IIBA Competency Model

IIBA Business Analysis
A Guide
A Guide
toModel
the
to the
Competency
Business
Business
Analysis
Analysis
Version
3.0
Body
Body
of of
Knowledge
Knowledge
(BABOK
(BABOK
Guide)
Guide)
Version
Version
2.02.0
Last updated: March 16, 2011

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Business Analysis Competency Model
International Institute of Business Analysis, Toronto, Ontario, Canada.

2010, 2011, International Institute of Business Analysis. All rights reserved.
ISBN: 978-0-9811292-5-9
This document is provided to the business analysis community for educational purposes. IIBA does not warrant
that it is suitable for any other purpose and makes no expressed or implied warranty of any kind and assumes
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IIBA, the IIBA logo, BABOKand Business Analysis Body of Knowledgeare registered trademarks owned by
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should be mailed to:
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IIBA Business Analysis Competency Model Version 3.0

Copyright 2010, 2011 IIBA Not for distribution, digital transmission, resale or reproduction in whole or in part.
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Model and use it within the team and corporate setting. The corporate license allows organizations to post the
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TABLE OF CONTENTS
Copyrights, Licensing and Permissions
PREFACE 6
About IIBA
Development of This Standard
6
6
CHAPTER ONE: INTRODUCTION 7

What Is a Competency Model?
Using the Competency Model
Understanding the Model
7
7
8
CHAPTER TWO: THE BA CAREER 11

Business Analysis Career Introduction
Business Analysis Career Context
Business Analysis Role Context
Business Analysis Job Profiles and Career Paths
Business Analysis Career Paths
Generalist Profiles
Advanced Generalist Business Analysis Profiles
Specialty Business Analysis Profiles
Hybrid Roles
11
11
13
13
14
14
16
19
20
CHAPTER THREE: COMPETENCY DEVELOPMENT 27

Introduction to Competency Development
Dreyfus Model and Levels of Skill Development
27
27
CHAPTER FOUR: COMPETENCIES 31

CHAPTER FIVE: COMPETENCY TABLES 43
Performance Competencies with Role Profiles Mapped to Dreyfus Levels
BA Role Profiles Mapped to Techniques
Techniques and Advanced Generalist Profiles
Advanced BA Profiles Mapped to Underlying Competencies
Techniques and Speciality Profiles
Performance Competencies Mapped to BABOK Guide Underlying Competencies
Performance Competencies Mapped to BABOK Guide Techniques
Performance Competencies Mapped to BABOK Guide Tasks
43
49
51
53
54
56
62
68
CHAPTER SIX: CONTRIBUTORS 71

PREFACE
About IIBA
International Institute of Business Analysis (IIBA) was founded in Toronto, Canada, in October 2003 to support the
business analysis community by:
Creating and developing awareness and recognition of the value and contribution of the business analyst.
Defining the Business Analysis Body of Knowledge (BABOK).
Providing a forum for knowledge sharing and contribution to the business analysis profession.
Publicly recognizing and certifying qualified practitioners through an internationally acknowledged
certification program.
Advancing the practice of business analysis within organizations.
Development of This Standard
The IIBA Competency Model Committee formed in early 2009 to define and draft a global standard for the
development and management of business analysis competency. This is the third release of The IIBA Competency
Model, which revises and extends the version released in June 2010. The Competency Model derives from A Guide to
the Business Analysis Body of Knowledge (BABOK Guide) version 2.0, as well as from research conducted by IIBA
during the development of that standard. The Competency Model version 3.0 (this version) adds additional job
profiles and related competency information and better organizes the content from all three versions.
The IIBA Competency Model contains information related to what the successful application of business analysis
looks like from the eyes of the stakeholders. The IIBA Competency Model uses research conducted by IIBA and
research done by partners of IIBA; this content has been verified through reviews of practitioners and leaders of
business analysis professionals around the globe. The Competency Model Committee and reviewers volunteered
for IIBA, generously giving their time in the creation and review of the The IIBA Competency Model. IIBA would
like to extend its thanks and the thanks of the business analysis community to all those who volunteered
their time and effort to the development of this release and previous releases, as well as those who provided
informal feedback.

Chapter One: Introduction

Introduction
chapter
ONE
What Is a Competency Model?
Competency models describe the knowledge, skills, abilities and other personal characteristics required for a person
to be successful in a job and to perform that job effectively. The BABOK Guide describes the knowledge required to
perform business analysis, while this Competency Model addresses the remaining aspects of competency.
A competent person is one who is capable of performing a role effectively and in a fashion that meets the reasonable
standards and expectations of those he or she interacts with. Competency on its own is not a guarantee of success in
a role. Job performance can be influenced by many other factors, including intrinsic motivation, work environment
or the practices and procedures in place in an organization. Competent individuals are still capable of failure.
To be effective, a competency model must both define the characteristics necessary for success and indicators that
can be used to assess if an individual actually displays that competency on the job.
Using the Competency Model
The IIBA Business Analysis Competency Model focuses heavily on behavioural attributes of competency. This builds
upon the knowledge described in the BABOK Guide and experience gained from performing business analysis
Tasks and Techniques. The Competency Model serves as the core component of a flexible framework with a
multitude of uses.
Please refer to Copyrights, Licensing and Permissions (page 3) to ensure your usage of the IIBA Business Analysis
Competency Model protects IIBA copyrights and international copyright law.
Some examples of uses for the model include:
Business Analysts
Self-assessment of competencies for personal growth and self-awareness
Self-managing individual career and competency development
Providing peer feedback to other business analysts
Mentoring other business analysts or aspiring business analysts
Managers
Providing feedback to teams or team members
Managing business analyst performance
Managing and assessing training needs
Managing role alignment
Managing compensation and rewards
Setting and managing expectations within and external to their team
Mentoring and coaching
Establishing guidelines for professional development

Organizational Leaders
Assessing role alignment
Assessing training needs
Educating stakeholders regarding the role and importance of business analysis

Chapter 1: Introduction
HR Leaders
Managing recruitment, interview and selection processes
This model is based on the role of the business analyst (BA) as described in the BABOK Guide. Business analyst
roles within organizations vary and may not align to the exact competencies and indicators in this Competency
Model. The International Institute of Business Analysis continued review of this model and the feedback provided
from you as a reader and user of the model will also include:
Ensuring continued alignment with the BABOK Guide

Alignment with ongoing dole delineation studies to ensure that the competencies identified are truly what
business analysts today are working to perform in their day-to-day work
Ensuring a flexible framework to be used for a variety of uses and roles
Ensuring a consistent level of detail across the Knowledge Areas
Ensuring industry expertise and review of the model continues

Key Concepts:
Competency is the successful application of knowledge, experience and choice of behaviour; these together
consistently create success.
The knowledge component of the IIBA Competency Model is the BABOK Guide, Knowledge Areas and Techniques.
The experience component is the culmination of professional experience using the BABOK Guide and related
knowledge and techniques. This experience grows as the knowledge and techniques are applied in a variety of
contexts and situations.
The behavioural component is a combination of Underlying
Competencies, attitudes, self and situational awareness, motivators
and choices based on experience and knowledge.
Knowledge Areas
Knowledge Areas (KAs) from the BABOK Guide 2.0 (Chapters 2-7 of
the BABOK Guide)
Performance Competencies
Fifty-three Performance Competencies are the base of this model.
These competencies and their behavioural indicators are listed in
Chapter 4. They are categorized by BABOK Guide Knowledge Areas.
Underlying Competencies
Underlying Competencies, the skills, knowledge and personal
characteristics that support the effective performance of business
analysis, are defined in Chapter 8 of the BABOK Guide.
KAs
Groups of Tasks and knowledge
specific to the Tasks BAs perform
Techniques
How Tasks are performed
or format of Task output
UCs
Foundational skills, knowledge,
and personal characteristics used
to execute Techniques and Tasks
Performing these together in concert

=
Performance Competency

Chapter 1: Introduction
Job Profiles
Job profiles are not exact job descriptions and titles, but provide the context of the business analysis domain to
assist organizations in developing job descriptions, roles and career paths for business analysis professionals.
Tasks
A Task is an essential piece of business analysis work that must be performed as part of business analysis. Each
Task should be performed at least once during the vast majority of business analysis initiatives. Tasks are defined
within each Knowledge Area of the BABOK Guide.
Techniques
Techniques are different ways that a Task may be performed or different forms the output of a Task may take.
Techniques are defined in Chapter 9 of the BABOK Guide.
Indicators/Observable Behaviours
Description of a behaviour the business analyst demonstrates, drawing on his or her knowledge, skills and
experience in the competency. These are defined for each competency in Chapter 4.
Example:
A business analyst elicits requirements from stakeholders using a combination of Techniques, such as: requirements
workshops, interviews, observation, document analysis, brainstorming and focus groups. While using these
Techniques with various stakeholder groups, the BA relies on Underlying Competencies such as facilitation, verbal
communications, influence and organizational knowledge to ensure that the Techniques used produce positive
results. When performed well, the BA demonstrates competency by effectively obtaining the needed information
from stakeholders to form requirements (IIBA Performance Competency 1.2.2).
In This Example:
The Knowledge Area is Elicitation, and Chapter 3 in the BABOK explains in detail the Tasks, inputs, outputs,
elements and related Techniques.
Techniques used in this example include requirements workshops, interviews, observation, document analysis,
brainstorming and focus groups, which are all outlined in Chapter 9 of the BABOK in detail and within the
Elicitation Knowledge Area for those specific Tasks.
The Underlying Competencies here include facilitation, verbal communications, influence and organizational
knowledge, which are described in Chapter 8 of the BABOK Guide.
For Performance Competency the BA obtains the needed information from stakeholders to form requirements.
Behaviour indicators and expected level of competency for a given job profile are defined in the IIBA
Competency Model.

Chapter Two: The BA Career

The BA Career
Business Analysis Career Introduction
chapter
TWO
What Is Business Analysis?

Business analysis is the set of Tasks and Techniques used to work as a liaison among stakeholders in order to
understand the structure, policies and operations of an organization, and to recommend solutions that enable the
organization to achieve its goals.
Business analysis involves understanding how organizations accomplish their goals and defining the capabilities
an organization requires in order to provide products and services to external stakeholders. Business analysis
includes the understanding of organizational goals, how those goals connect to specific objectives, determining
the courses of action that an organization has to undertake to achieve those goals and objectives and defining how
the various organizational units and stakeholders within and outside of that organization interact.
Business analysis may be performed to understand the current state of an organization or to serve as a basis for the
later identification of business needs. In most cases, however, business analysis is performed to define and validate
solutions that meet business needs, goals or objectives.
Business analysts must analyze and synthesize information provided by a large number of people who interact
with the business, such as customers, staff, information technology (IT) professionals and executives. The business
analyst is responsible for eliciting the actual needs of stakeholders, not simply their expressed desires. In many
cases, the business analyst also works to facilitate communication between organizational units. In particular,
business analysts often play a central role in aligning the needs of business units with the capabilities delivered by
information technology, and may serve as a translator between those groups.
A business analyst is any person who performs business analysis activities, regardless of his or her job title or
organizational role. Job titles for business analysis practitioners include not only business analyst, but also business
systems analyst, systems analyst, requirements engineer, process analyst, product manager, product owner,
enterprise analyst, business architect, management consultant or any other title that covers the Tasks described
in the BABOK Guide, including those who also perform related disciplines such as project management, software
development, quality assurance and interaction design.
Further information on the practice of business analysis can be found in the BABOK Guide, which contains a full
set of definitions for the terms, Tasks, Techniques and Underlying Competencies described in this model. It is
recommended that when using this model, you also have access to a copy of the BABOK Guide version 2.0.
Business analysis careers are varied throughout organizations today. This variation is due to many factors, such as
organization size, structure, culture, history and alignment of business units. Organizations rely on these varying
models and structures for career paths in talent management and competitive strategies. Many business analysis
professionals have overlapping responsibilities in their roles with other disciplines not defined by IIBA and the
BABOK Guide; this will also vary by organization.
This model does not attempt to list or define every position, title, role and career path in place today, nor does
it depict an ideal set of job titles organizations should use. Rather, this is a conceptual depiction of profiles
focussed on business analysis (vs. other disciplines) at varying levels, with varying focuses and context. This
model is meant to guide business analysts and organizations in creating profiles and career paths that meet the

11
Chapter 2: The BA Career
needs of their individual organization while leveraging the competencies and contributions business analysis
provides to organizations.
For conceptual reasons, we have organized the business analysis job profiles into the following three categories:
1. Generalist: A generalist practitioner will typically perform business analysis activities using a variety of
techniques in initiatives of varying scope. He or she needs to effectively perform a wide range of Techniques
in a variety of circumstances. A generalist may or may not have specific domain expertise. Generalist roles
can be found at various levels.
2. Specialist: A specialist practitioner performs business analysis using a more focussed set of Techniques or
a single methodology. Specialists usually apply a smaller range of Techniques, but possess a much greater
level of expertise in the application of those Techniques and are capable of using those Techniques to
resolve extremely complex business problems in their area of expertise. For the purpose of this model,
specialist roles may be at any level of experience.
3. Hybrid: Hybrid job roles are ones that generally require some degree of competency in business
analysis and contain an overlap of business analysis and another discipline. In some cases, the role may
explicitly combine business analysis responsibilities with those of another profession. The most common
combinations include project management, software testing, software development or user experience
skills. In some cases, these roles may still be given the job title of business analyst. Other jobs listed as
hybrid in this model are ones which are not likely to be viewed as business analysis jobs by those people
doing them but which still make use of some set of business analysis skills.
As organizations and teams increase the scope and complexity of the problems they are working to solve, they
may choose to institute additional categories and specializations of business analysis practitioners. The following
table represents one possible classification scheme for these roles. Some roles may appear in multiple categories
in the matrix because the job is not always consistently defined across all companies. While we have tried to be
comprehensive in our treatment of business analysis roles, there are still other titles that may apply.
12

The table below represents roles that embody business analysis as part or all of the role focus and their context
within the organization. Roles bolded in the table below are further defined in this chapter.
Focus Context Within the Organization
Role Category
Project/Process/Service
Continuous Improvement
Department/Business
Function Transition
Enterprise
Business Architect
Business Relationship Manager
Strategic Business Analyst
Management Consultant
Strategic Planner
BA Practice Leader
Generalist
Business Analyst
BA Project Lead
Business Consultant
Business Relationship Manager
Portfolio Manager
BA Program Lead
Specialist
Agile Business Analyst

Application Domain Expert (SME)
Business Intelligence Analyst
Business Rules Analyst
Business Systems Analyst
Business Process Analyst
Data Analyst
Product Owner
Requirements Engineer/Manager
Service Request Analyst
Systems Analyst
Business Intelligence Analyst

Business Domain Expert (SME)
Functional Business Analyst
Process Owner/Steward
Product Manager (Marketing)
Service Owner
Systems/Solution Architect
Functional Business Analyst
Industry Domain Expert (SME)

IT Strategist
Process Architect
Hybrid
BA/PM
BA/Tester
BA/Developer
BA/User Experience
Database Analyst
Information Architect
Programmer/Analyst
Project Manager
QA Analyst
Usability/UXP
Middle-to-Senior Management
Solutions Architect
Systems Design Analyst
CXO
Enterprise Architect
CXO: Chief executive of the organization, C-Level executive role (CEO, CIO, CXO)
UXP: User Experience Professional
Business Analysis Job Profiles and Career Paths
The job profiles below outline how a business analysis professional typically builds a career in business analysis
based on his or her acquisition of knowledge, skills and experience. These job profiles also detail the knowledge,
experience, supervision, scope of work, use of Underlying Competencies and readiness factors necessary to move
to the next profile level. The relevant Underlying Competencies are defined in detail in Chapter 8 of the BABOK
Guide. These profiles do not cover all possible jobs that require business analysis skills. Together these sections can
be used to understand and validate the competency level in detail for each job profile.

