Babok v2 精要
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该文档详细介绍了商业分析的流程，包括识别商业需求、评估能力缺口以及解决方案的设计与实施。重点在于通过有效管理与沟通的手段来满足利益相关者的需求，同时确保解决方案的成功部署与价值对齐。文中引用了多个框架和工具，如BABOK v2，来支持分析和决策过程。
Babok v2 精要
- 1. https://www.facebook.com/bizalyst jongminshi@gmail.com; (M)886-958003211 2016, Oct About BABOK v2
- 3. o Biz Need o Requirements o Solution & solution scope o Biz case o Stakeholder o Allocation o Solution & solution components o Transition o Solution (designed, deployed, constructed)
- 4. BABOK V2 SH Req. 5.5 Biz Case (Biz Req.) 7.1 Solution(s) (Proposed) 6.6 Sol. Req. (Functional) Sol. Req. (Non-Functional) 7.1 input Solution Option(s) 5.4 Solution Scope 7.2 (NEW) Solution(s) (Designed) 7.6 (NEW) Solution performance (Deployed) 7.5 (NEW) Solution(s) (Constructed) 5.1 Biz Need 5.3 Sol. Approach (Old) Solution (Deployed) Transition Req. Allocation virtua l real
- 5. Ver. 2.0 to 3.0
- 6. BABOK V2 (TASK) 5.1 5.3 5.4 6.2 Chapter 3 Req. + SH concern 4.4 4.5 4.1 2.1 2.5 RMP 7.5 (sol constructed) 7.1 & 7.2 (sol designed +Req allocation) 7.47.6 5.2 Solution Implementation By Project Manager & Team SH req. + Sol req input Sol designed vs deployed currently 7.3 Recycle 4.3 #Enterprise Architecture #Future Initiatives SH req. Sol req. Identified Defects
- 7. EA： 在了解商業目標目的(goal & objective)與需求(3.3 req. stated)後，商業分析者(BA, bizalyst, biz analyst)確認 了5.1商業需求(biz need)在於是解決問題還是發掘機會 後，BA還需評估(assess)出組織現在欠缺怎樣的能力與 差距(capability gap)(5.2)，進一步評估添補欠缺能力 的最佳方法選擇(approach options, alternatives)並進 行可行性分析(feasibility analysis)(5.3)，另定義 (define)待補能力範疇(5.4 solution scope)與問題 (problem statement)為何後，最後以5.5商業企劃書 (biz case)方式說明解釋給老闆(sponsor)或被授權者， 並謀求該企劃書是否後續施行(go or on-go)。 當5.1透過5.5確認後，BA就要同步開始進行關係人SHs 分析了。
- 8. 5.1 5.3 5.4 6.2 2.2 2.1 5.2 5.5 Chp5 EA Value alignment check 6.6
- 9. BAPM： 當商業分析師(BA, bizalyst收到企業高層提出的商業需 求(5.1 biz need)時，BA會經檢視OPA與專家判斷後， 首先確認是2.1 BA approach為plan-driven或change- driven，進入2.2以確認關係人(SHs)興趣與影響性，並 產出RACI表，在2.3確認商業分析需要做什麼工作內容 (BA work for a project)，並描述a.決定(determine)活 動b.產出交付物(deliverable) c.估算活動人力工時 (estimate the effort of activities) d.辨識(identify)活 動進度管理，其目的在確認工作範疇(scope of work) & BA plan。
- 10. BAPM： 而2.4描述BA跟SHs溝通需求進行方式(BA communication plan)，並於2.5藉需求管理程序(RMP, requirement management process)來說明a.如何 approving (->4.1) b.找誰確認是否變更(changing) c.追 蹤(tracing)方法，也就是需求屬性(attributes)是重點； 最後是2.6計畫如何規劃設指標(metrics)評估與衡量BA 績效，若2.6產出績效不彰時，應先差異分析(variance analysis)，後提出預防或矯正行動(preventive & corrective action)，將回饋修正於2.3 BA plan (甚至是 改變2.1 approach)，以改善BA工作安排。
- 11. Chp2 BAPM Chapter 3 Req. + SH concern 4.4 4.2 2.2 2.1 2.3 2.5 RMP 6.1 2.4 5.1
- 12. EC： 在規劃完BAPM KA後，Bi要安排一些資源(resource)以 準備資源(如SHs與會議室)召開EC會議(3.1)，後開始進 行與SHs討論執行商業需求(biz req.)見解與看法(3.2)後， 經Bi解讀確認並陳述成req.(stated, unconfirmed)與顧 慮(concerned)後(3.3)，再與SHs再次確認(validate & confirm stated req. & concern)是否如真。 關係人顧慮(stakeholder concern)為3.3產出，為 5.5/6.4/7.3輸入
- 13. Chp3 Elicitation Chapter 3 Req. + SH concern 5.5 6.4 7.3 concern 6.2 2.5 RMP concern concern
