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Программа научного семинара «Информационная бизнес-аналитика»

  1. Thematic plan of the discipline

Titles of topics

Total (hours)

Class hours

Individual work




Defining the Business Analysis Body of Knowledge (BABOK)





Business Analysis Planning & Monitoring












Requirements Management & Communication






Enterprise Analysis






Requirements Analysis






Solution Assessment & Validation






Underlying Competencies











Total hours





  1. Contents of discipline

Topic 1. “A Guide to the Business Analysis Body of Knowledge®
(BABOK® Guide)”

The BABOK® Guide contains a description of generally accepted practices in the field of business analysis. The key concepts in the field of business analysis: domains, solutions, requirements, requirements classification scheme, knowledge areas and relationships between knowledge areas. The tasks performed by business analysts to accomplish the purpose of that knowledge area. Each task contains a listing of relevant techniques. Some techniques are specific to the performance of a single task, while others are relevant to the performance of a large number of tasks. Each task includes a listing of generic stakeholders who are likely to participate in the execution of that task or who will be affected by it. The underlying competencies of the business analyst are skills, knowledge and personal characteristics that support the effective performance of business analysis. The BABOK® Guide is a synthesis of information on the business analysis role drawn from a wide variety of approaches to business improvement and change.

Basic book

“A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 2.0.”– Toronto, International Institute of Business Analysis, 2009. Chapter 1, P. 1-17.

Topic 2. Business Analysis Planning & Monitoring.

The Business Analysis Planning and Monitoring Knowledge Area 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.

Basic book

“A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 2.0.”– Toronto, International Institute of Business Analysis, 2009. Chapter 2, P. 17-52.

Topic 3. Elicitation.

Eliciting requirements is a key task in business analysis. Because the requirements serve as the foundation for the solution to the business needs it is essential that the requirements be complete, clear, correct and consistent. Elicitation includes details for eliciting business, stakeholder, solution, or transition requirements. The business analyst should understand the commonly used techniques to elicit requirements, should be able to select appropriate technique(s) for a given situation, and be knowledgeable of the tasks needed to prepare, execute and complete each technique.

Basic book

“A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 2.0.”– Toronto, International Institute of Business Analysis, 2009. Chapter 3, P. 52-62.

Topic 4. The Requirements Management and Communication Knowledge Area.

The Requirements Management and Communication Knowledge Area are the activities and considerations for managing and expressing requirements to a broad and diverse audience. These tasks are performed to ensure that all stakeholders have a shared understanding of the nature of a solution and to ensure that those stakeholders with approval authority are in agreement as to the requirements that the solution shall meet. Communicating requirements helps to bring the stakeholders to a common understanding of the requirements. Because the stakeholders represent people from different backgrounds and business domains, this communication is both challenging and critical to the success of any initiative. It involves determining which sets of requirements are relevant to a particular stakeholder group and presenting those requirements in an appropriate format for that audience.

Basic book

“A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 2.0.”– Toronto, International Institute of Business Analysis, 2009. Chapter 4, P. 62-80.

Topic 5. The Enterprise Analysis Knowledge Area.

The Enterprise Analysis Knowledge Area describes the business analysis activities necessary to identify a business need, problem, or opportunity, define the nature of a solution that meets that need, and justify the investment necessary to deliver that solution. Enterprise analysis outputs provide context to requirements analysis and to solution identification for a given initiative or for long-term planning. Enterprise analysis is often the starting point for initiating a new project and is continued as changes occur and more information becomes available. It is through enterprise analysis activities that business requirements are identified and documented.

It describes the business analysis activities that take place for organizations to: analyze the business situation in order to fully understand business problems and opportunities; assess the capabilities of the enterprise in order to understand the change needed to meet business needs and achieve strategic goals; determine the most feasible business solution approach; define the solution scope and develop the business case for a proposed solution; define and document business requirements (including the business need, required capabilities, solution scope, and business case).

Basic book

“A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 2.0.”– Toronto, International Institute of Business Analysis, 2009. Chapter 5, P. 80-98.

Topic 6. The Requirements Analysis Knowledge Area.

The Requirements Analysis Knowledge Area describes the tasks and techniques used by a business analyst to analyze stated requirements in order to define the required capabilities of a potential solution that will fulfill stakeholder needs. It covers the definition of stakeholder requirements, which describe what a solution must be capable of doing to meet the needs of one or more stakeholder groups, and solution requirements, which describe the behavior of solution components in enough detail to allow them to be constructed. The tasks in this knowledge area apply to both stakeholder and solution requirements.

