure that
they align with requirements.

Business Analysis Key Concepts 46

2.5 REQUIREMENTS AND DESIGN
Business Analysis Key Concepts

Business Analysis Key Concepts 47