- 14. RA： 這章是Biz req. 轉成 SH & solution req.的關鍵。 首先Bi將需求(req.)做MoSCoW分析、Voting與 Timeboxing/ Budgeting以排序(6.1)，並組織化需求 (organize req.)(6.2)後，用文字(text)、矩陣文件 (matrix documentation)與建模工具(modeling tools, models)說明給SHs(6.3)了解，還須說明方案關係到的 假設條件與限制因素(6.4)後，再與SHs確認(6.5 verify) 需求符合商業需求(5.1 biz need)、與需求文件品質(by quality checklist)，此時使確定(6.6 validate)需求也符 合商業企劃(5.5 biz case)與商業需要(biz req., meet biz need through biz case)，最終滿足公司所需目標目 的無偏離(alignment with goal & objective)。 只有對的6.6需求，才能產出對的7.1方案。
- 15. Chp6 RA 6.2 4.4 4.5 4.14.2 6.1 7.5 (sol constructed) 7.1 & 7.2 (sol designed +Req allocation) 6.3 6.5 6.6 Metrics & KPI 4.3 #Enterprise Architecture #Future Initiatives SH req. Sol req. 5.45.4 5.5 6.4Assumption & Constraint Assumption & Constraint Metrics & KPI 2.5 RMP
- 16. RMC： 4.1~4.3屬於管理(M)，4.4~4.5用於溝通(C)用。 當Bi持續進行方案範疇管理(5.4 solution scope mng)時， 須經SHs授權(authorize)以持續核可(4.1 approved)並 管理追蹤((4.2 traceability mng)需求有無遺漏或衝突 (conflicts/issues)，以確認商業需求(biz req.)(backward tracing)依可達成與後續可實行 (implementation as actual solution, forward tracing) ，此時Bi或可尋求是否可再利用(re-use)過往專案需求 (4.3)當例以減少effort(近知識管理)。 Bi將需求以各種格式(format)包裹呈現給SHs(4.4 req. package)，以用於溝通需求內容(4.5)，最終目地在於 獲得核准(4.1)。 4.4 req. package來自於6.2 output req. structure.
- 17. Chp4 RMC 6.2 4.4 4.5 4.14.2 2.5 RMP 6.6 Sol req. 7.1 & 7.2 (sol designed +Req allocation) 2.4 4.3 #Enterprise Architecture #Future Initiatives SH req. + Sol req input
- 18. SAV： 經評比(ranking)與辨識所欠能力後所衡量(assess)出最 佳方案後(7.1)，BA開始安排(allocate)核准需求進入排 程，以完成不同的方案元件(solution omponents)(7.2) 實施與上線(release)，之後Bi要評估組織對於實行新方 案的接受度(7.3 readiness)，如對組織文化、營運 (operation)、技術與關係人衝擊分析如何如何，與定義 相關轉移配套(7.4 transition req.)，並確定方案(7.5 validate solution)是否有缺陷(defects)與規劃避險行動 (mitigating actions)，最後是在實施新方案完整評估施 行後(post-implementation)的方案績效(7.6 solution performance assessment)與價值(value)是否歸結 (alignment)於商業目標目的(5.1 goals & objectives)， 而7.6會回饋至5.2做修正。
- 19. Chp7 SAV 4.1 6.1 7.5 (sol constructed) 7.1 & 7.2 (sol designed +Req allocation) 6.6 7.6 Solution Implementation By Project Manager & Team Metrics & KPI Sol designed vs deployed currentlyIdentified Defects 7.4 Chapter 3 Req. + SH concern 7.3 concern Metrics & KPI 5.2 Recycle
- 20. BABOK V2 (TASK) 5.1 5.3 5.4 6.2 Chapter 3 Req. + SH concern 4.4 4.5 4.14.2 2.2 2.1 2.3 2.5 RMP 6.1 7.5 (sol constructed) 7.1 & 7.2 (sol designed +Req allocation) 6.3 6.5 6.6 7.47.6 5.2 5.5 2.4 Solution Implementation By Project Manager & Team SH req. + Sol req input Sol designed vs deployed currently 6.4 7.3 Recycle concern 4.3 #Enterprise Architecture #Future Initiatives SH req. Sol req. Identified Defects
- 21. BABOK V2 (TASK) 5.1 5.3 5.4 6.2 Chapter 3 Req. + SH concern 4.4 4.5 4.14.2 2.2 2.1 2.3 2.5 RMP 6.1 7.5 (sol constructed) 7.1 & 7.2 (sol designed +Req allocation) 6.3 6.5 6.6 7.47.6 5.2 5.5 2.4 Solution Implementation By Project Manager & Team Metrics & KPI Value alignment check SH req. + Sol req input Sol designed vs deployed currently 6.4 7.3 concern Recycle concern 4.3 #Enterprise Architecture #Future Initiatives SH req. Req. (stated) Sol req. Metrics & KPI Identified Defects Assumption & Constraint Assumption & Constraint concern
Editor's Notes
- #6: Developed 2004–2009 Standard for BA practice Describes work performed by business analysis professionals Basis for certification, competency models