13
Career paths for business analysis professionals are an important piece to strategic talent management within
organizations. The career path concepts outlined below are conceptual models that will help organizations and
individuals understand what paths and career options are available to business analysts.
Specialist Practitioners: Can be at any level of

the organization, working within varying levels of
detail and Underlying Competency.
Hybrid Practitioners: Can be at any level of the
organization working within varying levels of
detail and Underlying Competency.
Advanced
Intermediate BA
Foundational
Generalist Practitioners: The graphic below

represents a typical career path for a business
analysis professional.
Underlying Competency
Business analysis professionals enter the field from a wide variety of educational and professional backgrounds
and each persons unique competencies and experiences influence his or her ability to be successful in the role.
The entry level business analyst description provides a great conceptual view of what kind of position a new
business analysis professional with little or no experience or exposure to the business analysis discipline may hold.
Professionals coming to the role with experience
and/or exposure to the discipline may find that
they already have many of the competencies
discussed in this model. They may enter the
profession from a hybrid role and at a deeper level
Advanced
of experience.
Generalist BA
Senior BA
Junior BA
Entry Level BA
Detail Focus
Context of Work
Big Picture
Size indicates organizational influence
Generalist Profiles
Entry Level Business Analyst
The entry level analyst is one who is new to the role and has acquired knowledge through previous exposure,
training and through the BABOK Guide. He or she understands the role and can list and describe the appropriate
Tasks and Techniques. An entry level analyst has no practical experience in the role, but may have exposure to the
role through other work experience. A person in this role works under close supervision and/or by following clearly
defined processes and plans.
Underlying Competency: An entry level analyst displays a minimum proficiency in the Underlying
Competencies, but is not yet aware of how these competencies are demonstrated in the context of business
analysis Tasks.
Movement to Next Profile: Depending on previous work experience, training, exposure to Tasks and
Techniques and motivations to learn, this analyst may move to junior business analyst in a short period of time.
Junior Business Analyst
A junior business analyst has limited practical experience in the role, and uses knowledge gained through some
practical role experience, training and through the BABOK Guide. A person in this position displays a deeper
understanding of the role and business analysis Tasks and Techniques. He or she will typically need assistance
from more senior resources to determine what Techniques and behaviours to use to successfully perform
business analysis.
14

Generalist Profiles
Underlying Competency: A junior business analyst displays proficiency in the Underlying Competencies and
has begun to understand how these Underlying Competencies are demonstrated and can be used in context of
business analysis tasks.
Movement to Next Profile: Once a junior practitioner has experienced all aspects of the role and Tasks, and
has performed many of the Tasks independently, he or she is ready for movement to the next profile.
Intermediate Business Analyst
An intermediate business analyst has years of practical experience in the role and works independently in complex
situations and Tasks. This person is experienced with selecting appropriate Techniques to accomplish business
analysis Tasks in different situations. He or she has good working knowledge of most, if not all, areas of business
analysis. This job profile is consistent with the qualifications required for the Certification of Competency in
Business Analysis (CCBA) designation.
Underlying Competency: An intermediate analyst displays proficiency in the Underlying Competencies and
uses them within the context of business analysis tasks. A person in this role experiments with how to leverage
Underlying Competencies to produce results in various situations.
Movement to Next Profile: Moving to the senior profile requires further experience in the Tasks in a wide
variety of situations, contexts and complexities.
Senior Business Analyst
A senior analyst has years of deep practical experience in the role, with repeated practice performing business
analysis in a variety of complex situations. A person in this role knows what Techniques to use and what influences
the usage of the various Techniques for the Tasks. He or she works independently and may plan, supervise or lead
the work of others on large projects and work efforts. This analyst has a deep working knowledge of most, if not all,
business analysis Knowledge Areas. This practitioner is consistent with the qualifications required for the Certified
Business Analysis Professional (CBAP) designation.
Underlying Competency: A senior analyst displays proficiency in the Underlying Competencies and uses
them strategically within the context of business analysis. A person in this position works to create the needed
behaviours in themselves and others to drive desired results.
Movement to Next Profile: A senior business analyst has many options for the next step in his or her
career. Next steps depend on the individuals skills and interest and may include increased strategic or
managerial responsibility. See the advanced generalist profiles for career paths that remain within the
business analysis domain.

15
Business Analysis Context for Each Job Profile

Autonomy
Complexity/
Scope of Work
Work products and

results are unlikely to
be satisfactory unless
closely supervised
Needs close supervision

or instruction on tasks
Has little or no
conception of dealing
with complexity. Work
is limited to a small
piece of a larger effort
or an effort very small
in scope and complexity
Tends to see their

actions in isolation,
needs rules and
guidelines to perform
tasks
Working knowledge
and some experience in
most areas of business
analysis
Straightforward and
well defined tasks likely
to be completed to an
acceptable standard
Able to achieve some

tasks or steps of a task
using own judgment,
but supervision needed
for overall task
Appreciates complex
situations, but only able
to achieve autonomous
results on small, less
complex efforts
Sees actions as a series

of steps; starting
to see and evaluate
alternatives to the
rules and guidelines
depending on the
situation
Good working and

background knowledge
in most if not all areas
of business analysis.
Work products and

results are fit for
purpose, although may
lack refinement. Needs
guidance with complex
tasks.
Able to complete
most tasks using own
judgment
Copes with complex

situations through
deliberate analysis and
planning, may achieve
great results on small,
less complex efforts
without supervision
Sees actions at
least partly in terms
of longer-term
goals; situational
perception still limited;
experimenting with
alternatives to rules and
guidelines
Deals with complex

situations holistically,
decision-making more
confident
Sees overall picture and

how individual actions
fit within it. Starting
to not rely on rules and
is using experience
and intuition. Decision
making less labored
Knowledge
Entry Level BA
Junior BA
Intermediate BA
Senior BA
Minimal or textbook
knowledge of business
analysis. Has not yet
connected knowledge
to practice or
experience
Depth of understanding
in most if not all areas
of business analysis.
Standard of
Work
Work product and

results are fully
acceptable, and
achieved routinely
Able to take full

responsibility for own
work (and that of others
where applicable)
Perception of
Context
An advanced generalist performs business analysis tasks at a more senior level in the organization. Like the
generalist business analyst (entry level, junior, intermediate and senior) the advanced generalist performs a
wide variety of business analysis activities using a range of Techniques in varying circumstances. The advanced
generalist profiles are expansions from the senior generalist role and may be commonly seen as the next step on a
career path as a business analysis professional. These roles are not the only options after senior, but are the roles
that keep a business analyst in the business analysis competency domain.
Persons who have roles defined in advanced generalist profiles typically work with more ambiguity, complexity
and further enterprise reach. These profiles require an advanced demonstration of many Underlying Competencies
to effectively perform. Advanced demonstration of an Underlying Competency is seen through the context the
competency is used; the behavioural indicators remain the same, while the context in which the indicators are
demonstrated becomes challenging for effective performance.
16

The following are two examples of advanced demonstration of Underlying Competencies: Trustworthiness (BABOK
Guide 8.2.3) and Facilitation and Negotiation (BABOK Guide 8.5.1).
Example: Underlying CompetencyTrustworthiness (BABOK Guide 8.2.3)

Indicator
Job Profile Differentiators Example
Stakeholders involving the business analyst in decisionmaking
The stakeholder group for an entry level analyst is likely to be a much smaller group or less
complex of a group, and an entry level business analyst is likely to have the support of a more
senior business analyst or manager to meet these indicators.
Stakeholders acceptance of the business analysts

recommendation
Willingness of stakeholders to discuss difficult or
controversial topics with the business analyst
Willingness of stakeholders to support or defend the
business analyst when problems occur
An intermediate or senior analyst is likely to perform these indicators on their own with a larger
and/or more complex stakeholder group with less influence from a manager.
Entry level through senior business analysts demonstrate the competency with stakeholders, such
as developers, operators, processors, SMEs and managers. Advanced generalist analysts achieve
these results when their stakeholder group is at the most senior levels of the organization and
stakeholders (directors, VPs, C Level), showing their trust through these indicators.
Example: Underlying CompetencyFacilitation and Negotiation (BABOK Guide 8.5.1)

Indicator
Job Profile Differentiators Example
Ensuring the participants in a discussion correctly understand one anothers position
The stakeholder group for an entry level business analyst is likely to be a

much smaller group or less complex group. An entry level analyst is likely
to be facilitating and negotiating very simple issues with a small group
of stakeholders and issues of relatively small impact on the organization
with minimal politics.
Use of meeting management skills and tools to keep discussions focussed and
organized
Preventing discussions from being sidetracked onto irrelevant topics
Identifying common areas of agreement
Effective use of different negotiation styles
Ability to identify important issues
Understanding and considering all parties interests, motivations and objectives
Encouraging stakeholders to reach win/win outcomes on a regular basis
Understanding of political implications in conflicts and negotiations in a politically
sensitive manner
Understanding the impact of time and timing of negotiations
An intermediate or senior business analyst is likely to encounter larger

and/or more complex stakeholder groups and larger issues to facilitate
and negotiate. The more complex the stakeholder group and larger the
issue, the more knowledge, skill, experience and competency is needed to
effectively perform.
An advanced generalist facilitates and negotiates on a regular basis at
the most senior levels of the organization. Their stakeholders are at the
most senior levels of the organization (directors, VPs, C Level). Advanced
generalist business analysts bring these teams to consensus and
successful negotiations with a different level of understanding of these
stakeholder motivations, politics and impacts to the organization.
All Underlying Competencies are fully defined in the BABOK Guide version 2.0. The IIBA Competency Model
(Performance and Underlying Competencies with Indicators) has basic definitions and indicators of each
Underlying Competency. Mappings of these competencies can also be found in further tables.
The advanced generalist business analyst job profiles defined in this section are not necessarily representative
of titles in practice today, but are meant to guide organizations in creating titles and job descriptions. These
profiles create opportunities for business analysis professionals who remain within the business analysis domain
of practice. To use these, organizations may create titles and job profiles mixing these roles together or with other
disciplines, and create job profiles and roles where the scope of work may only cover a small portion of the business
analysis Knowledge Areas.
These advanced generalist job profiles include a scope of work across all Knowledge Areas and Tasks of the BABOK
Guide. These emerging roles show how business analysis professionals can contribute at varying levels within the
organization in varying contexts.

17
Description
Context to BA Generalist Profiles
Business Architect
This individual works to build and facilitate a business architecture

that leverages enterprise capabilities and efficient usage of process,
technology, data and people to align these capabilities. The business
architect defines current and future business models and influences
the interconnections between the business processes, technology, data
and people, and facilitates the execution of these components to drive
business performance throughout the enterprise. He or she sees patterns
in process, data and technology that are common across the enterprise
and facilitates efficient execution of the business operation by leveraging
these patterns.
This role requires an advanced level of analysis of the big picture while
maintaining a level of detail appropriate to the context of a variety of
situations. A person in this role needs to be able to identify critical driving
forces of process, data, people and technology at the highest levels. This
role also requires an ability to operate with comfort in ambiguity and
to identify relationships and connections between disparate concepts,
processes, drivers, details and data, as well as identifying simple patterns
in the seemingly complex.
BA Project Lead
A person in this role is accountable for the work on a project that is

large enough to require the work of multiple business analysts. This
individual leads the work of other BAs directly or indirectly, with internal
or external BA partners. The BA project lead ensures that the business
intent is carried through the projects business analysis work and that the
business analysis work is of sufficient quality to meet solution objectives
and deliver business value. The project lead collaborates with the project
manager on the planning and estimating of BA activities, monitoring
the BA activities and process for adequate quality, developing the BA
communication plan, requirements management plan and getting buy-in
on these plans. Provides input to the standards of business analysis the
organization upholds.
The project lead may not produce all the business analysis deliverables
but, depending on team size and project circumstances, may be very
active in creating or contributing to the deliverables. These individuals
guide the team to drive out the business analysis activities for a project.
A person in the project lead role requires a proficient level of competency
in all areas of business analysis with a very strong usage of a variety
of business analysis Techniques in a variety of project contexts. The
Knowledge Areas that this role focuses on are likely Business Analysis
Planning and Monitoring, Enterprise Analysis and Solution Assessment
and Validation.
BA Program Lead
The program lead is responsible for the work on a program, or group of

related projects, where multiple work efforts are grouped together as
part of a strategic initiative. Works with project leads in the planning of
BA activities, quality of the solution, consistency of BA work products
and BA performance metrics. Leads the work of multiple business
analysis teams directly or indirectly, with internal or external BA
partners. The program lead ensures that the business intent is carried
through the programs business analysis work and that the BA work is of
sufficient quality to meet solution objectives and deliver business value.
A person in this role helps stakeholders and team members ensure that
quality and performance metrics are part of the solution, enabling the
solution owner to manage the solution after the program is completed.
He or she provides input to the standards of business analysis the
organization upholds.
A program lead may create conceptual and process deliverables to

abstract the business value and team processes, however does not create
or develop the business analysis detailed solution deliverables. They lead
and mentor project leads and guide the team to drive out the business
analysis activities for a work effort, ensuring consistency and business
value delivery across the teams. The program lead collaborates with the
program manager, project managers, sponsors and executives on the
planning and estimating of BA activities, monitoring the BA activities
and process for adequate quality, developing the BA communication
plan, requirements management plan and getting buy-in on these plans.
This role requires a proficient level of competency in all areas of business
analysis with a very strong usage of a broad range of business analysis
Techniques in a variety of project contexts.
BA Practice Leader
The practice leader is responsible for developing and managing the

