A Fresh Perspective to BABoK® Techniques
Transcript of A Fresh Perspective to BABoK® Techniques
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A Fresh Perspective to
BABoK® Techniques
LN Mishra, CBAP®
Principal BA
Adaptive US Inc.
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IIBA® South Florida Chapter
for the Opportunity
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Poll Time 1
How many of you DON’T
believe we can further improve
BABoK® Techniques?
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About Adaptive US
➢ World’s leading provider of IIBA®
certification trainings – ~1000 IIBA®
Certifications
➢ IIBA® core certification trainings with
Success Guarantee
➢ World’s leading BA publisher
➢ More than 5000 BAs benefited
➢ Successfully conducted 300+
workshops across the world
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An Improvement Mindset
❖There is Always a Better Way!
❖The past tagline for Hewlett-
Packard (HP)
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Conventional Stakeholder Map
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A Better Stakeholder Map
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Conventional CRUD Matrix
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Create Retrieve Update Delete
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Challenges of CRUD matrix
• Delete is no longer a practice
• Does not handle other important
data manipulations
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New CURIE Matrix
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Create Update Retrieve Import Export
In Honor of Madam Curie
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Business Model Canvas
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Challenges of Business Model Canvas
• Does not provide insight for
strategy.
• Does not account for social and
environmental impacts.
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Business Analysis Canvas
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Process model
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Challenges of Process model
• Does not handle status
• Does not handle data flow
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Fusion model
Contractor details
ICV System
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Conventional Scope Models
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Challenges
• Does not show Doubtful / Out of
Scope elements
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A Simpler Scope Model
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Conventional Data Dictionary
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Challenges
• A very limited attribute set
• Leaves a lot to Developer's
discretion
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Extended Data Dictionary
Min
Value
Max
Value
Editable H
Align
Validations / Business
rules
Lookup
Ordering
Default
Value
Look Up Seed
Values
Expected
data values
No
No Left Must satisfy corporate
password policy
No Center
No
Next control Linked to any
other field?
Fields dependent on
current field
Field Behavior Legacy Table Column Transfer Rule
Password
Submit
On click, validate username and
password
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NFR CategoriesAvailability Extent to which solution is operable and accessible when required.
Compatibility Ability to co-exist and interact with other applications.
Functionality Extent to which user needs are met by solution functions.
Maintainability Ability to change one component without affecting others and without causing unexpected failures, ability to re-
use components and testability.
Performance efficiency Time taken to perform activities and resource utilization levels.
Portability How easy it is to transfer a solution or component from one environment to another.
Reliability Measure of application being available when needed. Ability to recover from errors, uptime, or failures in
interfaces.
Scalability Ability to handle increased amounts of work.
Security Ability to ensure confidentiality and integrity of information, to verify when actions were taken and by whom and
to authenticate users.
Usability How easy is it to learn and use the solution.
Certification Meet certain standards or industry convention.
Compliance Legal, financial or regulatory constraints.
Localization Local languages, laws, currencies, cultures, spellings.
Service level agreements Organization constraints which are agreed upon by provider and user of solution.
Extensibility Ability to incorporate new functionalities.
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Challenges
• At a high level
• No guidance on how to test NFRs
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Adaptive NFR Checklist
• Drills down NFRs to 2nd level
• Has 40+ NFRs
• Contains ways to test NFRs as well
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Business Capability Map
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Challenges
• Pretty complex to comprehend
• Similar colors create confusion
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An Alternative Representation
Business criticality
Risk
Business Performance
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Kano Model
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Challenges
• Excessive IT capabilities have
introduced a new category of
features
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An Improved Kano Model
Unattractive
attributes
• Excessive alerts
• Obscure captcha
• Asking too many
details in one go
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Brainstorming
• A great technique to generate
ideas
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Challenges
• Group think
• Dominant personality
• Positive way of thinking
• Not enough ideas generated
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Challenges
• Group think
• Dominant personality
• Positive way of thinking
• Not enough ideas generated
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Better Brainstorming
• Brain-writing
• Brainstorming paradox
• 6 Thinking Hats
• 6536 technique– 6 Stakeholders
– Every 5 minutes
– Give 3 ideas each
– Repeat 6 times
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Best Way to Reach me
linkedin.com/in/lnmishra
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