In addition, requirements analysis may be performed to develop models of the current state of an organization. These domain models are useful for validating the solution scope with business and technical stakeholders, for analyzing the current state of an organization to identify opportunities for improvement, or for assisting stakeholders in understanding that current state.

Basic book

“A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 2.0.”– Toronto, International Institute of Business Analysis, 2009. Chapter 6, P. 99-121.

Topic 7. The Solution Assessment and Validation Knowledge Area.

The Solution Assessment and Validation Knowledge Area describes the tasks that are performed in order to ensure that solutions meet the business need and to facilitate their successful implementation. These activities may be performed to assess and validate business processes, organizational structures, outsourcing agreements, software applications, and any other component of the solution.

Business analysis plays a vital role in ensuring that the process of reviewing, selecting, and designing the solution is done in a way that maximizes value delivered to stakeholders. The business analyst knows the business environment and can assess how each proposed solution would affect that environment. The business analyst is responsible for ensuring that stakeholders fully understand the solution requirements and that implementation decisions are aligned with the relevant requirements.

Basic book

“A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 2.0.”– Toronto, International Institute of Business Analysis, 2009. Chapter 7, P. 121-140.

Topic 8. The Underlying Competencies Knowledge Area.

The Underlying Competencies Knowledge Area provides a description of the behaviors, characteristics, knowledge and personal qualities that support the practice of business analysis.

The underlying competencies are not unique to the business analysis profession. They are aware of the range of fundamental skills required, and provide a basis for them to investigate further into the skills and knowledge that will enable them to be accomplished and adaptable business analysts.

Analytical Thinking and Problem Solving supports effective identification of business problems, assessment of proposed solutions to those problems, and understanding of the needs of stakeholders. Analytical thinking and problem solving involves assessing a situation, understanding it as fully as possible, and making judgments about possible solutions to a problem.

Behavioral Characteristics support the development of effective working relationships with stakeholders and include qualities such as ethics, trustworthiness, and personal organization.

Business Knowledge supports understanding of the environment in which business analysis is performed and knowledge of general business principles and available solutions.

Communication Skills support business analysts in eliciting and communicating requirements among stakeholders. Communication skills address the need to listen to and understand the audience, understanding how an audience perceives the business analyst, understanding of the communications objective(s), the message itself, and the most appropriate media and format for communication.

Interaction Skills support the business analyst when working with large numbers of stakeholders, and involve both the ability to work as part of a larger team and to help that team reach decisions. While most of the work of business analysis involves identifying and describing a desired future state, the business analyst must also be able to help the organization reach agreement that the future state in question is desired through a combination of leadership and facilitation.

Software Applications are used to facilitate the collaborative development, recording and distribution of requirements to stakeholders. Business analysts should be skilled users of the tools used in their organization and must understand the strengths and weaknesses of each.

Basic book

“A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 2.0.”– Toronto, International Institute of Business Analysis, 2009. Chapter 8, P. 141-154.

Topic 9. The techniques.

Techniques alter the way a business analysis task is performed or describe a specific form the output of a task may take. The techniques listed in BABOK® Guide are only a subset of the techniques used by practitioners of business analysis. The ones are applicable to enough different situations and business domains, and have been adopted by enough business analysis practitioners, that a skilled generalist should reasonably be expected to be familiar with the existence and purpose of the technique. Business analysts who specialize in a particular methodology or business domain may need to understand a smaller set of techniques in greater depth, or may need to develop expertise in techniques not described in BABOK®.

A subset of the techniques in the BABOK® Guide can be described as being in widespread use. These techniques are in regular use by a majority of business analysts and see occasional use by the vast majority of practitioners, and it is likely that many if not most organizations will expect business analysts to have a working knowledge of these techniques. The techniques that fall into this category are: Acceptance and Evaluation Criteria Definition; Brainstorming; Business Rules Analysis; Data Dictionary and Glossary; Data Flow Diagrams; Data Modeling; Decision Analysis; Document Analysis; Interviews; Metrics and Key Performance Indicators; Non-functional Requirements Analysis; Organization Modeling; Problem Tracking; Process Modeling; Requirements Workshops; Scenarios and Use Cases.

Basic book

“A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 2.0.”– Toronto, International Institute of Business Analysis, 2009. Chapter 9, P. 155-221.

  1. Educational Technology

Following educational technologies are used in the implementation of different types of learning: reports, discussion, problem solving, cases review.

  1. Educational-methodical and information support of discipline

Basic book

“A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 2.0.”– Toronto, International Institute of Business Analysis, 2009.