BA practices and standards within an organization. This person may
lead a community, center of competency, center of practice or center
of excellence. He or she develops the standards that the organization
upholds for business analysis work and ensures that the standards
are upheld in the organization. Practice leaders serve as the internal
business analysis expert and uses deep experience and external resources
to continue to improve the business analysis practices within the
organization. This role may provide quality review of BAs work.
This role may or may not have direct management responsibilities over
other BA resources. A person in this role works to educate business
analysts and stakeholders on the purpose, value and role of business
analysis standards and practices. This individual requires advanced
competencies in business analysis, including experience in the Tasks
and Techniques in a wide range of project and solution types and
complexities. The practice leader is seen as the expert in business analysis
inside (and potentially outside) of the organization, and is proactive in
continuous improvement, contributing and keeping up with industry
trends and advancements in the profession.
18

Description
Context to BA Generalist Profiles
Business Relationship
Manager
The business relationship manager supervises the relationship between a

solutions group/provider/IT and a business group/unit/department. He or
she manages the relationship, pipeline, portfolio and delivery of business
value through solutions to the stakeholder groups. This individual works
to facilitate solutions that not only benefit their direct relationships, but
the enterprise as a whole.
A person in this role requires advanced planning and stakeholder

management skills. This role often comes with managerial responsibilities
requiring general management competencies as well.
Strategic Business Analyst
The strategic business analyst works with business leaders in identifying

and bringing strategic initiatives from concept to implementation and
validation of benefits realization and return on investment. An individual
in this role guides the business value delivery and linkage to enterprise
strategic initiatives. He or she works on business cases and portfolios
for the enterprise to bring integrated solutions that are aligned to
organizational strategy. The strategic business analyst also work at an
upper management or board level to analyze the benefits and risks of
potential strategic decisions. A strategic BA works across the entire cycle
of the business case and benefits realization.
This role requires an advanced capability of working within ambiguous

contexts to bring clarity and facilitate strategic direction. This role
requires leadership as well as the support of other leaders, and includes
establishing credibility with senior and executive management
stakeholders.
Like those in the generalist business analyst job profiles, those in the following specialty profiles perform a wide
variety of business analysis activities and can be at varying levels in the organization. Specialists, however, perform
these activities by using a narrower set of Techniques. The set of Techniques used directly relates to a specific
approach to completing business analysis activities. The specialist roles may not be appropriate for all project types
and scopes of work effort or may only be appropriate for specific tasks on given work efforts.
Agile Business Analyst
An agile business analyst performs business analysis Tasks using techniques that enable a highly iterative delivery approach of continuous
requirements identification and just-in-time definition of requirements. An agile business analyst focuses on delivering effective business value as
quickly as possible through the application of agile practices, principles and lean thinking. Traditional business analyst Techniques commonly used
in agile projects are listed in the Techniques and Specialty Job Profiles Table (Chapter 5). Other Techniques applied by a person in this role include:
dynamic product backlog management, writing user stories, behaviour driven development (BDD) and acceptance test driven development (ATDD).
Agile analysis and development continues to evolve; at this time, there is not a concrete list of agile Techniques and practices widely used by most agile
business analyst practitioners. The agile business analyst may serve as a surrogate product owner; for example, representing the product owner with
a remote development team. Agile business analysis requires an advanced level of flexibility and adaptability in the processes and Techniques used
to complete work. An agile business analyst also must use flexibility in his or her leadership style, facilitation skills, and management of expectations
with teammates and stakeholders.
Business Process
Analyst
Description
A business process analyst specializes in bringing change to organizations through the analysis, design and implementation of the business processes that
keep organizations running and the management of changes to those processes. Business process analysts have deep competencies in identifying the current
state of processes, eliciting useful and harmful attributes of them, documenting models of the processes and facilitating stakeholder groups to consensus
regarding new business process designs. He or she is also are skilled in identifying impacts and linkages to the business strategies, organization and its people,
data and systems, business policies and business rules, as well as the physical assets of the business. Business process analysts use Techniques that enable
successful implementation of business process changes in order to solve problems or exploit opportunities. These analysts assess the impact of business
process changes within people, systems, operations and management, and advocate new business capabilities to ensure performance improvement. This
analyst may also specialize in and use business process modeling, analysis and design tools and business process management automation technologies.

19
Hybrid Roles
Business Rules
Analyst
The business rules analyst specializes in bringing change to an organization through the analysis, design and implementation of the business rules that drive
an organization and its operations, processes and key decisions and the management of changes to them. A business rules analyst has deep competencies in
eliciting, identifying, researching, defining, documenting, changing and implementing business rules in an effective manner for the organization to maximize
their usage within processes. He or she specializes in understanding how business rules are determined and enforced, as well as what causes them to change
and what issues and conflicts may interfere with their efficient implementation. This analyst is also skilled in identifying impacts and linkages to the business
strategies, organization and its people, data, and systems, business policies and business processes. Business rules analysts use Techniques that enable
successful implementation of business rules to solve problems or exploit opportunities. The business rules analyst may also specialize in and use business rules
engines and management tools.
Business
Systems Analyst
A business systems analyst performs business analysis Tasks through specialization in understanding the business usage of information technology (IT)
and helping technology add value to the business. He or she understands and is comfortable with a variety of technical architectures and platforms,
and understands IT capabilities and which applications in an organization deliver various capabilities. The business systems analyst may specialize in a
specific set of technologies or applications an organization uses and the specifics of how the applications are used within an organization. This analyst
typically works on projects integrating business process, business rules and business data with technology to meet business requirements.
Functional
Business Analyst
The functional business analyst performs business analysis tasks through specializing in a specific technology product and its features and functions
capabilities. They are not specialists in an organizations processes or use of technology, but a specific technology independent of an organization. This
analyst consults (internal or external) on the specific workings, features and functions of a specific software, commonly a COTS (commercial off the shelf)
or ERP (enterprise resource management) software. The functional business analyst has deep knowledge of the technology product and has experience
in a variety of implementation contexts in varying organizations, and sometimes industries. He or she helps organizations and stakeholders define the
usage, and integration with other systems and implement the features ad functions of the technology product to meet business requirements.
Service Request
Analyst
Description
A services request analyst performs business analysis tasks by specializing in supporting stakeholders of a specific system application, maintaining the
system, and handling user inquires, user issues and enhancements to the system. The analyst has a deep understanding of a specific application or set
of applications he or she supports, how users use the application and what other systems integrate with the application. This person may be involved
in projects where the system that her or she supports is being updated, integrated or enhanced as part of a solution. A service request analyst may
know the technology and business usage of an application so well that he or she struggles to identify and articulate the true capabilities the solution
requires or provides that are agnostic of the technology or business operations. Most of the work this role performs is related to service requests, user
inquires and issues, enhancement requests and production issues. The complexity and context remains within a simple scope of work. This profile is
referred to as many different titles in varying organizations and cultures.
There are a lot of questions about the systems analyst title and role. Systems analyst roles vary widely among
organizations. IIBA has found that some uses of the systems analyst title include performing business analysis (via
one of or a combination of the definitions above) and some are not as close (more like a hybrid roles or part of the
hybrid roles defined below). There remains a widely inconsistent usage of the title within the industry. Some with
this title are actually performing solution architect roles, programmer analyst roles, business systems analyst roles,
or doing engineering systems analysis or processing service requests . These are all very distinct roles with distinct
skill sets and activities. It is up to the organization to define how to balance the activities and skills needed in the
organization to balance the roles and titles.
Hybrid Roles
A person in a hybrid role performs business analysis as well as tasks from another discipline as part of his or
her role, profile or job title/responsibility. In some cases, the role may explicitly combine business analysis
responsibilities with those of another profession. The most common combinations include project management,
software testing, software development or user experience skills. Hybrid practitioners may be given the job title of
business analyst or a title not associated with business analysis but that includes use of those skills.
20

Hybrid Roles
Purpose of defining these profiles:
To bring awareness and recognition to how business analysis Tasks, Techniques and Competencies are
linked to related professions and domains.
To show what parts of related roles relate to business analysis.
To help individuals and organizations with the career and competency development of business analysis
competencies.
To help individuals and organizations identify career movement options in and out of business analysis
and related job profiles.
To help individuals looking to move into a business analysis career identify their current competencies in
business analysis through related experience in other roles.
1. Dual Hybrid Roles
When a professional performs business analysis Tasks in addition to the tasks of another role, it falls under the
category of dual hybrid role. The dual hybrid role is typically associated with small or less complex work efforts,
where it is possible for a single person to perform both roles effectively. It may be difficult or challenging for a single
person to perform both roles when they are part of large, complex or high-risk work efforts.
BA/PM: Performs both business analysis and project management tasks on a work effort.
BA/Tester: Performs both business analysis and quality assurance/testing tasks on a work effort.
BA/Developer: Performs both business analysis and development tasks on a work effort.
BA/User Experience: Performs both business analysis and user experience design tasks on a work effort with a
focus on usability beyond what a typical business analysis role might entail.
A professional in any of these dual hybrid roles can move closer to a business analysis generalist role by gaining
deeper experience in business analysis Tasks and Techniques and by practicing them in larger and more complex
scenarios within a wider context. Using a wider variety of business analysis Techniques in a dual role and
appropriately facilitating these with stakeholders can help facilitate better business analysis for the effort overall.
A professional in any of these dual roles may also want to leverage his or her business analysis competencies to gain
more experience in the other discipline.
2. Overlap Hybrid Roles
Overlap hybrid roles are where there is a large intersect between the business analysis Tasks and the duties of
another roles. A person in an overlap hybrid role may perform some part of the business analysis Tasks for a work
effort, but not all. In these roles there is typically a generalist or specialty business analysis professional working
closely with the person in the overlap hybrid role; a high level of collaboration is needed to yield success in the
business analysis activities.
It is important to note that the descriptions below only define the business analysis portion of the overlap hybrid
role. The related discipline or domain is not defined in this model, so the roles in its entirety is not documented
here, only the overlap to business analysis.
The descriptions below in are not official descriptions validated by the domains that they represent. IIBA does not
claim these descriptions to be definitive; other professional associations that represent these fields may have better
definitions. We are solely defining them here based on our understanding and for the use of defining overlapping
competencies with business analysis. IIBA does not consider itself the authority for defining what these roles are.

21
Hybrid Roles
Chief Executive of an Organization (CXO or other C-Level executive)

The CXO analyzes the enterprise, its capabilities, industry, markets and products, and forms strategies to bring
forth business change to meet strategic goals and objectives.
C-level executives are most likely to have business analysis competencies in many of the Underlying Competencies
as well as some of the Performance Competencies in the following Knowledge Areas:
Business Analysis Planning and Monitoring

Elicitation
Requirements Management and Communication
Enterprise Analysis
Requirements Analysis
Solution Assessment and Validation
Competency Context: A CXO leads the enterprise and performs business analysis for the organization at its
highest levels and within the context of industries and markets. The business analysis Knowledge Areas, Tasks
and Techniques are not new to how a CXO operates, the CXO is just performing these tasks within a different
context level and with much higher ambiguity and complexity.
Database Analyst
A person in this role analyzes data structures, relationships, data attributes and values. He or she understands and
facilitates how data drives business processes and technology solutions. A database analyst understands database
structures and implications of database design on business functions. He or she understands various ways to
implement business requirements using databases and helps business analysts and stakeholders implement
database solutions to meet business needs.
Database analysts are most likely to have business analysis competencies in many of the Underlying Competencies
Elicitation
Competency Context: The use of these competencies is likely more narrowly focussed towards the effective use
of data and how data meets business needs at a detailed level versus a generalist business analyst, who would
use these competencies with a wider view of the business need.
Enterprise Architect
Enterprise architects work with stakeholders throughout the organization, to build a holistic view of the
organizations strategy, processes, information and information technology assets. The enterprise architect links
and aligns the business mission, strategy and processes of an organization to its information technology strategy.
He or she documents this using multiple architectural models or views that show how the current and future needs
of an organization will be met in an efficient, sustainable, agile and adaptable manner.
Enterprise architects are most likely to have business analysis competencies in many of the Underlying
Competencies as well as some of the Performance Competencies in the following Knowledge Areas:

22

Elicitation

Hybrid Roles
Enterprise Analysis
Competency Context: An enterprise architect works within the business analysis Knowledge Areas, Tasks
and Techniques with a focus on bringing business needs, capabilities, technology and process together in an
efficient and effective manner. The enterprise architect works at the highest levels of abstraction, ambiguity
and complexity within the organization. He or she performs business analysis tasks to connect information,
technology, processes and business needs in varying levels of detail, and is able to perform many business
analysis tasks at both ends of the detail spectrum.
Information Architect
Architects the data that a business uses to enable business processes and intelligence. The information architect
understands the enterprise relationships, definition and usage of data within the organization. He or she ensures that
organizational data is organized, managed and stored in a manner that facilitates business enablement and intelligence.
Information architects are most likely to have business analysis competencies in many of the Underlying
Elicitation
Enterprise Analysis
Competency Context: The use of these competencies is likely more narrowly focussed towards the effective
use of data, what data means to an organization and how data meets business needs at a high level versus a
generalist business analyst, who uses these competencies with a wider view of the business need.
Middle to Senior Management
This category includes any professional in a mid- or senior-level management position. Those in these management
positions perform business analysis activities for the processes and solutions that enable the function and
people that they manage. These professionals manage business change, which entails analyzing business needs,
capabilities and requirements, and working with other stakeholders to implement a change.
Middle management and senior managers are most likely to have business analysis competencies in many of the
Underlying Competencies as well as some of the Performance Competencies in the following Knowledge Areas:

Elicitation
Enterprise Analysis
Competency Context: The use of these competencies is more focussed on the business problem or opportunity
context for the domain managed and the people and processes impacted. A business analyst in this category
likely works at a more detailed level following more formal structures and techniques to ensure the detail meets
the business needs. He or she will also work at a higher level to ensure the problem or opportunity looked at
meets higher-level goals and business objectives, and impacts outside of just a single business domain.

