1.
The role of a Business Analyst
Source: BABOK v3
Company Need
Cost/Benefit
Delivering Value
Design & WorkGo/No Go
Decision
Go Live
Vision Project Live
2Source: BABOK v3 & masVenta Business GmbH

2.
The Guide to Business Analysis
Body Of Knowledge
• The “Gold Standard” for Business Analysis
• ~500 pages, 6 +1 knowledge areas
• Many techniques and best practices
• Integrated study with additional
literature is recommended
• Current version 3.0,
released April 15th, 2015
• Hardcopy or personalized
PDF (free for members)
3Source: BABOK v3

3.
Definition: Business Analysis is…
“…the practice of
enabling change in
an enterprise
[context] by defining
needs and
recommending
solutions that deliver
value to
stakeholders”
Source: BABOK v3
4
BABOK® v3 - Core Concept Model (BACCM TM).

4.
IIBA Core Compentency Model V4
5

5.
The CBAP® Certificate
• Globally accepted certificate for professional Analysts, Architects
or Consultants, the “Gold Standard” for Business Analysis
• Certified CBAP® have at least 5 years experience in Business
Analysis, i.e., they are experienced senior professionals.
• Many CBAP® have a good knowledge in project management;
most of them have worked in “hybrid” mode as BA and PM.
• Business Analysis is most popular in branches like Banking,
Insurances and Telecommunications, other branches follow.
• BAs should have good Domain knowledge, but the certificate
is independent from branches, strongly IT focused.
• Nearly 10.000 CBAP® worldwide, growth rate > 15%
• Central Europe is significantly behind.
• CBAP® Exam: 3,5 h multiple choice with 120 questions, provided
by accredited examination centers and as proctored online exam
• Cost for application and exam is around Euro 500,-
7

6.
8Quelle: BABOK v3

7.
The 6th Perspective: Business Analysis for Service Design
•ROI and Profit
•Low risks and losses
•Low-cost operation
•Data protection
•Data security
•Legal conformity
•Adhering standards
•Sustainability
•Reliability
•Adaptability
•Extendability
•Scalability
•Low complexity
•Low cost
•Reliable
•Trustworthy
•Modern, state-of-
the-art
•Smart, Clever
•Exciting Customer
Experience
Maintenance &
Changes
Invest, Costs &
Profit
Security &
Conformity
Customer consumes services Provider offers services

8.
The next big challenge: Customer Data Integration
Data Exchange vs. Data Protection
Customer
Data needs to
be available
across service
providers
Customer
Data are to be
protected
according to
GDPR
The challenging antagonism
10

9.
Travelling example: a real-life service challenge
Home
Car
Train
Plane to
Belgrade
Taxi
Hotel Walk
Speech
Airport Hotel
Plane to
Stock-
holm
Train to
Solna
Hotel
Training
Plane to
DUS
Train
Car
Home
11

10.
12

11.
The Double Diamond
A Service Design Process Model by The Design Council, UK, 2013
Discover Define Develop Deliver
13

12.
Business Analyst
Design
Thinking
Expert
UX
Analyst
Customer
Experience
Specialist
Service
Designer
Product
Manager
Product
Owner
Portfolio
Manager
9 Skill-Sets/Roles for Service Design a BA can have
Marketing
Manager Process
Manager
14
Discover
Define
Deliver Develop

13.
Skill-Set/
Role
Responsible for Tasks and Outcome Normal
BA Skill
Marketing
Manager
Identifies Target Customer and creates a tailored value proposition, advertises and tracks
Portfolio
Manager
Selects best projects in terms of strategic fit and expected benefit, recommends invests
Product
Manager
Owns the product, determines and maintains products life cycle, has the customer view
and as well sales & marketing view
Design
Thinker
Freely thinks about new ideas, explores and experiments, customer value driven, creates
prototypes and provides first feeling of potential user acceptance of new ideas
Service
Designer
Designs a service from users perspective, balances cost/benefit to achieve a profitable
final steady state of a whole end-to-end service
CX
Specialist
Focuses on customer touchpoints, driven by customer satisfaction, continuously
optimises the customer experiences
UX
Analyst
Technical User Interface design, human – machine interface, graphical user interfaces
(GUI), keyboard and mouse usage, ensures adherence to standards
Process
Manager
Owns the process behind the service, documents, models and continuously improves the
process. Creates BPMN process models, data flows, RACI sheets etc. Ensures compliance
Product
Owner
Value driven prioritisation and steer of features in the software manufacturing process
(Scrum). Empowered voice of the customer, decision maker 15

14.
8 Core
Competencies for
Digital Business
Analysts
Understanding Strategy
Understanding the
Customer Experience (CX)
Reimagine Business
Processes
Embrace
Agility
Stakeholder
Collaboration
Strategic use of data
Understand
Technology
Embrace
product
management
Source: Podcast w/ Ken Fulmer, CEO IIBA, October 2018
http://masteringbusinessanalysis.com/mba169-digital-business-analyst-competencies/
16

15.
8 Competencies for Digital Business Analysts
1. Understanding strategic imperatives: It all starts with an understanding of what your organization’s strategic imperatives are about. This allows
you to bring the strategy down to actionable initiatives and provides clarity into the outcomes we’re trying to achieve.
2. Understanding the customer experience: Focusing on the customer experience requires adopting an outside in focus. Understanding the
customer and the challenges they face (using tools such as Customer Journey Maps) allow you to take that outside in approach and create
solutions your customers need, want, and love.
3. Reimagine business processes: The digital space moves quickly. In many cases, you may not only need to improve a process, but also completely
reimagine a process and create disruption in your industry. To be successful, you need to understand business processes, how to analyze
processes, develop new processes, and drive organizational change.
4. Embrace agility: Embracing agility goes beyond the frameworks such as Scrum or Kanban and includes an understanding of Lean mindset and
practices. We can harness the power of Agile and Lean thinking to bring about change.
5. Continuous stakeholder collaboration: While stakeholder engagement is core to business analysis in any environment, engagement activities
need to be continuous in a digital environment. The evolutionary and experimental approach with Agile and digital will require frequent feedback
and conversations with stakeholders.
6. Strategic use of data: One way to enable better collaboration with stakeholders and understand customers is through data. We collect a lot of
data about our customers; through our interactions and through social media. Using data analytics to interpret that data and better understand
our customers allows us to build better solutions. It also allows us to take an evidence based approach to decision making.
7. Understand technology: You don’t need to understand technology at a software engineer level, but understanding technology will allow you to
find new ways of working and new capabilities for your organization. You need to be able to work with business leaders and help them
understand what is possible.
8. Embrace product management: More and more organizations are shifting from projects to product thinking. As Business Analysts, we need to
understand how to work with Product Owners and sometimes serve as a proxy for the Product Owner. We need to be accountable for the
outcomes resulting from our products and establish a deep understanding of our customer and their needs.
Source: http://masteringbusinessanalysis.com/mba169-digital-business-analyst-competencies/ 17

16.
Summary – Business Analysis Skills
Sharp Business Analysis skills are indispensable for various
roles in companies, as many employees do “Business
Analysis“ day by day, even if they do not name it Business
Analysis
Rather than trying to achieve to being in an official role of
a Business Analyst, professionals should better go for
broad and excellent Business Analysis skills to support
company strategy and development

17.
www.ba-day.com
http://ba-day.com/index.php/tickets/
29. / 30. April 2021