=Paper=
{{Paper
|id=Vol-2711/paper25
|storemode=property
|title=Approaches for the Concept "Business Analysis" Definition in IT Projects and Frameworks
|pdfUrl=https://ceur-ws.org/Vol-2711/paper25.pdf
|volume=Vol-2711
|authors=Denys Gobov,Catherine Maliarcuk,Nataliia Kunanets,Yurii Oliinyk
|dblpUrl=https://dblp.org/rec/conf/icst2/GobovMKO20
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==Approaches for the Concept "Business Analysis" Definition in IT Projects and Frameworks==
https://ceur-ws.org/Vol-2711/paper25.pdf
Approaches for the Concept "Business Analysis"
Definition in IT Projects and Frameworks
Denys Gobov1[0000-0001-9964-0339], Catherine Maliarcuk2[0000-0002-6095-2631],
Nataliia Kunanets3[0000-0003-3007-2462] , Yurii Oliinyk1[0000-0002-7408-4927]
1National Technical University of Ukraine “Igor Sikorsky Kyiv Polytechnic Institute”, 37,
Prosp. Peremohy, Kyiv, Ukraine
d.gobov@kpi.ua, oliyura@gmail.com
2P.L. Shupyk National Medical Academy of Postgraduate Education, 9 Dorohozhytska Str.,
Kyiv, Ukraine
maliarchuk.catherine@gmail.com
3Information Systems and Networks Department, Lviv Polytechnic National University, Lviv,
Ukraine
nek.lviv@gmail.com
Abstract. The problem of defining the concept “business analysis in IT project”
and scope of business analysis activities are considered. The comparative analy-
sis of three bodies of knowledge on business analysis from leading international
institutions International Institute of Business Analysis, Project Management
Institute and British Computer Society is performed. The common set of busi-
ness analysis activities in IT projects is defined and can be used to define the
business analysis competence matrix for IT companies.
Keywords: Business analysis, business analysis knowledge area, business
analysis core concept
1 Introduction
In today's practice of transformation and optimization of business activity, the leading
role is played by business analysis, as a discipline for identifying business needs and
helping to find the best solution for them. This is borne out by numerous studies in
project management. Thus, according to [1] the most influential factors that led to the
failure of software development projects were: changes in the priorities of organiza-
tions (41%), errors in the stage of requirements collection (39%), changes in project
goals (36%), inadequate vision or project goal (30%), etc. Other industry studies pro-
vide similar indicators [2, 3].
All of the above issues are the result of an improperly organized business analysis
process. In part, this phenomenon can be explained by the fact that at the moment the
role of business analysts is reduced to solution requirements management, which
means actually requirements gathering and determining the compliance of these re-
quirements with the given system and adjusting them if necessary. But in fact, at the
moment, the responsibilities of business analysts are much broader. Dissemination of
Copyright © 2020 for this paper by its authors. Use permitted under Creative Commons
License Attribution 4.0 International (CC BY 4.0). ICST-2020
techniques, practices and approaches to performing business analysis in the project
activity has led to the need to define the concept and framework of business analysis
[3, 4, 5].
This paper deals with the review and comparative analysis of the bodies of
knowledge developed by the leading international organizations of the International
Institute of Business Analysis (IIBA), the Project Management Institute (PMI) and the
British Computer Society (BCS) on the mentioned topics.
2 Problem statement
Complicating the tasks involved in transforming or creating information systems and
other solutions to improve business performance has led to expending the list of roles
in the project team. A new role “business analyst” has been added to the standard
triad “project manager- software engineer – quality assurance specialist”. According
to [6], this role is responsible for identifying, analyzing, documenting and verifying
project requirements. There are other names for this role: requirements engineer, sys-
tem analyst, process analyst, enterprise analyst, and others.
Given that this role, unlike the role of project manager recently emerged, questions
remain about its area of responsibility, to the list of tasks inherent to business analy-
sis, as well as to the term "business analysis". Defining the answers to these questions
will allow us to provide a common understanding of the necessary skills, a list of
project and extra-project activities that must be performed by a business analyst to
increase the probability of the project success.
3 Literature review
The problem of defining the term "business analysis" has been addressed in numerous
publications. Some authors define business analysis as an extension of the discipline
of requirement engineering [4, 7, 8]. The top bodies of knowledge created by interna-
tional professional institutions are [BABOK, PMI, and BCS]. A number of studies are
focused on the study of these professional standards: International Institute for Busi-
ness Analysis [9, 10] and the British Computer Society [11], and are devoted to ana-
lyzing the role and impact of business analysis on the digital economy. The funda-
mental practical guide on business analysis in terms of software development projects
is [6], which contains a list of business analysis tasks and practical recommendations
for their implementation. The work [12, 13] is devoted to the study of the interaction
between business analysts and project managers.