23
Hybrid Roles
Programmer/Analyst
The programmer/analyst develops technical solutions that meet requirements and design specifications.
A programmer/analyst is most likely to have business analysis competencies in many of the Underlying
Elicitation
These and other potential competencies in this model that may overlap are highly dependent on the exact role the
programmer/analyst plays in the work effort and the size and context of the role and work product.
Competency Context: The use of these competencies is more focussed on details of a specific technology, set
of technologies or platform once high-level requirements have already been determined. Business analysts are
more focussed on higher-level requirements to meet the business need and ensure the details align to the higher
level. A programmer/analysts is more focussed on meeting already defined requirements with his or her specific
technology domain.
A product manager is the product owner of a physical product, service or software. He or she analyzes the markets
that use the product, the markets needs and works within the organization to strategize, market and develop the
product to meet market needs.
A product managers is most likely to have business analysis competencies in many of the Underlying Competencies

Elicitation
Enterprise Analysis
Competency Context: The use of these competencies is more focussed on managing a product, the
requirements of the products market and external stakeholder, and servicing market needs as related to the
scope of the product under management. A business analyst analyzes the business and a product manager
analyzes markets; both are managing solution requirements and change for their customers and stakeholders.
Project Manager
The project manager is responsible for the delivery of a project and its objectives. Key aspects of the role include
managing scope, cost and schedule.
A project managers is most likely to have business analysis competencies in many of the Underlying Competencies

24

Requirements Management and Communications
Requirements Elicitation
Enterprise Analysis

Hybrid Roles
Competency Context: The use of these competencies is more focussed on the completion of the project
deliverables, cost, project scope and schedule versus a generalist business analyst, who uses these competencies
to drive product/solution deliverables and scope focussed on business value delivery more than cost, schedule
and other factors of the project involved in delivering the product/solution.
Solutions Architect
The solutions architect develops and ensures that the solution options are feasible and meet the business
requirements as well as organizational and technical architectural needs.
A solutions architect is most likely to have business analysis competencies in many of the Underlying Competencies

Elicitation
Enterprise Analysis
Competency Context: The solutions architect is focussed on the potential solutions that meet business
requirements versus ensuring the business requirements are delivering value to the business. He or she is
focussed on technologies and process innovations, both internal and external to the organization, in order to
determine all possible alternatives to meet the business needs.
Systems Design Analyst
A person in this role analyzes solution requirements and translates them into specific system requirements and designs.
A systems design analyst is most likely to have business analysis competencies in many of the Underlying

Elicitation
Enterprise Analysis
Competency Context: A systems design analyst works within the Knowledge Areas and Tasks of the BABOK
Guide, however at a more detailed and focussed level within the context of a defined overarching solution than
a generalist business analyst. The systems design analyst is less focussed on the business need elicitation and
more focussed on solution designs to meet already defined business requirements.

25
Hybrid Roles
Tester/ QA Analyst
A tester/ QA is responsible for testing the solution according to the requirements, and for reporting and
resolving defects.
Testers are most likely to have business analysis competencies in many of the Underlying Competencies as well as
some of the Performance Competencies in the following Knowledge Areas:
Requirements Management and Communications

Competency Context: The use of these competencies is more focussed on ensuring the solution meets the
requirements and that the requirements are of sufficient quality to implement thorough quality processes
versus the business analyst, who ensures the solution meets business intent and brings business value through
the requirements.
Usability/User Experience Professional (UXP)
A user experience professional ensures that the solution meets requirements for ease of use making the solution
intuitive for users.
A usability professional is most likely to have business analysis competencies in many of the Underlying

Elicitation
Enterprise Analysis
Competency Context: The use of these competencies is more focussed on the user experience and requirements
related to the user experience and productivity and business analysts are focussed on a wider perspective of
meeting the business need.
26

Chapter Three: Competency Development

Competency Development
Introduction to Competency Development
chapter THREE
The IIBA Competency Model was developed to help business analysis professionals and organizations develop
business analysis competencies. It is important to understand that competency development in this model refers to
a set of multiple competencies for any given business analysis professional: 53 Performance Competencies and 20
Underlying Competencies. This model does not describe competency as overall competence of a professional. IIBA
has adapted the widely used Dreyfus Model, developed by Stuart Dreyfus in 1980, which outlines a five-stage model
of the mental activities involved in directed skill acquisition, to define its levels of competency development. The
behavioural indicators in this model describe expectations for business analysis professionals at various levels. A
business analysis professional may achieve these indicators at varying points in his or her career, depending on the
context of his or her work. For example: Someone working on small, simple work efforts may achieve performance
of the indicators and level of competence, but may not perform the same on larger, more complex work efforts. Work
effort context is an important factor to consider in regards to competency development levels. The behavioural
indicators in this model most closely represent a business analyst who qualifies as proficient in the competency,
given they are working independently on a medium size and complexity work effort.
Any job profile can use the defined competencies and indicators in this model, however expectations around
the work context and autonomy need to be carefully considered when looking to understand when and how a
professional should be demonstrating these indicators of competence independently.
Please see the section on Business Analysis Job Profiles and Career Paths (page 13) to further understand how a
business analysis professional moves from the novice level to the proficient level using the Dreyfus Model of skill
acquisition applied to the Competency Model. Individual job roles and profiles may not require performance at the
defined levels across all competencies.
The Dreyfus Model uses five levels of competence to define skill acquisition; below are the generic definitions and
how we have applied the usage in the context of the IIBA Competency Model.
Level 1: Novice
A novice has only a textbook understanding with no practical experience. Novices typically are expected to adhere
closely to defined rules or plans and to work under close supervision. In general, people should advance to higher
levels of competency in a fairly short period of time.
A person at this level begins to develop the competency by working under close supervision or on a small scope
of work. He or she feels accountable to follow the rules and relies upon the team, supervisor and rules to achieve
competency indicators. A novice moves to the advanced beginner level by demonstrating the application of
guidelines, trying work on his or her own, taking on a larger task, repeating results and by showing the desire to
learn more context.
Level 2: Advanced Beginner
An advanced beginner has some practical experience. At this level a professional will be able to perform
straightforward tasks with minimal supervision and undertake more complex tasks under close supervision. An
advanced beginner will be capable of identifying complex issues but will generally only have a limited ability to
resolve them. At this level a practitioner will typically have difficulty determining which aspects are of greatest
importance in a particular situation.

27
Chapter 3: Competency Development
The advanced beginner has BABOK Guide knowledge of related Task and Techniques and practical experience in the
competency; learning to perform on his or her own with minimal supervision. This level professional will have difficulty
troubleshooting and knowing the next step when things go differently than before. He or she can perform when given a
set of guidelines, but often does not have a holistic understanding. At this level a professional has begun to demonstrate
the indicators with coaching and in simple context situations; this persons team or supervisor may need to step in at
times to participate in an activity and assist in performing tasks and ensuring indicators are achieved. The advanced
beginner feels accountable to follow guidelines. A person at this level can move to the next competency level by
demonstrating repeated success in the competency under guidelines and supervision. This professional troubleshoots
more on his or her own and validates his or her own course of action with more experienced resources.
Level 3: Competent
A competent practitioner has a good working knowledge of business analysis. This level practitioner will be able to
perform without close supervision and possess the planning skills required to enable he or she to deal with complex
issues or resolve conflicting priorities. At this level the practitioner should be capable of using a standardized
procedure to produce acceptable results and be able to plan towards longer-term goals.
At this level, a professional has BABOK Guide knowledge of related Task and Techniques and repeated experience
performing same. He or she practices independently and at times has difficulty troubleshooting in complex
situations. This level professional independently seeks out advice and applies it successfully. The competent
practitioner demonstrates the indicators of competency in simple situations on his or her own and relies on
coaching or assistance in more complex situations. This person has begun to feel accountable to outcomes and
results. The competent level professional moves to the proficient level by demonstrating repeated independent
success in a variety of situations and by self-correcting based on previous experience.
Level 4: Proficient
A proficient practitioner has an in-depth knowledge of business analysis. He or she will be able to routinely produce
high-quality work products in all but the most complex or exceptional of situations without supervision and can
effectively guide or supervise the work of others. A proficient level professional will usually be able to intuitively
assess the best course of action to take in a given situation and understand how and when to apply guidelines.
This level practitioner has BABOK Guide knowledge of related Task and Techniques and repeated experience
performing in a variety of contexts and situations. He or she performs competency well on own, applies guidelines
within contexts, knows when off track and can self correct. This individual may lead or mentor others in practicing
and learning competency from a tactical perspective. The proficient practitioner performs the indicators of
competency on his or her own in a variety of situations and feels responsible for results. The proficient practitioner
moves to the expert level by demonstrating he or she knows when to modify/adapt rules and guidelines in complex
situations, and is recognized as an expert outside of the team and/or organization.
Level 5: Expert
An expert practitioner has an authoritative and deep tacit understanding of business analysis. This individual will
be able to modify or alter standards and develop new and innovative approaches to deal with unusual situations.
An expert will be able to easily produce high-quality results in most situations and be able to develop a vision of
what is possible.
The expert level in the Dreyfus Model is not represented in the job profiles or on Performance Competencies with
Role Profiles Mapped to Dreyfus Levels (page 44) . Very few competencies require an expert level practitioner. Most
practitioners will not achieve this level in more than a handful of the Performance Competencies. A proficient level
(still quite advanced) of competency is the minimum needed for the generalist business analyst to perform the
indicators of the Competency Model in a senior job profile.
28

Chapter 3: Competency Development
The expert has BABOK Guide knowledge of related Task and Techniques and very deep experience performing the
competency in a wide variety of complex contexts and situations. This person is an authority and primary source
of knowledge (in a large context, not just team context) and has vast experience applied in just the right context.
He or she leads, mentors and guides others to master the competency and sets example for others in complex
situations. This individual mentors others in demonstrating the indicators of competency in a variety of complex
and ambiguous situations and provides more structural education in holistic development of the competency.
There may be circumstances where a senior business analyst may be an expert in a Performance Competency;
however it is not a minimum level of required competence to effectively perform the role in the senior business
analyst job profile.

29
Chapter Four: Competencies

Competencies
chapter
FOUR
This table lists the 53 Performance Competencies, sorted by Knowledge Area and the indicators/observable
behaviours for the Performance Competency. The indicators/observable behaviours listed are the results of a
business analysis professional who is at the Dreyfus Level (Proficient) performing the competency.
Professionals at other Dreyfus Levels (novice, advanced beginner and competent) may achieve these behavioural
results in situations where the scope or complexity of the work effort is small, or they are under supervision
receiving assistance in getting these results.
Dreyfus level (proficient) achievement is indicative of someone performing these indicators and results repeatedly,
independently and in a variety of situations.
Performance and Underlying Competencies with Indicators

1. PERFORMANCE COMPETENCY
INDICATORS/OBSERVABLE BEHAVIOURS
1.1
Business Analysis Planning and Monitoring (BABOK Guide, Chapter 2) is the knowledge area that covers how business analysts determine
which activities are necessary in order to complete a business analysis effort. It covers identification of stakeholders, selection of business
analysis techniques, the process that will be used to manage requirements, and how to assess the progress of the work. The tasks in this
knowledge area govern the performance of all other business analysis tasks.
1.1.1
Selects appropriate business

analysis approach
Displays and maintains a high level of awareness as related to current industry

1.1.2
1.1.3
Evaluates project complexity,

assumptions, constraints
and dependencies
Evaluates based on the big-picture view of the project outside of just the IT
Identifies all stakeholders
Displays and maintains a high level of awareness as related to current
domain, vendor domain or just the business unit domain
Proactively gathers information from project team members

Resets to the big picture when needed

1.1.4
and organizational trends, standards and disciplines being used to deliver new
or enhanced business analysis approaches to solutions
Utilizes expertise in plan-driven and change-driven approaches to lead teams
to select approaches that best fit initiative needs
Ability to determine when and how to modify a selected approach as
necessary in order apply an appropriate level of rigor and best meet the needs
of the area of analysis
Effectively communicates approach to stakeholders
Effectively gains needed stakeholder and team buy-in to the approach selected
Determines stakeholder
influence and
relationship needs
enterprise architecture and organizational process to ensure all areas impacted

have adequate/appropriate stakeholder representation
Ability to select and perform a variety of methods to ensure comprehensive
representation for all areas potentially impacted in the effort
Accurately assesses and identifies the level of stakeholder involvement (how

they are involved), level of support for the effort, as well as the best approach
on how to and when to strategically engage
Ability to assess and identify levels of influence, agendas and authority levels,
as well as identify key relationships and dynamics of stakeholder interactions
Ability to adjust behaviour, communications style and interactions with
stakeholders based on stakeholder needs

31
Competencies with Indicators

1.1.5
1.1.6
Chapter 4: Competencies
Builds and manages

stakeholder (internal and
external) relationships.
Relationships with
stakeholders include:
Business partners, users,
vendors, customers,
project team members and
management leaders
Effectively builds credibility and trust with stakeholders

Successfully communicates and manages stakeholder expectations (no
Develops a business analysis

work-plan to manage own
and teams activities, tasks,
deliverables and schedule
Effectively/accurately defines and communicates the activities the team will
surprises) from the beginning to the end of the effort
Ability to keep stakeholders engaged, responsive and proactive in working

toward deliverable goals and objectives
perform to develop the business analysis activities (work plan) for the effort
Accurately identifies requirements scope and deliverables

Provides an accurate estimation of resources necessary to perform
requirements tasks (projected schedule and cost estimates/budget impacts)
Accurately identifies requirement risks and mitigations

Ability to effectively use a variety of estimating techniques to drive precision
and accuracy in estimation
Ability to accurately identify comprehensive deliverables and associated tasks

required by the effort early in the process
Effectively prioritizes BA work to meet stakeholder needs

Accurately estimates effort required for BA tasks
1.1.7
Develops effective
communication plan to meet
project and stakeholder needs
Develops plan considering geography, culture, formality of organization and

frequency needs of stakeholders
Displays and maintains complete understanding of how and when the BA will
work with project stakeholders for business analysis activities
Defines, monitors and enforces team responsibilities as related to collecting,

distributing, accessing and updating requirements information
1.1.8
Plans requirements
approval and change
Develops and communicates plan to manage approval of requirements and

changes to solution or requirements scope
Effectively manages and executes plan of approval and change to

requirements
Displays and maintains appropriate level of traceability in plan

Plans effective prioritization techniques to prioritize requirements for the solution
1.1.9
Identifies and communicates

risks and issues that
may require changes
to plans or scope
Accurately assess/identify project and/or business risks and plan risk

Ability to provide critical decision support by identifying acceptable risks and
outlining risk impact/responses
Effectively communicates risk impact of changes and provides options to

manage/mitigate
1.1.10
Measures and tracks quality

of business analysis work
Selects and performs appropriate techniques to measure business analysis work.

