v1.0 (05.2014)by Miroslaw Dabrowskiwww.miroslawdabrowski.com BABOK®2 Knowledge Areas vs Techniques Matrix

9.1 Acc

eptan

ce an

d Eva

luatio

n Crite

ria D

efinit

ion

9.2 Ben

chmark

ing

9.3 Brai

nstor

ming

9.4 Bus

iness

Rule

s Ana

lysis

9.5 D

ata D

iction

ary an

d Glos

sary

9.6 D

ata Flow

Diag

rams

9.7 D

ata M

odeli

ng

9.8 D

ecisio

n Ana

lysis

9.9 D

ocum

ent A

nalys

is

9.10 E

stimati

on

9.11 F

ocus

Grou

ps

9.12 F

uncti

onal

Decom

posit

ion

9.13 I

nterfa

ce Ana

lysis

9.14 I

ntervi

ews

9.15 L

esso

ns Le

arned

Proces

s

9.16 M

etrics

and K

ey Perf

orman

ce In

dicato

rs

9.17 N

on-fu

nctio

nal R

equir

emen

ts Ana

lysis

9.18 O

bserv

ation

9.19 O

rganiz

ation

Mod

eling

9.20 P

roblem

Trackin

g

9.21 P

roces

s Mod

eling

9.22 P

rototy

ping

9.23 R

equir

emen

ts Work

shop

s

9.24 R

isk Ana

lysis

9.25 R

oot C

ause

Analys

is

9.26 S

cena

rios a

nd U

se C

ases

9.27 S

cope

Mod

eling

9.28 S

eque

nce D

iagram

s

9.29 S

tate D

iagram

s

9.30 S

tructu

red W

alkthr

ough

9.31 S

urvey

/Que

stion

naire

9.32 S

WOT Analys

is

9.33 U

ser S

tories

9.34 V

endo

r Ass

essm

ent

RACI Matr

ix

Stakeh

older

Map

Varian

ce Ana

lysis

Baseli

ning

Signoff

Covera

ge M

atrix

Requir

emen

ts Doc

umen

tation

Busine

ss R

equir

emen

ts Doc

umen

t

Produc

t Roa

dmap

Software

/System

Req

uirem

ents

Specif

icatio

n

Supple

mentar

y Req

uirem

ents

Specif

icatio

n

Vision D

ocum

ent

Requir

emen

ts for

Vendo

r Sele

ction

Feasib

ility Ana

lysis

Problem

or Visio

n Stat

emen

t

MoSCoW

Analys

is

Timeb

oxing

/Budge

ting

Voting

Check

lists

Force F

ield A

nalys

is

Business Analysis Planning & Monitoring2.1.5 Plan Business Analysis Approach

2.2.5 Conduct Stakeholder Analysis

2.3.5 Plan Business Analysis Activities

2.4.5 Plan Business Analysis Communication

2.5.5 Plan Requirements Management Process

2.6.5 Manage Business Analysis Performance

Elicitation3.1.5 Prepare for Elicitation

3.2.5 Conduct Elicitation Activity

3.3.5 Document Elicitation Results

3.4.5 Confirm Elicitation Results

Requirements Management & Communication4.1.5 Manage Solution Scope & Requirements

4.2.5 Manage Requirements Traceability

4.3.5 Maintain Requirements for Re-use

4.4.5 Prepare Requirements Package

4.5.5 Communicate Requirements

Enterprise Analysis5.1.5 Define Business Need

5.2.5 Assess Capability Gaps

5.3.5 Determine Solution Approach

5.4.5 Define Solution Scope

5.5.5 Define Business Case

Requirements Analysis6.1.5 Prioritize Requirements

6.2.5 Organize Requirements

6.3.5 Specify and Model Requirements

6.4.5 Define Assumptions and Constraints

6.5.5 Verify Requirements

6.6.5 Validate Requirements

Solution Assessment and Validation7.1.5 Assess Proposed Solution

7.2.5 Allocate Requirements

7.3.5 Assess Organizational Readiness

7.4.5 Define Transition Requirements

7.6.5 Evaluate Solution Performance

7.5.5 Validate Solution

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Legend

Techniques recommeded by BABOK. Business analyst sholud have a working knowledge of these techniques.

Techniques recommeded by BABOK.

http://www.mindmeister.com/410136309/

Techniques mentioned in BABOK Knowledge Areas, but not in Chapter 9 where all techniques are listed. IIBA®, the IIBA® logo, BABOK® and Business Analysis Body of Knowledge® are registered trademarks owned by International Institute

of Business Analysis.