  1. Inventory and logistics support of discipline

Personal computer (laptop) and a projector are used for lectures and seminars. Technical equipment of computer classes may be used too.

  1. Procedure for the formation of estimates on discipline

Generating estimates of the discipline is made in accordance with the Regulations on the organization of the control of knowledge, approved by the Academic Council of the HSE from 24.06.2011, Protocol №26.

In accordance with the program of the discipline, the form of the current control is homework, which is assessed on a 10 point scale. Estimate for the current control (E current control) coincides with the estimate of homework (E homework):

E current control = E homework

In determining the accumulated estimate (on a 10 point scale) classroom work and self extracurricular work is not valued. Therefore, the cumulative estimate coincides with estimate for the current to the formula:

E cumulative = 1,0 E current control + 0,0 · E classroom + 0,0 E individual work ,

where E current control – estimate for the current control; E classroom – estimate for the classroom;

E individual work – estimate for individual work.

The resulting estimate is formed on the basis of estimate for a case-study (on a 10 point scale) and cumulative estimate. The resulting estimate is calculated by the formula:

E resulting = 0,6 E case-study + 0,4 E cumulative,

where E case-study – estimate for a case-study; E cumulative – cumulative estimate.

  1. Question to assess the quality of learning the discipline

  1. What is the Business Analysis Body of Knowledge?

  2. What is Business Analysis?

  3. What are Key Concepts?

  4. What are Knowledge Areas?

  5. What are Tasks?

  6. What are Techniques?

  7. What are Underlying Competencies?

  8. What are Other Sources of Business Analysis Information?

  9. What is Plan Business Analysis Approach?

  10. What is Conduct Stakeholder Analysis?

  11. What is Plan Business Analysis Activities?

  12. What is Plan Business Analysis Communication?

  13. What is Plan Requirements Management Process?

  14. What is Manage Business Analysis Performance?

  15. What is Prepare for Elicitation?

  16. What is Conduct Elicitation Activity?

  17. What is Document Elicitation Results?

  18. What are Confirm Elicitation Results?

  19. What are Manage Solution Scope & Requirements?

  20. What is Manage Requirements Traceability?

  21. What is Maintain Requirements for Re-use?

  22. What is Prepare Requirements Package?

  23. What are Communicate Requirements?

  24. What is Define Business Need?

  25. What are Assess Capability Gaps?

  26. What is Determine Solution Approach?

  27. What is Define Solution Scope?

  28. What is Define Business Case?

  29. What are Prioritize Requirements?

  30. What are Organize Requirements?

  31. What are Specify and Model Requirements?

  32. What are Define Assumptions and Constraints?

  33. What are Verify Requirements?

  34. What are Validate Requirements?

  35. What is Assess Proposed Solution?

  36. What are Allocate Requirements?

  37. What is Assess Organizational Readiness?

  38. What are Define Transition Requirements?

  39. What is Validate Solution?

  40. What is Evaluate Solution Performance?

  41. What are Analytical Thinking and Problem Solving?

  42. What are Behavioral Characteristics?

  43. What are Business Knowledges?

  44. What are Communication Skills?

  45. What are Interaction Skills?

  46. What are Software Applications?

  47. What are Acceptance and Evaluation Criteria Definition?

  48. What is Benchmarking?

  49. What is Brainstorming?

  50. What is Business Rules Analysis?

  51. What are Data Dictionary and Glossary?

  52. What are Data Flow Diagrams?

  53. What is Data Modeling?

  54. What is Decision Analysis?

  55. What is Document Analysis?

  56. What is Estimation?

  57. What are Focus Groups?

  58. What is Functional Decomposition?

  59. What is Interface Analysis?

  60. What are Interviews?

  61. What is Lessons Learned Process?

  62. What are Metrics and Key Performance Indicators?

  63. What is Non-functional Requirements Analysis?

  64. What is Observation?

  65. What is Organization Modeling?

  66. What is Problem Tracking?

  67. What is Process Modeling?

  68. What is Prototyping?

  69. What are Requirements Workshops?

  70. What is Risk Analysis?

  71. What is Root Cause Analysis?

  72. What are Scenarios and Use Cases?

  73. What is Scope Modeling?

  74. What are Sequence Diagrams?

  75. What are State Diagrams?

  76. What is Structured Walkthrough?

  77. What is Survey/Questionnaire?

  78. What is SWOT Analysis?

  79. What are User Stories?

  80. What is Vendor Assessment?

Author of the program:

_____________________________________T.K. Kravchenko