Establishes metrics and measurements to track, assess and report on the
quality of work
Sets expectation regarding what constitutes effective business analysis work

for initiative
1.1.11
32
Reports on business
analysis measurements
Effectively communicates and documents measurement results of business

analysis work efforts

1.1.12
1.1.13
1.1.14
Improves business
analysis performance
by taking preventative
and corrective action
Identifies opportunities for improvement of business analysis practices and
Complies with and upholds

organizational standards
Consistently follows and applies organizations methodologies, BA practices,
Responds to changing
organizational priorities
Adapts approach to changing strategies, funding decisions, risks and
processes, and identifies preventative or corrective actions for incorporation as

improvements into the business analysis plan
SDLC and compliance requirements

organizational direction
Adapts approach as required to adjust to changing conditions and meet new

challenges
1.2
Elicitation (BABOK Guide, Chapter 3) describes how business analysts work with stakeholders to identify and understand their needs
and concerns, and understand the environment in which they work. The purpose of elicitation is to ensure that a stakeholders actual
underlying needs are understood, rather than their stated or superficial desires.
1.2.1
Ensures appropriate
stakeholders are involved
in elicitation activities
Accurately assesses the stakeholders needed to participate in elicitation

activities
Ability to adjust plan and approach for elicitation activities in light of project
and stakeholder schedule needs.
Finds alternative and creative ways to get those involved that are not
co-located or unavailable at needed times
1.2.2
Obtains needed information

from stakeholdersto
form requirements
Effectively uses a variety of elicitation techniques appropriate to the situation

and stakeholder
Ability to use a variety of techniques to accurately elicit out requirements

1.2.3
Captures information provided

in elicitation sessions
when stakeholders are focussed on solutions, or are biased, or do not know or

understand the scope of the analysis area
Accurately assesses when to continue eliciting to uncover further information
Demonstrates the ability uncover additional information from stakeholders
when the needed information is not known as important to the stakeholder,
but critical to requirements quality
Effectively describes to stakeholders the purpose and value of additional
elicitation of requirements
Forms and asks probing questions
Accurately captures information in a manner that the stakeholders understand

and can review and validate
Accurately translates stakeholder information into solution requirements

Applies active listening to ensure accurate information is captured
Ability to ensure that elicitation results link to the business goal/owner and can
be measured or decomposed to measurable requirements
1.2.4
Validates requirements
with stakeholder
Accurately validates that the documented requirements match the intention of

the stakeholders needs

33
1.3
Requirements Management and Communication (BABOK Guide, Chapter 4) describes how business analysts manage conflicts, issues and
changes in order to ensure that stakeholders and the project team remain in agreement on the solution scope, how requirements are
communicated to stakeholders, and how knowledge gained by the business analyst is maintained for future use.
1.3.1
Obtains the needed approvals

on solution requirements
Accurately baselines requirements

Consistently obtains timely stakeholder sign-off of requirements
1.3.2
Manages changes
to requirements
Consistently identifies requirements change and acts to manage change

Regularly manages stakeholder expectations
Effectively gauges and acts on the need to educate stakeholders on change
management
Accurately assesses impact of change to business case; communicates impact

and facilitates stakeholder consensus
1.3.3
Manages conflicts and

issues to resolution
Effectively maintains consensus among stakeholders on solution scope

Accurately recognizes when an issue is a requirements issue versus project
issue and escalates appropriately
Collaborates effectively with PM on issues and conflicts that impact time, cost,
scope, quality and risk
Correctly tracks, communicates and proactively follows up on issues.

1.3.4
Traces requirements
from business case to
implemented solution
Actively ensures the right people are aware of issues and thoroughly
documents resolution
Actively monitors resolution progress and success
Effectively uses a variety of techniques to manage conflict
Successfully negotiates conflicts to a win/win
Maintains collaborative style with team members and stakeholders
Maintains composure and self control around conflict
Consistently receives feedback from stakeholders that satisfactory resolution
was reached
Develops and maintains the correct level of traceability appropriate for the
work effort
Correctly traces solution requirements backwards and forwards

Systematically ensures requirements are organized to enable quality
traceability
1.3.5
Leverages the uses

of traceability
Consistently uses traceability to enable quality impact analysis

Consistently uses traceability to manage requirements risk
Consistently uses traceability to manage requirements change
Consistently uses traceability requirement dependency to assist with
requirement prioritization
Consistently uses traceability to collaborate with project teams (quality

assurance, business testing teams, project management, etc . . .)
Ability to assess how much requirements traceability is required to manage risk

1.3.6
Identifies and maintains

requirements for reuse
Accurately assesses which requirements will add value to the organization by

leveraging reuse
Consistently develops and applies reuse standards of requirements

maintenance
Demonstrates understanding of benefits of maintaining requirements
34

1.3.7
Prepares requirements
documentation
Creates comprehensive work products documenting solution requirements

Accurately assesses the needs of the audience to develop work products at the
appropriate level of detail to communicate to audience
Effectively uses the requirements package as a basis for solution design and
implementation
Ability to accurately assess and determine when a requirements set is at
the appropriate level of rigor sufficient to support development or make a

solution decision
1.3.8
Presents requirements in
understandable format
Applies experience and knowledge of a variety of presentation techniques for

requirements
Effectively formats and presents requirements in a manner appropriate to

stakeholder
Successfully uses requirements package iteratively to communicate a

potentially different package to different audiences
1.3.9
1.3.10
1.3.11
Confirms that stakeholders

have a shared understanding
of requirements
Effectively reviews requirements with all stakeholders informally and formally

Consistently works to facilitate a common understanding of requirements
Uses appropriate
communication method
based on stakeholder
Effectively communicates to stakeholders by using the appropriate level of
Assesses impacts of
changes to requirements
Accurately identifies additional stakeholders that need to be included and
through various communication techniques
Effectively uses alternative visual and contextual methods to communicate

detail for the audience
Communicates effectively to executive level stakeholders

Communicates effectively to users and technical stakeholders
Communicates effectively to external vendors and stakeholders
understand impact
Effectively analyzes cost/benefit and risk of change

Consistently analyzes if the change impacts the business case versus just the
project plan
Consistently analyzes if the change improves business case or negates it

Consistently analyzes if the change has cross impacts to other initiatives
1.4
Enterprise Analysis (BABOK Guide, Chapter 5) describes how business analysts identify a business need, refine and clarify the definition of
that need, and define a solution scope that can feasibly be implemented by the business. This knowledge area describes problem defini
tion and analysis, business case development, feasibility studies, and the definition of solution scope.
1.4.1
Identifies and defines

business needs
Accurately identifies why a change to a system, process or capability is needed

Ensures the business need aligns to business goals and objectives
Differentiates and understands both strategic and tactical business needs
Effectively uses decomposition of goals to define achievable objectives and
measures in work effort
Accurately articulates the essence of stakeholder vision while appropriately
questioning the assumptions and constraints buried in stakeholder statements

of requirements
1.4.2
Identifies opportunities
for improvement
Effectively recognizes opportunities beyond the underlying business needs

and issues
Successfully helps stakeholders see areas of opportunity and facilitates exploration

35

1.4.3
Understands overall business

structure, strategy and
impact on work efforts
Demonstrates a broad knowledge of general business functions: finance,

marketing, hr, supply chain, customer service, etc, . . .
Understands general relationships between various business units

Understands how business units serve the organization as whole
Understands how the organization operates within the domain/industry and
demonstrates the understanding of domain components
Understands an organizations strategic intents

Understands KPIs of a organization
Understands business change drivers
1.4.4
Understands organizational
culture, structure and
Effectively uses organizational networks/relationships to influence work

outcomes and decisions
Effectively uses organizational authority structures to facilitate decision making

and escalation of issues.
Effectively utilizes communication structures within the organization to

influence work outcomes
Appropriately adjusts own behaviours to culture of business work group

1.4.5
Understands business
architecture and can
assess capability gaps
Understands the framework (structure, people, processes and technology) that

supports the organizations strategy
Accurately identifies current enterprise business capabilities

Accurately identifies gaps that prevent the organization from achieving desired
outcomes
Accurately identifies shortcomings, problems and limitations of existing solution

1.4.6
Identifies and proposes

possible solution approach
Effectively facilitates idea generation

Effectively works with stakeholders to identify alternative solutions
Accurately identifies assumptions and constraints
1.4.7
Describes and selects a

solution approach from a
number of different options
Accurately assess the organizations readiness for proposed approach

Effectively communicates possible solution approaches to stakeholders
Consistently captures information about each option to facilitate effective
review of options
Provides a structure and process to ranking and weighing options for effective
decision making by stakeholders
1.4.8
Defines the new capabilities

that the project, iteration
or work effort will deliver
Accurately conceptualizes the recommended solution; enables stakeholders to

understand the new capabilities
Accurately defines in-scope and out-of-scope in terms of the solution

boundaries to meet the business case
Accurately defines implementation approach of selected solution by defining

how the project will deliver the solution scope.
Accurately defines dependencies, constraints and assumptions (technical and

business) of the solution scope
1.4.9
Determines justification
of investment for
proposed solution
Works with stakeholders to define benefits and linkage to the measures of

success of proposed solution
Works with stakeholders in ensuring the needed level of research is completed

to accurately define the solution benefits and risks
Accurately represents the benefits of the proposed solution

Effectively communicates how the proposed solution will achieve
business objectives.
Accurately assesses costs and risks of the proposed solution
36

1.4.10
Prepares a decision package
Effectively presents the information needed to facilitate a decision to invest

and move forward with the proposed solution
1.5
Requirements Analysis (BABOK Guide, Chapter 6) describes how business analysts prioritize and progressively elaborate stakeholder
and solution requirements in order to enable the project team to implement a solution that will meet the needs of the sponsoring
organization and stakeholders. It involves analyzing stakeholder needs to define solutions that meet those needs, assessing the current
state of the business to identify and recommend improvements, and the verification and validation of the resulting requirements.
1.5.1
Prioritizes requirements
effectively based on factors
including business value, cost
to deliver and time constraints
Effectively works among stakeholders to build consensus on requirements

1.5.2
Organizes and synthesizes

large amounts of information
provided by stakeholders
prioritization to ensure the analysis and implementation is focussed on the

most critical requirements
Accurately reflects the requirements priority according to stakeholder input on
business value and risk
Accurately reflects the requirements priority according to stakeholder input on
impact of requirements on solution as a whole
Understands and communicates the value of requirements prioritization to the
various project and solution stakeholders
Creates prioritization attributes appropriate to work effort
Applies business principles and performance measures to facilitate
requirements prioritization
Maintains neutrality among team and organizational politics when prioritizing;
focussed on business value and business case
Effectively organizes requirements in views that are understandable from all

stakeholder perspectives.
Clearly articulates the relationships between the various requirements,

stakeholder needs and models
Identifies and recommends the use of repeatable patterns where appropriate

Demonstrates understanding of which requirements models and formats are
appropriate for the business domain, solution scope and stakeholder audience
Clearly aligns levels of abstraction in requirements to stakeholder needs

1.5.3
Understands appropriate use

of various analysis techniques
Clearly expresses stakeholder desires and/or current organizational state using

a combination of textual formats, models, diagrams and matrices
Consistently leverages models and specifications to provide insight into

opportunities for improvement
Effectively uses matrices to organize requirements and represent relationships

between requirements.
1.5.4
Develops abstract models that

describe a business domain
Appropriately uses models to represent a simplified view of a complex reality

Ensures that information captured in different models is consistent and accurate
Effectively uses models as a tool to document requirements and also a tool to
aide in elicitation activities
Effectively uses formal and informal modeling as appropriate to the audience

Ensures that information captured in different models is consistent and
accurate
1.5.5
Identifies and communicates

factors other than
requirements that affect
which solutions are viable
Accurately identifies assumptions and constraints

Confirms accuracy of assumptions and constraints
Consistently considers various types of assumptions and constraints: technical
and business

37

1.5.6
Ensures that requirements

and models meet the
needed quality to effectively
guide further work
Consistently ensures that requirements are ready for review by stakeholders

Accurately assess the quality of requirements and characteristics of

1.5.7
Ensures that all requirements

support the delivery of
business value, fulfills goals
and objectives, and meets
a stakeholder need
requirements that signify quality (cohesive, complete, consistent, correct,

feasible, modifiable, unambiguous and testable)
Iteratively checks work in progress for quality attributes
Iteratively compares varying requirements deliverables to one another
checking for consistency
Appropriately uses text to describe one and only one requirement at a time
Effectively manages conflicting needs and expectations exposed in the

requirements validation process
Accurately assesses that all requirements can demonstrate delivery of value
1.6
Solution Assessment and Validation (BABOK Guide, Chapter 7) describes how business analysts assess proposed solutions to determine
which solution best fits the business need, identify gaps and shortcomings in solutions, and determine necessary workarounds or
changes to the solution. It also describes how business analysts assess deployed solutions to see how well they met the original need so
that the sponsoring organization can assess the performance and effectiveness of the solution.
1.6.1
Assesses solution proposals

and demonstrate which
proposal will be most effective
Accurately determines if the solution delivers enough value to justify

implementation
Effectively communicates recommendation of solution justification to move

forward
Demonstrates understanding of advantages and disadvantages of alternative

solutions
When multiple solutions are available, effectively evaluates which option will
deliver the greatest business value
1.6.2
1.6.3
Allocates stakeholder and

solution requirements among
solution components to
maximize business value
Assesses tradeoffs between options to maximize benefits and minimize cost

Demonstrates usage of various allocation categories (release, solution
Assesses the organizational

readiness for the new solution
Effectively communicates solution impact to stakeholders

Demonstrates understanding of the changes that will occur with the new
component, business unit, etc . . .) and uses the most appropriate given the
point in time in the project
Consistently uses allocation throughout the project lifecycle to maximize
business value
solution (business area, technical infrastructure, processes and operations)
Accurately assesses stakeholder beliefs, attitudes and willingness to adapt to

new solution
Demonstrates understanding of the forces that support and oppose the

change and works to strengthen support
1.6.4
Defines capabilities and

requirements to support
transition to new solutions
Facilitates requirements for transition of data

Facilitates requirements for the transition of work in progress
Facilitates requirements for needed training
Facilitates discussions on operational change needs due to new solution being
in place
1.6.5
38
Validates that the solution

meets the business need
Develops acceptance criteria and a plan to evaluate

Facilitates acceptance of the solution
Accurately ensures that the solution performs to meet the business requirements

1.6.6
Assess the effect and impact a defect or issue has on the business value of the
Determines the most

appropriate response
to identified defects
solution
Effectively prioritizes defects and issues with the solution

Effectively evaluates defects and issues for potential workarounds that are
acceptable until defect can be addressed
1.6.7
Measures and evaluates

solutions for value
and opportunities
Proactively investigates how a solution is actually used after it is deployed

Proactively seeks to identify how the users have adapted and/or modified the
solution and why
Validates the previously defined performance metrics for the solution

Effectively communicates to stakeholders how the solution is performing in
relationship to the business goals and objectives.
Underlying Competency (BABOK Guide, Chapter 8) describes the behaviours, knowledge, and other characteristics that support the
effective performance of business analysis.
2.1
Analytical Thinking and Problem Solving
2.1.1
Creative
Thinking
The successful generation and productive consideration of new ideas

Application of new ideas to resolve existing problem
Willingness of stakeholders to accept new approaches
2.1.1
Decision Making
Confidence of the participants in the decision-analysis process that a decision is correct

New information or alternatives that cause a decision to be revisited are genuinely new and
not simply overlooked
Decisions are effective in addressing the underlying problem

The impact of uncertainty and new information when making decisions can be effectively
assessed
2.1.2
Learning
Agreement by stakeholders that analysis models effectively and completely describe the
domain
Identification of related problems or issues from multiple areas in the domain

Rapid absorption of new information or new domains
2.1.3
Problem Solving
Confidence of the participants in the problem-solving process that a selected solution is correct
New solution options can be evaluated effectively using the problem solving framework
Selected solutions meet the defined objectives and solve the underlying problem
The problem-solving process avoids making decisions based on preconceived notions,
organizational politics or other traps that may cause a sub-optimal solution to be selected
Understanding of how a change to a component affects the system as a whole