As a result of research into well-known publications on the problem of determining
the area of responsibility of a business analyst, we can draw the following conclusion.
The expert environment of business analysts is currently concentrated in three major
international organizations: the International Institute for Business Analyst, the Insti-
tute for Project Management and the British Computer Society. Each of them has
developed a professional standard that defines business analysis, the role of the busi-
ness analyst and the areas of his responsibility. Thus, comparative analysis of these
standards, defining common features and differences is an urgent task, the solution of
which will form a unified vision of the role of the business analyst, the limits of his
responsibility and may provide a basis for further development of this discipline.
4 Definition of the concept “Business Analysis”
According to [14, 15], business analysis is the practice of providing opportunities for
change in the context of an enterprise's work by identifying needs and recommending
solutions that bring value to stakeholders. Comparing it to the definition in [16],
“Business analysis is a set of tasks and techniques used to engage stakeholders to
understand the structure, policies, and activities of an organization and to make deci-
sions that enable an organization to achieve its goals,” that IIBA no longer views
business analysis as a set of activities and techniques. At present, this term is a gener-
alized representation of the BACCM (Business Analysis Core Concept Model) (Fig-
ure 1). According to this model, there are six key concepts that determine the nature
of business analysis [14, 15].
Fig. 1. Business analysis core concept model
• A change is the act of transformation in response to a need. Change works to im-
prove the performance of an enterprise in controlled manner.
• A need is a problem or an opportunity to be addressed, which can cause changes by
motivating stakeholders to act.
• A solution is a specific way of satisfying one or more needs in a context. In most
cases a software is a cornerstone of the solution.
• A stakeholder is a group or individual with a relationship to the change, the need,
or the solution.
• A value is the worth, importance, or usefulness of something to a stakeholder with-
in a context.
• A context is the circumstances that influence, are influenced by, and provide un-
derstanding of the change.
The main idea of this model is an interdependency between concepts: if any of the
core concepts experience a change, it should cause us to re-evaluate these core con-
cepts and their relationships to value delivery. BACCM is a conceptual framework,
which predefine what business analysis is regardless of domain, methodology and
solution nature.
In order to work according to the BACCM, business analyst needs to determine the
position of the company and the project by asking questions about each of the core
concept such as "what changes dos client want", "what needs have to be covered ",
"which solutions can be proposed to make changes", etc." In this way, we get the
clearest possible understanding of the current state and minimize the likelihood of
missing out on a significant aspect.
PMI defines “business analysis” in the following way [17, 18]: “Business analysis
is the application of knowledge, skills, tools, and techniques to:
• Determine problems and opportunities;
• Identify business needs and recommend viable solutions to meet those needs and
support strategic decision making;
• Elicit, analyze, specify, communicate, and manage requirements and other product
information;
• Define benefits and approaches for measuring and realizing value, and analyzing
those results.”
• Also, in [17], the following short definition of business analysis is formulated:
“Business analysis is the set of activities performed to support the delivery of solu-
tions that align to business objectives and provide continuous value to the organi-
zation”.
It is easy to see a significant similarity between the definition of “business analy-
sis” in [15] and [17] and, accordingly, the advantage of disclosing this term in
BABOK, since understanding business analysis as a strategic practice is broader than
a set of techniques and methods, while providing for the needs of stakeholders is a
much more accurate reflection of the goals of a business analyst than the value propo-
sition of an organization.
It should be noted that PMI does not introduce the definition of a conceptual mod-
el, but based on the definition of business analysis, we can distinguish the following
core concepts:
• Solutions;
• Business goal (analogous to needs from BACCM);
• Value;
• Stakeholder;
• Organization;
• Requirement.
The definition of the term "business analysis" [17, 18] does not contain such con-
cepts as "context" and "change". But in the knowledge areas context is studied and
"change" is presented as a set of project activities.
BCS defines “business analysis” based on the responsibility of the business ana-
lyst: “Business analyst is an internal consultancy role. It has the responsibility for
investigating business situations, identifying and evaluating options for improving
business systems, defining requirements and ensuring the effective use of information
systems in meeting the needs of the business.”[19, 20]. Analyzing this definition, we
can distinguish the following key concepts:
• Context (business situations);
• Need;
• Stakeholders (limited to “business”);
• Solution (options for improving business systems);
• Requirement.
The concepts "value" and "change" are not clearly articulated.
Table 1. The relationship between the basic concepts
IIBA PMI BCS
Change - -
Need Business goal Need
Solution Solution Solution
Stakeholder Organization Stakeholder
Value Value
Context - Context
- Requirement Requirement
It should be noted that concept “requirement” is not defined as a core concept by
IIBA taking into account that requirement is a usable representation of a need, so it is
a derived concept.