Identification of reinforcing and compensating feedback loops
Understanding of how systems adapt to external pressures and changes
2.1.4
Systems
Thinking
2.2
Behavioural Characteristics
2.2.1
Ethics
Decisions are made with due consideration to the interests of all stakeholders
Reasons for a decision are clearly articulated and understood
Prompt and full disclosure of potential conflicts of interest
Honesty regarding ones abilities, the performance of ones work and accepting responsibility
for failures or errors

39
2.2.2
Personal
Organization
The ability of the business analyst to find information

Regular on-time completion of tasks
Efficiency in the completion of work
The ability to easily identify all outstanding work and the status of each work item
2.2.3
Trustworthiness
Stakeholders involving the business analyst in decision-making

Stakeholder acceptance of the business analysts recommendations
Willingness of stakeholders to discuss difficult or controversial topics with the business analyst
Willingness of stakeholders to support or defend the business analyst when problems occur
2.3
Business Knowledge
2.3.1
Business
Principles and
Practices
Understanding of business environments, operations, process and practices relating to:

Common business management and decision making concepts, principles activities and
practices
Typical organization structures, job functions and work activities

Complex business functions and operations
Understanding of relevant regulatory, compliance and governance frameworks

Understanding of auditing and security issues
2.3.2
Industry
Knowledge
Understanding of industry related material and keeps abreast of what is taking place in the
industry
The ability to identify key trends shaping the industry

Knowledge of major competitors and partners for the organization
Knowledge of major customer segments
Knowledge of common products and product types
Knowledge of sources of information about the industry, including relevant trade
organizations or journals
Understanding of industry-specific resource and process documents

Understanding of industry standard processes and methodologies
Understanding of the industry regulatory environment
2.3.3
Organization
Knowledge
Understanding of terminology or jargon used in the organization

Understanding of the products or services offered by the organization
Ability to identify subject matter experts in the organization
Organizational relationships and politics
2.3.4
Solution
Knowledge
Reduced time or cost to implement a required change

Shortened time on requirements analysis and/or solution design
Understanding when a larger change is justified based on business benefit
Understanding how additional capabilities present, but not currently used, in a solution can
be deployed to provide business value
2.4
Communication Skills
2.4.1
Oral
Communication
Effectively paraphrasing statements to ensure understanding

Effectively facilitating sessions, ensuring success through preparedness and co-ordination
Developing and delivering powerful presentations by positioning content and objectives
appropriately (i.e. positive versus negative tone)
Can communicate the criticality or urgency of a situation in a calm, rational manner with
proposed solutions
2.4.2
40
Teaching
Verifying that learners have acquired information that has been imparted to them
Ability of learners to use new skills or demonstrate new knowledge

2.4.3
Written
Communications
2.5
Interaction Skills
2.5.1
Facilitation and
Negotiation
Ability to adjust the style of writing for the needs of the audience
Proper use of grammar and style
Appropriate choice of words
Ability of the reader to paraphrase and describe the content of the written communication
Ensuring that participants in a discussion correctly understand one anothers positions
Use of meeting management skills and tools (including agendas and the use of meeting
minutes to keep discussions focussed and organized
Preventing discussions from being sidetracked onto irrelevant topics

Identifying common areas of agreement
Effective use of different negotiation styles
Ability to identify important issues
Understanding and considering all parties interests, motivations and objectives
Encouraging stakeholders to reach win/win outcomes on a regular basis
Understanding of political implications in conflicts and negotiates in a politically sensitive
manner
Understanding the impact of time and timing on negotiations

2.5.2
Leadership and
Influencing
Reduced resistance to necessary changes

Team members and stakeholders demonstrating a willingness to set aside personal
objectives when necessary
Articulation of a clear and inspiring vision of a desired future state

2.5.3
Teamwork
2.6
Software Applications
2.6.1
General Purpose
Applications
Fostering a collaborative working environment

Effective resolution of conflict
Developing trust among team members
Support among the team for shared high standards of achievement
Team members have a shared sense of ownership of the team goals
Ability to apply an understanding of one tool to other similar tools
Able to identify major tools in the marketplace and describe how they are used in any given
situation
Understands and is able to use most of the major features of the tool
Able to use the tools to complete requirements-related activities more rapidly than is possible
without them
Able to track changes to the requirements made through the tools

2.6.2
Specialized
Applications
Ability to apply an understanding of one tool to other similar tools

Able to identify major tools in the marketplace and describe how they are used in any given
situation
Understands and is able to use most of the major features of the tool
Able to use the tools to complete requirements-related activities more rapidly than is possible
without them
Able to track changes to the requirements made through the tools

41
Chapter Five: Competency Tables

Competency Tables
Performance Competencies
with Role Profiles Mapped to Dreyfus Levels
chapter
FIVE
This section defines the minimum Dreyfus Competency Level per Performance Competency Area for each job
profile.
The table below represents a typical path of competency development. The Dreyfus Model is used as a framework
for skill acquisition and postulates that an individual goes through five stages of learning when developing a skill
and becoming competent. The following table illustrates at what level of skill development for each Performance
Competency business analysis professionals are typically at when in the referenced job profiles.
Differences and variations may exist in environments where an organizations business analysis role does not align
with the BABOK Guide or the business analysis professional is performing a specialty role. Specialty roles are when
the focus is on either a specific scope of the business or technology domain or a certain set of Techniques used to
perform the business analysis role. Specialty roles will be defined and outlined in a future release of this model.
An entry level business analyst is required to have a novice level (knowledge based) competency for each
Performance Competency. However, some entry level Performance Competencies are positioned at the advanced
beginner level due to a significant focus of competency on the Underlying Competencies and theoretical knowledge
will enable an entry level person to perform at advanced beginner without possessing practical experience in the
context of business analysis. Thus, it is implied that entry level practitioners possess the fundamental Underlying
competencies as a prerequisite to entering the business analyst role.
It should be noted that the order of tasks in this Competency Model is aligned to the BABOK Guide and that the
BABOK Guide itself does not prescribe or imply the sequence in which tasks are to be performed. Furthermore,
the Competency Model does not state explicit measurable criteria for each Competency Level as organizations will
differ in their application of the competency with different variations of outputs and deliverables.

43
Competencies and Profiles Mapped to Dreyfus Levels
Chapter 5: Competency Tables

Entry
Level
Junior
BA
Intermediate
BA
Senior
BA
1.1.1 Selects appropriate business

analysis approach
Novice
Advanced
Beginner
Competent
Proficient
1.1.2 Evaluates project complexity,

assumptions, constraints and
dependencies
Novice
Advanced
Beginner
Competent
Proficient
1.1.3 Identifies all stakeholders
Advanced
Beginner
Competent
Proficient
Proficient
1.1.4 Determines stakeholder

influence and relationship
needs
Advanced
Beginner
Competent
Competent
Proficient
1.1.5 Builds and manages

Relationships with
business partners, users,
vendors, customers,
management leaders
Advanced
Beginner
Competent
Competent
Proficient
2.3 Plan Business

Analysis
Activities
1.1.6 Develops a business analysis

Novice
Advanced
Beginner
Competent
Proficient
2.4 Plan Business

Analysis
Communication
1.1.7 Develops effective

project and stakeholder
needs
Novice
Advanced
Beginner
Competent
Proficient
1.1.8 Plan requirements approval

and change
Novice
Advanced
Beginner
Competent
Proficient
1.1.9 Identifies and communicates

risks and issues that may
require changes to plans or
scope
Novice
Advanced
Beginner
Competent
Proficient
BABOK TASKS
PERFORMANCE COMPETENCY
2.1 Plan Business

Analysis
Approach
2.2 Conduct
Stakeholder
Analysis
2.5 Plan
Requirements
Management
Process
44


BABOK TASKS
2.6 Manage
Business
Analysis
Performance
Entry
Level
Junior
BA
Intermediate
BA
Senior
BA
1.1.10 M
easures and tracks quality
Novice
Advanced
Beginner
Competent
Proficient
1.1.11 Reports on business

Novice
Novice
Advanced
Beginner
Competent
1.1.12 Improves business analysis

performance by taking
preventative and corrective
action
Novice
Novice
Advanced
Beginner
Competent
1.1.13 Complies with and upholds

Competent
Competent
Proficient
Proficient
Novice
Advanced
Beginner
Competent
Proficient
1.1.14 Responds to changing

Elicitation
3.1 Prepare for
Elicitation
1.2.1 Ensures appropriate

stakeholders are involved in
elicitation activities
Advanced
Beginner
Competent
Proficient
Proficient
3.2 Conduct
Elicitation
Activity
1.2.2 O
btains needed information
from stakeholdersto form
requirements
Advanced
Beginner
Competent
Proficient
Proficient
3.3 Document
Elicitation
Results
1.2.3 Captures information

provided in elicitation
sessions
Advanced
Beginner
Competent
Proficient
Proficient
3.4 Confirm
Elicitation
Results
1.2.4 Validates requirements with

stakeholder
Advanced
Beginner
Competent
Proficient
Proficient
1.3.1 Obtains the needed

approvals on solution
requirements
Novice
Advanced
Beginner
Competent
Proficient
1.3.2 Manages changes to

requirements
Novice
Advanced
Beginner
Competent
Proficient
Advanced
Beginner
Competent
Proficient
Proficient
4.1 Manage
Solution
Scope and
Requirements
1.3.3 Manages conflicts and issues

to resolution

45

BABOK TASKS
4.2 Manage
Requirements
Traceability
4.3 Maintain
Requirements
for Reuse
4.4 Prepare
Requirements
Package
4.5 Communicate
Requirements
Entry
Level
Junior
BA
Intermediate
BA
Senior
BA
1.3.4 Traces requirements

Novice
Advanced
Beginner
Competent
Proficient
1.3.5 Leverages the uses of

traceability
Novice
Advanced
Beginner
Competent
Proficient
1.3.6 Identifies and maintains

Novice
Advanced
Beginner
Competent
Proficient
1.3.7 Prepares requirements

documentation
Advanced
Beginner
Competent
Proficient
Proficient
1.3.8 Presents requirements in

Advanced
Beginner
Competent
Proficient
Proficient
1.3.9 Confirms that

stakeholders have a
shared understanding of
requirements
Advanced
Beginner
Competent
Proficient
Proficient
1.3.10 Uses appropriate

Advanced
Beginner
Competent
Competent
Proficient
Novice
Advanced
Beginner
Competent
Proficient
1.4.1 Identifies and defines

business needs
Novice
Advanced
Beginner
Competent
Proficient
1.4.2 Identifies opportunities

for improvement
Novice
Advanced
Beginner
Competent
Proficient
1.4.3 Understands overall

business structure,
strategy and impact on
work efforts
Novice
Advanced
Beginner
Competent
Proficient
1.4.4 Understands
organizational culture,
structure and impact on
work efforts
Novice
Advanced
Beginner
Competent
Proficient
1.4.5 Understands business

Novice
Novice
Advanced
Begi nner
Competent
1.3.11 Able to assess impacts of

Enterprise Analysis
5.1 Define
Business Need
5.2 Assess
Capability
Gaps
46


Entry
Level
Junior
BA
Intermediate
BA
Senior
BA
1.4.6 Identifies and proposes

possible solution
approach
Novice
Novice
Advanced
Beginner
Competent
1.4.7 Describes and selects a

solution approach from
a number of different
options
Novice
Novice
Advanced
Beginner
Competent
1.4.8 Defines the new

capabilities that the
project, iteration or work
effort will deliver
Novice
Advanced
Beginner
Competent
Proficient
1.4.9 Determines justification

of investment for
proposed solution
Novice
Novice
Advanced
Beginner
Competent
1.4.10 Prepares a decision

package
Novice
Novice
Advanced
Beginner
Competent
6.1 Prioritize
Requirements
1.5.1 Prioritizes requirements

effectively based
on factors including
business value, cost
to deliver and time
constraints
Novice
Advanced
Beginner
Competent
Proficient
6.2 Organize
Requirements
1.5.2 Organizes and

synthesizes large
amounts of information
Advanced
Beginner
Competent
Proficient
Proficient
1.5.3 Understands appropriate

use of various analysis
techniques
Novice
Advanced
Beginner
Competent
Proficient
Advanced
Beginner
Competent
Competent
Proficient
Novice
Novice
Advanced
Beginner
Competent
BABOK TASKS
5.3 Determine
Solution
Approach
5.4 Define
Solution
Scope
5.5 Define
Business Case
6.3 Specify
and Model
Requirements
6.4 Define
Assumptions
and
Constraints
1.5.4 Develops abstract

models that describe a
business domain
1.5.5 Identifies and
communicates factors
other than requirements
that affect which solutions
are viable

47

BABOK TASKS
Entry
Level
Junior
BA
Intermediate
BA
Senior
BA
6.5 Verify
Requirements
1.5.6 Ensures that requirements

and models meet the
needed quality to
effectively guide further
work
Novice
Advanced
Beginner
Competent
Proficient
6.6 Validate
Requirements
1.5.7 Ensures that all

requirements support
the delivery of business
value, fulfills goals and
objectives, and meets a
stakeholder need
Novice
Advanced
Beginner
Competent
Proficient

7.1 Assess
Proposed
Solution
1.6.1 Assesses solution

proposals and
demonstrate which
proposal will be most
effective
Novice
Advanced
Beginner
Competent
Proficient
7.2 Allocate
Requirements
1.6.2 Allocates stakeholder

and solution
requirements among
solution components to
maximize business value
Novice
Advanced
Beginner
Competent
Proficient
7.3 Assess
Organizational
Readiness
1.6.3 Assesses the

organizational readiness
for the new solution
Novice
Advanced
Beginner
Competent
Proficient
7.4 Define
Transition
Requirements
1.6.4 Defines capabilities and

transition to new
solutions
Novice
Advanced
Beginner
Competent
Proficient
Advanced
Beginner
Competent
Competent
Proficient
1.6.6 Determines the most

appropriate response to
identified defects
Novice
Advanced
Beginner
Competent
Proficient
1.6.7 Measures and evaluates

solutions for value and
opportunities
Novice
Advanced
Beginner
Competent
Proficient
7.5 Validate
Solution
7.6 Evaluate
Solution
Performance
48
1.6.5 Validates that the

solution meets the
business need


Techniques and Job Profiles
This section describes the Techniques that are most often used in each job profile. The Techniques listed for each
profile are derived from research on what Techniques are regularly used by business analysis professionals around
the globe with similar levels of experience.
This table does not specify what usage of the Technique looks like. Please see the BABOK Guide Chapter 9
and the Technique details within each Task for detailed information on specific usage of each Technique.
Variation of the usage of Techniques for the job profiles will be common and will heavily depend on factors in
organizations such as: specific organizational business analysis processes and practices, organizational culture,
business analysis approach, stakeholder complexity, types of solutions typically worked on, etc . . .
This should be used as a guide to what Techniques are most commonly used at what profiles, helping
business analysis professionals determine if they are skilled in the techniques that other business analysts
with similar experience are skilled at and using in the role. Business analysis professionals who are familiar
with the usage of each of these techniques and have experience applying them are likely to perform effectively
under most circumstances.
Entry Level BA: Uses the selected Techniques at right to perform Tasks and learn competencies under close supervision.
Junior BA: Uses the Techniques selected at right, adds to the Techniques used as an entry level business analyst.
Techniques used are under supervision or specific guidelines, templates and work samples.
Intermediate BA: Uses additional Techniques in the business analysis role, begins to experiment with Techniques
unknown to themselves and apply them with success with minimal supervision.
Senior BA: Uses widest variety of Techniques and self corrects when discovering the Technique is not the correct
one for the context and situation.
9.2
Benchmarking
9.3
Brainstorming
9.4
Business Rules Analysis
9.5
Data Dictionary and Glossary
9.6
Data Flow Diagrams
9.7
Data Modeling
9.8
Decision Analysis
9.9
Document Analysis
9.10 Estimation

Senior BA
Intermediate BA
Acceptance and Evaluation Criteria Definition
Junior BA
9.1
Entry Level BA
TECHNIQUES
PROFILES
BA Profiles Mapped to Techniques
49
9.11
Focus Groups
9.12
Functional Decomposition
9.13
Interface Analysis
9.14
Interviews
9.15 Lessons Learned Process

9.16
Metrics and Key Performance Indicators
9.17
Non-functional Requirements Analysis
9.18
Observation
9.19
Organization Modeling
9.20
Problem Tracking
9.21
Process Modeling
9.22
Prototyping
9.23
Requirements Workshops
9.24 Risk Analysis

9.25
Root Cause Analysis
9.26
Scenarios and Use Cases
9.27 Scope Modeling

9.28 Sequence Diagrams
9.29
State Diagrams
9.30
Structured Walkthrough
9.31
Survey/Questionnaire
9.32
SWOT Analysis
9.33
User Stories
9.34 Vendor Assessment
50
Senior BA
Intermediate BA
Junior BA
Entry Level BA
TECHNIQUES
PROFILES
BA Profiles Mapped to Techniques

Advanced Generalist Profiles: The advanced generalist business analyst profiles use most (if not all) of the
Techniques, like a senior business analyst. Advanced generalists need to be aware of all Techniques, understanding
the usages and advantages of each, often participating in the creation or review of a wide variety of relevant
Techniques. Expect the Techniques highlighted in the table below to be used with success on a regular basis in
this role. It is already assumed that the business analyst has exposure, knowledge and some experience in all
Techniques. While all Techniques are part of a business analysts toolkit, those marked in black are likely to be more
commonly used to be successful in the role.
9.4
9.5
9.6
Data Flow Diagrams
9.7
Data Modeling
9.8
Decision Analysis
9.9
Document Analysis
9.10
Estimation
9.11
Focus Groups
9.12
9.13
Interface Analysis
9.14
Interviews
9.15
Lessons Learned Process
9.16
9.17
9.18
Observation
9.19
9.20
Problem Tracking
9.21
Process Modeling
9.22
Prototyping
9.23
9.24
Risk Analysis

Strategic BA
Manager
9.3 Brainstorming
BA Practice Leader
9.2 Benchmarking
BA Program Lead
BA Project Lead
9.1
Business Architect
TECHNIQUES
PROFILES
51
Scope Modeling
9.28
Sequence Diagrams
9.29
State Diagrams
9.30
9.31
9.32
SWOT Analysis
9.33
User Stories
9.34
Vendor Assessment
52
Strategic BA
9.27
Manager
BA Practice Leader
9.26
BA Program Lead
Root Cause Analysis
BA Project Lead
9.25
Business Architect
TECHNIQUES
PROFILES

Advanced Profiles Mapped to Underlying Competencies

Advanced Profiles Mapped to Underlying Competencies
The advanced generalist profiles require all of the Underlying Competencies that are outlined in the BABOK Guide
and referenced in this model. These profiles rely on the Underlying Competencies more than other profiles, due to
their complexity and the ambiguity of the role, level in the organization and the stakeholders that the role interfaces
with on a regular basis. The table below highlights which of the Underlying Competencies require advanced
application and demonstration of success to be successful in the profile. While all Underlying Competencies remain
important to business analysis competency, those marked in black are critical to success in the role.
Decision Making
8.1.3
Learning
8.1.4
Problem Solving
8.1.5
Systems Thinking
8.2
8.2.1
Ethics
8.2.2
Personal Organization
8.2.3
Trustworthiness
8.3
Business Knowledge
8.3.1
Business Principles and Practices
8.3.2
Industry Knowledge
8.3.3
Organizational Knowledge
8.3.4
Solution Knowledge
8.4
8.4.1
Oral Communications
8.4.2
Teaching
8.4.3
Written Communications
8.5
Interaction Skills
8.5.1
Facilitation and Negotiation
8.5.2
Leadership and Influencing
8.5.3
Teamwork
8.6
8.6.1
General Purpose Applications
8.6.2
Specialized Applications
Strategic BA
8.1.2
Manager
Creative Thinking
BA Practice Leader
8.1.1
BA Program Lead
BA Project Lead
8.1
Business Architect
UNDERLYING COMPETENCIES
PROFILES

53
Specialty Profiles to Techniques Mapping: Those in specialty profiles use a more narrow set of Techniques
and show strong experienced in these Techniques. The Techniques selected for these roles are used with heavy
frequency. Techniques not selected may still be used or understood but used less frequently due to the nature of
the specialty role. Practices vary and Techniques used will vary widely; Techniques listed in the following chart are
generalizations of techniques used in specialty roles.
Speciality profiles may also use other techniques not listed in this list (from the BABOK Guide version 2.0); this list
only contains the Techniques from the BABOK Guide. Those marked in black are those within the business analysis
domain most likely to be used.
9.4
9.5
9.6
Data Flow Diagrams
9.7
Data Modeling
9.8
Decision Analysis
9.9
Document Analysis
9.10
Estimation
9.11
Focus Groups
9.12
9.13
Interface Analysis
9.14
Interviews
9.15
9.16
9.17
9.18
Observation
9.19
9.20
Problem Tracking
9.21
Process Modeling
9.22
Prototyping
9.23
9.24
Risk Analysis
54
Business Rules
Analyst
Service Request
Analyst
9.3 Brainstorming
Functional Analyst
9.2 Benchmarking
Business Systems
Analyst
Business Process BA
9.1
Agile BA
TECHNIQUES
PROFILES


Scope Modeling
9.28
Sequence Diagrams
9.29
State Diagrams
9.30
9.31
9.32
SWOT Analysis
9.33
User Stories
9.34
Vendor Assessment
Service Request
Analyst
9.27
Functional Analyst
Business Systems
Analyst
9.26
Business Rules
Analyst
Root Cause Analysis
Business Process BA
9.25
Agile BA
TECHNIQUES
PROFILES

55
Performance Competencies to Underlying Competencies
Performance Competencies Mapped to BABOK Guide

Underlying Competencies
The table below identifies which Underlying Competencies (from Chapter 8 of the BABOK Guide) support the
Performance Competencies (above).

Relationships with
vendors, customers,
management leaders
56

8.5.2
8.6.2

8.5.1
General-Purpose Applications
Interaction Skills
8.5
8.4.3
8.6.1
Teaching
8.4.2
8.6
Oral Communications
8.4.1
8.5.3 Teamwork
Solution Knowledge
8.4
Organization Knowledge
8.3.4
Industry Knowledge
8.2.2
8.3.3
Ethics
8.2.1
8.2
8.3.2
Systems Thinking
8.1.5
8.3.1
Problem Solving
8.1.4
Trustworthiness
Learning
8.1.3
Business Knowledge
Decision Making
8.3
Creative Thinking
8.1.2
8.2.3
8.1.1

influence and
relationship needs
1.1.2
Evaluates project complexity,
assumptions, constraints
and dependencies
1.1.1
Selects appropriate business
analysis approach
Business Analysis Planning and Monitoring (BABOK Guide, Chapter 2) is the knowledge area that covers how business a nalysts determine
1.1
8.1
PERFORMANCE
COMPETENCY


8.6.1
8.6.2
8.6
8.5.3 Teamwork
Teaching
8.4.2
Oral Communications
8.4.1
8.5.2
8.4
8.5.1
Solution Knowledge
8.3.4
8.3.3
Interaction Skills
Industry Knowledge
8.3.2
8.5

8.3.1
8.4.3
Trustworthiness
Business Knowledge
8.3
8.2.2
8.2.3
Ethics
8.2.1
Problem Solving
8.1.4
Systems Thinking
Learning
8.1.3
Decision Making
8.1.2
8.2
Creative Thinking
8.1.1
8.1.5
1.2.2 Obtains needed information

from stakeholdersto
form requirements

1.2

1.1.12 Improves business


1.1.10 Measures and tracks quality


risks and issues that
may require changes
to plans or scope
1.1.8 Plan requirements

approval and change

project and stakeholder needs
PERFORMANCE
COMPETENCY
8.1

57

8.5.2
8.6.2

8.5.1
Interaction Skills
8.5
8.4.3
8.6.1
Teaching
8.4.2
8.6
Oral Communications
8.4.1
8.5.3 Teamwork
Solution Knowledge
8.4
8.3.4
Industry Knowledge
8.2.2
8.3.3
Ethics
8.2.1
8.2
8.3.2
Systems Thinking
8.1.5
8.3.1
Problem Solving
8.1.4
Trustworthiness
Learning
8.1.3
Business Knowledge
Decision Making
8.3
Creative Thinking
8.1.2
8.2.3
8.1.1
1.3.9 Confirms that stakeholders

have a shared understanding
of requirements


documentation

1.3.5 Leverages the uses

of traceability

1.3.3 Manages conflicts and

1.3.2 Manages changes

to requirements

requirements
58
1.3
8.1
1.2.4 Validates requirements

with stakeholder
1.2.3 Accurately captures

information provided
in elicitation sessions
PERFORMANCE
COMPETENCY

8.6.2
8.6.1
8.6
8.5.3 Teamwork
Teaching
8.4.2
8.5.2
Oral Communications
8.4.1
8.5.1
8.4
Solution Knowledge
8.3.4
Interaction Skills
8.3.3
8.5
Industry Knowledge
8.3.2
8.4.3
8.2.2
8.3.1
Ethics
8.2.1
Trustworthiness
Systems Thinking
8.2
Problem Solving
8.1.5
8.1.4
Business Knowledge
Learning
8.1.3
8.3
Decision Making
8.1.2
8.2.3
Creative Thinking
8.1.1

1.4.8 Defines the new capabilities




1.4.4 Understands organizational

1.4.3 Understands overall business

structure, strategy and

for improvement

business needs
1.4


PERFORMANCE
COMPETENCY
8.1
59
8.6.1
8.6
8.6.2
8.5.3 Teamwork
8.5.2
8.4.3
Interaction Skills
Teaching
8.4.2
8.5.1
Oral Communications
8.4.1
8.5
Solution Knowledge
8.4
8.3.4
Industry Knowledge
8.2.2
8.3.3
Ethics
8.2.1
8.2
8.3.2
Systems Thinking
8.1.5
8.3.1
Problem Solving
8.1.4
Trustworthiness
Learning
8.1.3
Business Knowledge
Decision Making
8.3
Creative Thinking
8.1.2
8.2.3
8.1.1
1.5.7 Ensures that all requirements

business value, fulfills
goals and objectives, and
meets a stakeholder need

and models meet the
guide further work

factors other than
requirements that affect
which solutions are viable
1.5.4 Develops abstract models that

describe a business domain
1.5.3 Understands appropriate use

of various analysis techniques
1.5.2 Organizes and synthesizes

large amounts of information

effectively based on factors
including business value, cost
to deliver, time constraints
60
1.5
8.1
1.4.10 Prepares a decision package

of investment for
proposed solution
PERFORMANCE
COMPETENCY

8.6
8.6.1
8.6.2
8.5.3 Teamwork
Teaching
8.4.2
Oral Communications
8.4.1
8.5.2
8.4
8.5.1
Solution Knowledge
8.3.4
8.3.3
Interaction Skills
Industry Knowledge
8.3.2
8.5

8.3.1
8.4.3
Trustworthiness
Business Knowledge
8.3
8.2.2
8.2.3
Ethics
8.2.1
Problem Solving
8.1.4
Systems Thinking
Learning
8.1.3
Decision Making
8.1.2
8.2
Creative Thinking
8.1.1
8.1.5


solutions for value
and opportunities

1.6.5 Validates that the solution


1.6.3 Assesses the organizational

readiness for the
new solution
1.6.2 Allocates stakeholder and

solution requirements
among solution components
to maximize business value

proposals and demonstrate
which proposal will
be most effective
1.6
PERFORMANCE
COMPETENCY
8.1
61
Performance Competencies Mapped to Techniques
The table below identifies which Techniques (from Chapter 9 of the BABOK Guide version 2.0) support the
Performance Competencies (above).
1.1
Benchmarking
Brainstorming
Data Flow Diagrams
Data Modeling
Decision Analysis
Document Analysis
Estimation
Focus Groups
Interface Analysis
Interviews
Observation
Problem Tracking
Process Modeling
Prototyping
Risk Analysis
Root Cause Analysis
Scope Modeling
Sequence Diagrams
State Diagrams
SWOT Analysis
User Stories
Vendor Assessment
9.2
9.3
9.4
9.5
9.6
9.7
9.8
9.9
9.10
9.11
9.12
9.13
9.14
9.15
9.16
9.17
9.18
9.19
9.20
9.21
9.22
9.23
9.24
9.25
9.26
9.27
9.28
9.29
9.30
9.31
9.32
9.33
9.34
TECHNIQUES
PERFORMANCE
COMPETENCY
9.1 Acceptance and Evaluation Criteria Definition
Business Analysis Planning and Monitoring (BABOK Guide, Chapter 2) is the knowledge area that covers how business analysts determine
1.1.1 Selects appropriate

business analysis approach
1.1.2 Evaluates project

complexity, assumptions,
constraints, and
dependencies

influence and
relationship needs

Relationships with
vendors, customers,
project team members
and management leaders

62

Benchmarking
Brainstorming
Data Flow Diagrams
Data Modeling
Decision Analysis
Document Analysis
Estimation
Focus Groups
Interface Analysis
Interviews
Observation
Problem Tracking
Process Modeling
Prototyping
Risk Analysis
Root Cause Analysis
Scope Modeling
Sequence Diagrams
State Diagrams
SWOT Analysis
User Stories
Vendor Assessment
9.2
9.3
9.4
9.5
9.6
9.7
9.8
9.9
9.10
9.11
9.12
9.13
9.14
9.15
9.16
9.17
9.18
9.19
9.20
9.21
9.22
9.23
9.24
9.25
9.26
9.27
9.28
9.29
9.30
9.31
9.32
9.33
9.34
TECHNIQUES
PERFORMANCE
COMPETENCY

communication plan
to meet project and
stakeholder needs
1.1.8 Plan requirements

approval and change

communicates risks and
issues that may require
changes to plans or scope
1.1.10 Measures and tracks quality