A significant difference from the first two definitions is that BCS distinguishes a
separate role of business analyst in IT. From the BCS perspective, the IT analyst's job
is specific and requires additional analytics skills, such as working closely with the
development team and a deep dive into system process analysis. Also, an important
competence is a basic understanding of the process of development from the software
engineer’s point of view in order to be aware of the success of the developers' deci-
sions, the realism and timing of certain tasks. BCS does not insist on such an organi-
zation of work, but makes it clear that unless a business analyst is involved in these
tasks, someone else must be responsible for understanding the state of development
and adjusting the development of the project.
Taking in consideration the above we can conclude that the BACCM model ful-
ly reveals the essence of business analysis, defining 6 key concepts that focus on
business analytics in the preparation and implementation of business transformation
[14].
5 The scope of business analysis activities
The definition of the scope and the essence of business analysis can be made based on
the list of tasks related to business analysis activities. IIBA in [14, 15] identifies six
groups of tasks, which are performed by a business analyst and named by the
knowledge area (see Fig. 2):
Fig. 2. Business analysis knowledge areas (IIBA)
• Knowledge area “Business Analysis Planning and Monitoring” contains the tasks
that business analysts perform to organize and coordinate the efforts of business
analysts and stakeholders.
• Knowledge area “Elicitation and Collaboration” defines how to prepare for and
conduct elicitation activities and confirm the results obtained.
• Knowledge area “Requirements Life Cycle Management” contains the tasks that
business analysts perform in order to manage and maintain requirements and de-
sign information from inception to retirement.
• Knowledge area “Strategy Analysis” describes the tasks that must be performed to
identify a need of strategic or tactical importance, describe desired future state and
change strategy.
• Knowledge area “Requirements Analysis and Design Definition” contains the tasks
that business analysts perform to specify and model requirements and designs, val-
idate and verify them, identify solution options that meet business needs, and esti-
mate the potential value that could be realized for each solution option.
• Knowledge area “Solution Evaluation” describes how to assess the performance of
and value delivered by a solution in use by the enterprise, and to recommend re-
moval of barriers or constraints that prevent the full realization of the value.
Depending on the case, the task and the project, the business analyst can get started
at any stage, but no stage should be completely omitted. Thus, it should be noted that
IIBA does not offer a clear plan of action, but defines a list of activities required for
each project.
It is possible to distinguish the basic cycle: Strategy Analysis - Analysis of Re-
quirements and Design Definition - Evaluation of the solution, which corresponds to
the three phases of the project: Feasibility study - Project implementation - Evaluation
of project results.
Tasks from three other areas of knowledge are completed throughout the project.
The methodology of the project implementation can affect the timeframe and intensity
of work in each areas, but in a broad sense, the proposed model is implemented for
each of them. IIBA emphasizes that the sequence of business analysis tasks in each
project may vary.
But usually in the first stage, tasks are performed to determine the current state of
the organization, identify business needs or evaluate the effectiveness of the current
solution (knowledge areas - Strategy Analysis and Solution Evaluation). In addition,
[15] identified five perspectives for business analysis which are used to provide focus
to activities and techniques specific to the context of the initiative:
• Agile;
• Business Intelligence;
• Information Technology;
• Business Architecture;
• Business Process Management.
Perspectives imply a focus on specific context-specific tasks and methods. They
are not mutually exclusive; moreover, usually a single project involves multiple per-
spectives. The main part of modern IT projects combine the perspective “Agile” and
“Information technology”. It confirms the suitability of the business analysis task
allocation for the specificity of business analyst work in IT projects.
According to [17], business analysis activities are described by the following six
areas of knowledge (see in Fig. 3):
• Knowledge area “Needs Assessment” describes the tasks that business analysts
perform to analyze current business problems or opportunities and to understand
what is necessary to attain the desired future state.
• Knowledge area “Stakeholder Engagement” contains the task that business ana-
lysts perform to identify and analyze those who have an interest in the outcome of
the solution to determine how to collaborate and communicate with them.
• Knowledge area “Elicitation” covers activities regarding planning and preparing
for elicitation, conducting elicitation, and confirming elicitation results to obtain
information from sources regarding.
• Knowledge area “Analysis” describes the tasks that business analysts perform to
examine, break down, synthesize, and clarify information to further understand it,
complete it, and improve it.
• Knowledge area “Traceability and Monitoring” describe activities regarding trac-
ing, approving, and assessing changes to product information to manage it
throughout the business analysis effort.
• Knowledge area “Solution Evaluation” describes the tasks that business analysts
perform to validate a full solution or a segment of a solution that is about to be or
has already been implemented, to determine how well a solution meets the busi-
ness needs.
Fig. 3. Business analysis knowledge areas (PMI)
In general, knowledge areas’ content corresponds to the knowledge areas defined in
[15].
PMI, like IIBA, provides a model of ongoing interconnection between the
knowledge areas.
This concept is a continuous process of analyzing and identifying requirements that
are improved through tracing and monitoring, which can lead to stakeholder engage-
ment and needs identification.
This process creates additional tasks and efforts from the development team and
possibly stakeholders, but helps to create the product that will best meet the needs.
BCS, unlike IIBA and PMI, is trying to define a business process model with a de-
fined sequence of steps.
This model is, by its content, a detailed representation of the root cycle "Strategy
Analysis" - "Requirements Analysis and Design Definition" - "Solution Evaluation"
(Fig. 4).
Fig. 4. Business analysis process model (BCS)
Separately in [19], a framework of requirements engineering is defined, which is
intended to improve the quality of artifacts, which are created by a business analyst
(Fig. 5).
Fig. 5. Requirements engineering process
The first step is a requirements elicitation, when business analyst gathers infor-
mation from the stakeholders. Requirements analysis focuses on examining the gath-
ered information in order to identify those that overlap, are in conflict with others or
are duplicates.
Requirements validation involves the external stakeholders reviewing the require-
ments in order to check the quality and validate requirements from the business per-
spective.
Requirements documentation is concerned with the development of a requirements
architecture and requirements management covers the activities needed in order to
manage the requirements through the initiatives.
All these tasks are covered by the following knowledge areas from IIBA and PMI
standard.
Table 2. The relationship between requirement engineering activities and business
analysis knowledge areas
Requirements engineering IIBA knowledge area PMI knowledge area
process step
Requirements elicitation Elicitation and Collaboration Elicitation
Requirements analysis Requirements Analysis and Analysis
Design Definition
Requirements validation Requirements Analysis and Analysis
Design Definition
Requirements documenta- Requirements Analysis and Analysis
tion Design Definition
Requirements management Requirements Life Cycle Man- Traceability and Monitor-
agement ing
Also, the Business Analysis Maturity Model (BAMM) is defined in [19], which de-
fines the relationship between the boundaries of the decision on which the business
analyst works and the level of their influence.
The first level is where the business analysis work is concerned with defining the
requirements for an IT system improvement only. The second level is where the ana-
lysts work cross functionally on the business processes that give rise to the require-
ments.
The third level is about improving the business in whole. Thus, this model defines
the boundaries of the solution and the context in which the solution will be developed
and used.
BCS does not formulate a clear task structure for the business analysis, but it is
possible to distinguish the following:
• Strategy Analysis;
• Business Processes Analysis;
• Stakeholder Analysis and management;
• Defining the Solution;
• Making a business and financial case;
• Gathering the requirements;
• Documenting and Managing Requirements;
• Modelling requirements;
• Solution assessment.
It can be concluded that BCS pays more attention to the tasks that the business ana-
lyst performs during the pre-project research phase. Comparing the areas of
knowledge and based on the tasks that they are composed of, we can formulate the
following relationships between business analysis knowledge areas between three
bodies of knowledge.
Table 3. Relationships between business analysis knowledge areas from IIBA,
PMI, BCS
IIBA PMI BCS
Business Analysis Planning Stakeholder Engage- Stakeholder Analysis and man-
and Monitoring ment agement
Elicitation and Collaboration Elicitation Gathering the requirements
Requirements Life Cycle Traceability and Moni- Managing Requirements
Management toring
Strategy Analysis Needs Assessment Strategy Analysis
Business Processes Analysis
Making a business and finan-
cial case
Requirements Analysis and Analysis Documenting Requirements
Design Definition Modelling requirements
Defining the Solution
Solution Evaluation Solution Evaluation Solution Evaluation
6 Conclusion
The concept “business analysis” is analyzed based on the bodies on knowledge devel-
oped by IIBA, PMI, and BCS. The concept definition implies the key role of the busi-
ness analyst in identifying the business needs, shaping the desired state, and ensuring
change through stakeholder collaboration to create the best available solution. IIBA
and PMI understand business analysis as a process with clear frameworks, goals and
performance criteria for business analysts, and BCS rather defines a list of recom-
mendations for improving the effectiveness of business analysis. The business analy-
sis in IT project can be built based on common framework with limitation on the set
of techniques. The professional standards from IIBA and PMI are multilevel bodies of
knowledge that contain a more global overall model that defines the set of intercon-
nected business analysis tasks. Each of the IIBA, PMI, and BCS knowledge areas
offers a broadly similar approach to the core business analysis areas, emphasizing
their importance and versatility. To summarize and bring these areas together to re-
flect their essence, such items are Business Analysis Planning, Requirement Analysis,
Strategy Analysis, Requirement Design and Design Definition, Requirement Lifecy-
cle Management, and Solution Evaluation. The wording of these knowledge areas in
the original sources is different, but the overall content is unchanged. Further studies
may include examining the list of business analysis tasks, techniques and methods in
the realities of IT companies in Ukraine.
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