1.1.12 Improves business



1.2

1.2.2 Obtains needed information

from stakeholdersto
form requirements

63
Benchmarking
Brainstorming
Data Flow Diagrams
Data Modeling
Decision Analysis
Document Analysis
Estimation
Focus Groups
Interface Analysis
Interviews
Observation
Problem Tracking
Process Modeling
Prototyping
Risk Analysis
Root Cause Analysis
Scope Modeling
Sequence Diagrams
State Diagrams
SWOT Analysis
User Stories
Vendor Assessment
9.2
9.3
9.4
9.5
9.6
9.7
9.8
9.9
9.10
9.11
9.12
9.13
9.14
9.15
9.16
9.17
9.18
9.19
9.20
9.21
9.22
9.23
9.24
9.25
9.26
9.27
9.28
9.29
9.30
9.31
9.32
9.33
9.34
TECHNIQUES
PERFORMANCE
COMPETENCY
1.2.3 Captures information

provided in elicitation
sessions
1.2.4 Validates requirements

with stakeholder
1.3

requirements
1.3.2 Manages changes

to requirements
1.3.3 Manages conflicts and


1.3.5 Leverages the uses

of traceability


documentation

1.3.9 Confirms that

stakeholders have a
shared understanding
of requirements
64

Benchmarking
Brainstorming
Data Flow Diagrams
Data Modeling
Decision Analysis
Document Analysis
Estimation
Focus Groups
Interface Analysis
Interviews
Observation
Problem Tracking
Process Modeling
Prototyping
Risk Analysis
Root Cause Analysis
Scope Modeling
Sequence Diagrams
State Diagrams
SWOT Analysis
User Stories
Vendor Assessment
9.2
9.3
9.4
9.5
9.6
9.7
9.8
9.9
9.10
9.11
9.12
9.13
9.14
9.15
9.16
9.17
9.18
9.19
9.20
9.21
9.22
9.23
9.24
9.25
9.26
9.27
9.28
9.29
9.30
9.31
9.32
9.33
9.34
TECHNIQUES
PERFORMANCE
COMPETENCY


1.4

business needs

for improvement
1.4.3 Understands overall

business structure, strategy
and impact on work efforts
1.4.4 Understands organizational




1.4.8 Defines the new capabilities


65
Benchmarking
Brainstorming
Data Flow Diagrams
Data Modeling
Decision Analysis
Document Analysis
Estimation
Focus Groups
Interface Analysis
Interviews
Observation
Problem Tracking
Process Modeling
Prototyping
Risk Analysis
Root Cause Analysis
Scope Modeling
Sequence Diagrams
State Diagrams
SWOT Analysis
User Stories
Vendor Assessment
9.2
9.3
9.4
9.5
9.6
9.7
9.8
9.9
9.10
9.11
9.12
9.13
9.14
9.15
9.16
9.17
9.18
9.19
9.20
9.21
9.22
9.23
9.24
9.25
9.26
9.27
9.28
9.29
9.30
9.31
9.32
9.33
9.34
TECHNIQUES
PERFORMANCE
COMPETENCY

of investment for
proposed solution
1.4.10 Prepares a decision package
1.5

effectively based on
factors including business
value, cost to deliver
and time constraints
1.5.2 Organizes and synthesizes

large amounts of
information provided
by stakeholders
1.5.3 Understands appropriate

use of various analysis
techniques
1.5.4 Develops abstract

models that describe
a business domain

communicates factors
other than requirements
that affect which
solutions are viable

and models meet the

guide further work
66

Benchmarking
Brainstorming
Data Flow Diagrams
Data Modeling
Decision Analysis
Document Analysis
Estimation
Focus Groups
Interface Analysis
Interviews
Observation
Problem Tracking
Process Modeling
Prototyping
Risk Analysis
Root Cause Analysis
Scope Modeling
Sequence Diagrams
State Diagrams
SWOT Analysis
User Stories
Vendor Assessment
9.2
9.3
9.4
9.5
9.6
9.7
9.8
9.9
9.10
9.11
9.12
9.13
9.14
9.15
9.16
9.17
9.18
9.19
9.20
9.21
9.22
9.23
9.24
9.25
9.26
9.27
9.28
9.29
9.30
9.31
9.32
9.33
9.34
TECHNIQUES
PERFORMANCE
COMPETENCY
1.5.7 Ensures that all requirements

business value, fulfills

goals and objectives, and
meets a stakeholder need
1.6

proposals and demonstrate
which proposal will
be most effective
1.6.2 Allocates stakeholder and

solution requirements
among solution
components to maximize
business value
1.6.3 Assesses the organizational

readiness for the
new solution

1.6.5 Validates that the solution



solutions for value
and opportunities

67
Performance Competencies Mapped to Tasks
The table below provides a mapping of the Performance Competencies (above) with the BABOK Guide version
2.0 Tasks

BABOK Guide TASKS
(with BABOK Guide ref #)
1.1
Business Analysis Planning and Monitoring (BABOK Guide, Chapter 2) is the knowledge area that covers how business analysts
determine which activities are necessary in order to complete a business analysis effort. It covers identification of stakeholders, selection
of business analysis techniques, the process that will be used to manage requirements, and how to assess the progress of the work. The
tasks in this knowledge area govern the performance of all other business analysis tasks.
1.1.1
Selects appropriate business analysis approach
1.1.2
Evaluates project complexity, assumptions,

constraints, and dependencies
1.1.3
Identifies all stakeholders
1.1.4
Determines stakeholder influence and relationship needs
1.1.5
Builds and manages stakeholder (internal and external)

relationships. Relationships with stakeholders include:
Business partners, users, vendors, customers, project
team members and management leaders
1.1.6
Develops a business analysis work-plan to manage own

and teams activities, tasks, deliverables and schedule
2.3Plan Business Analysis Activities
1.1.7
Develops effective communication plan to

meet project and stakeholder needs
2.4Plan Business Analysis Communication
1.1.8
Plan requirements approval and change
1.1.9
Identifies and communicates risks and issues that

may require changes to plans or scope
1.1.10
Measures and tracks quality of business analysis work
1.1.11
Reports on business analysis measurements
1.1.12
Improves business analysis performance by

taking preventative and corrective action
1.1.13
Complies with and upholds organizational standards
1.1.14
Responds to changing organizational priorities
1.2
1.2.1
Ensures appropriate stakeholders are

involved in elicitation activities
3.1Prepare for Elicitation
1.2.2
Obtains needed information from

stakeholdersto form requirements
3.2Conduct Elicitation Activity
68
2.1Plan Business Analysis Approach
2.2Conduct Stakeholder Analysis
2.5Plan Requirements Management Process
2.6Manage Business Analysis Performance


BABOK Guide TASKS

1.2.3
Captures information provided in elicitation sessions
3.3Document Elicitation Results
1.2.4
Validates requirements with stakeholder
3.4Confirms Elicitation Results
1.3
1.3.1
Obtains the needed approvals on solution requirements
1.3.2
Manages changes to requirements
1.3.3
Manages conflicts and issues to resolution
1.3.4
Traces requirements from business case to implemented solution
1.3.5
Leverages the uses of traceability
1.3.6
Identifies and maintains requirements for reuse
1.3.7
Prepares requirements documentation
1.3.8
Presents requirements in understandable format
1.3.9
Confirms that stakeholders have a shared

understanding of requirements
1.3.10
Uses appropriate communication method based on stakeholder
1.3.11
Able to assess impacts of changes to requirements
1.4
1.4.1
Identifies and defines business needs
1.4.2
Identifies opportunities for improvement
1.4.3
Understands overall business structure,

strategy and impact on work efforts
1.4.4
Understands organizational culture, structure

and impact on work efforts
1.4.5
Understands business architecture and can assess capability gaps
1.4.6
Identifies and proposes possible solution approach
1.4.7
Describes and selects a solution approach

from a number of different options

4.1Manages Solution Scope and

Requirements
4.2Manage Requirements Traceability

4.3Maintain Requirements for Reuse
4.4Prepare Requirements Package
4.5Communicate Requirements
5.1Define Business Need
5.2Assess Capability Gaps
5.3Determine Solution Approach
69

BABOK Guide TASKS
1.4.8
Defines the new capabilities that the project,

iteration or work effort will deliver
1.4.9
Determines justification of investment for proposed solution
1.4.10
Prepares a decision package
1.5
1.5.1
Prioritizes requirements effectively based on factors

including business value, cost to deliver, time constraints
6.1Prioritize Requirements
1.5.2
Organizes and synthesizes large amounts of

information provided by stakeholders
6.2Organize Requirements
1.5.3
Understands appropriate use of various analysis techniques
1.5.4
Develops abstract models that describe a business domain
1.5.5
Identifies and communicates factors other than

requirements that affect which solutions are viable
6.4Define Assumptions and Constraints
1.5.6
Ensures that requirements and models meet the

needed quality to effectively guide further work
6.5Verify Requirements
1.5.7
Ensures that all requirements support the delivery of business

value, fulfills goals and objectives and meets a stakeholder need
6.6Validate Requirements
1.6
which solution best fits the business need, identify gaps and shortcomings in solutions, and determine necessary workarounds or changes
to the solution. It also describes how business analysts assess deployed solutions to see how well they met the original need so that the
sponsoring organization can assess the performance and effectiveness of the solution.
1.6.1
Assesses solution proposals and demonstrate

which proposal will be most effective
7.1Assess Proposed Solution
1.6.2
Allocates stakeholder and solution requirements among

solution components to maximize business value
7.2Allocate Requirements
1.6.3
Assesses the organizational readiness for the new solution
7.3Assess Organizational Readiness
1.6.4
Defines capabilities and requirements to

support transition to new solutions
7.4Define Transition Requirements
1.6.5
Validates that the solution meets the business need
1.6.6
Determines the most appropriate response to identified defects
1.6.7
Measures and evaluates solutions for value and opportunities
70
5.4Define Solution Scope
5.5Define Business Case
6.3Specify and Model Requirements
7.5Validate Solution
7.6Evaluate Solution Performance

Chapter Six: Contributors

Contributors
SIX
chapter
The IIBA Competency Model Committee primarily developed content for this release. Members of the Committee
who have generously volunteered their time and passion in the development of this release include:
Version 3 Team
Version 3 Authors
Kevin Brennan, CBAP, OCEB, PMP

(Vice President, Professional Development)
Tim Coventry
James R. Hughes
Tom Karasmanis
Angela M. Wick CBAP, PMP
(Chair of Competency Model Committee)
Version 3 Editor
Ellie M. Bayrd
Version 2 Team
Version 2 Authors

Jennifer C. Colburn, CBAP, PMP
Tim Coventry
James R. Hughes
Joe Newbert
Suzanna E. Rawlins, PMP, CBAP, CBPP
Zoya Royblat, CBAP
Angela M. Wick, CBAP, PMP
Version 3 Reviewers

Nicole Batchelor
Subroto Bose
Roger T. Burlton, P.Eng, CMC
Christopher Chan
Rick Clare,OCP, PMP, CBAP
Ingrid Colquitt, CBAP
Ted Hardy, CBAP
Tammis J. Lewis
Michael Lindberg
Tatiana Mezin
Suzanna Rawlins, PMP, CBAP, CBPP
Zoya Royblat, CBAP
Julian Sammy
Tracy Watson
Maria Wintheiser
Version 2 Reviewers

Brian Lawrence
Robert DAlton
Mario Santos
Lisa Hankes
Campbell Ferenbach, CBAP
Miles Barker
Russ Pena, CBAP
Ingrid Colquitt, CBAP
Subroto Bose
Tatiana Mezin
Tracy Watson
Brendan Moon
Anthony Migliardi
Ted Hardy, CBAP
Maria Wintheiser
Michael Lindberg

71
71
Version 1 Team
Version 1 Authors
Version 1 Reviewers

James R. Hughes
Tom Karasmanis
Suzanna E. Rawlins, PMP, CBAP, CBPP
Deborah Roberts
Deborah L. Rose
Thomas F. Ryder
Julian Sammy
Angela M. Wick, CBAP, PMP
72
Kathleen Barret
Tammy S. Bishop, CBAP
Tim Coventry
Vincent Kelly Cummins
Ted Hardy, CBAP
Michael Gladstone, CBAP
Michael Lindberg
Russ Pena, CBAP
Maria Wintheiser
Kelly Young, PMP


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IIBA Business Analysis

Last updated: March 16, 2011

Business Analysis Competency Model

International Institute of Business Analysis, Toronto, Ontario, Canada.

IIBA Business Analysis Competency Model Version 3.0

Copyrights, Licensing and Permissions

IIBA Member and Purchased Copy Permissions

Corporate Usage Permissions

IIBA Business Analysis Competency Model Version 3.0

CHAPTER ONE: INTRODUCTION 7

CHAPTER TWO: THE BA CAREER 11

CHAPTER THREE: COMPETENCY DEVELOPMENT 27

CHAPTER FOUR: COMPETENCIES  31

CHAPTER SIX: CONTRIBUTORS 71

IIBA Business Analysis Competency Model Version 3.0

Development of This Standard

IIBA Business Analysis Competency Model Version 3.0

Chapter One: Introduction

What Is a Competency Model?

Using the Competency Model

IIBA Business Analysis Competency Model Version 3.0

Understanding the Model

Ensuring continued alignment with the BABOK Guide

Understanding the Model

Performing these together in concert

IIBA Business Analysis Competency Model Version 3.0

Understanding the Model

IIBA Business Analysis Competency Model Version 3.0

Chapter Two: The BA Career

What Is Business Analysis?

Business Analysis Career Context

IIBA Business Analysis Competency Model Version 3.0

Business Analysis Career Context

Chapter 2: The BA Career

IIBA Business Analysis Competency Model Version 3.0

Chapter 2: The BA Career

Business Analysis Role Context

Business Analysis Role Context

Focus Context Within the Organization

Agile Business Analyst

Business Intelligence Analyst

Industry Domain Expert (SME)

Business Analysis Job Profiles and Career Paths

IIBA Business Analysis Competency Model Version 3.0

Business Analysis Career Paths

Chapter 2: The BA Career

Business Analysis Career Paths

Specialist Practitioners: Can be at any level of

Generalist Practitioners: The graphic below

Size indicates organizational influence

IIBA Business Analysis Competency Model Version 3.0

Chapter 2: The BA Career

IIBA Business Analysis Competency Model Version 3.0

Advanced Generalist Business Analysis Profiles

Chapter 2: The BA Career

Business Analysis Context for Each Job Profile

Work products and

Needs close supervision

Tends to see their

Able to achieve some

CHAPTER ONE: INTRODUCTION 7

CHAPTER TWO: THE BA CAREER 11

CHAPTER THREE: COMPETENCY DEVELOPMENT 27

CHAPTER FOUR: COMPETENCIES 31

CHAPTER SIX: CONTRIBUTORS 71