Glossary of Terms Flashcards
Route Memorization (220 cards)
1
Q
Acceptance Criteria
A
Criteria associated with requirements, products, or the delivery cycle that must be met in order to achieve stakeholder acceptance.
2
Q
Actor (business analyst)
A
human, device, or system that plays some specified role in interacting with a solution.
3
Q
Adaptive Approach
A
An approach where the solution evolves based on a cycle of learning and discovery, with feedback loops which encourage making
decisions as late as possible.
4
Q
Agile Extension to the BABOK® Guide
A
A standard on the practice of business
analysis in an agile context. The Agile Extension to the BABOK® Guide version 1 was published in 2013 by IIBA®, in partnership with the Agile Alliance.
5
Q
allocation:
A
The process of assigning requirements to be
implemented by specific solution components.
6
Q
architecture:
A
The design, structure, and behaviour of the current and future states of a structure in terms of its components, and the interaction between
those components.
7
Q
artifact (business analysis):
A
Any solution-relevant object that is created as part of business analysis efforts.
8
Q
assumption:
A
An influencing factor that is believed to be true but has not been confirmed to be accurate, or that could be true now but may not be in the
future.
9
Q
behavioural business rule:
A
A business rule that places an obligation (or
prohibition) on conduct, action, practice, or procedure; a business rule whose purpose is to shape (govern) day-to-day business activity. Also known as operative rule.
10
Q
benchmarking:
A
comparison of a decision, process, service, or system’s cost, time, quality, or other metrics to those of leading peers to identify
opportunities for improvement.
11
Q
body of knowledge:
A
The aggregated knowledge and generally accepted practices on a topic.
12
Q
BPM:
A
business process management (BPM): A management discipline that determines
how manual and automated processes are created, modified, cancelled,
and governed.
13
Q
brainstorming:
A
A team activity that seeks to produce a broad or diverse set of options through the rapid and uncritical generation of ideas.
14
Q
business (business analysis):
A
A system of one or more organizations and the solutions they use to pursue a shared set of common goals.
15
Q
business (business world):
A
An economic system where any commercial, industrial, or professional activity is performed for profit.
16
Q
business analysis:
A
The practice of enabling change in the context of an enterprise by defining needs and recommending solutions that deliver value to
stakeholders.
17
Q
business analysis information:
A
Any kind of information at any level of detail that is used as an input to business analysis work, or as an output of business
analysis work.
18
Q
business analysis package:
A
A document, presentation, or other collection of text, matrices, diagrams and models, representing business analysis information
19
Q
business analyst:
A
Any person who performs business analysis, no matter their job title or organizational role.
20
Q
business analysis approach:
A
The set of processes, rules, guidelines, heuristics, and activities that are used to perform business analysis in a specific context.
21
Q
business analysis communication plan:
A
description of the types of communication the business analyst will perform during business analysis, the recipients of those communications, and the form and frequency of those communications.
22
Q
business analysis effort:
A
The scope of activities a business analyst is engaged in during the life cycle of an initiative.
23
Q
business analysis plan:
A
description of the planned activities the business analyst will execute in order to perform the business analysis work involved in a specific initiative.
.
24
Q
business architecture:
A
The design, structure, and behaviour of the current and future states of an enterprise to provide a common understanding of the organization. It is used to align the enterprise’s strategic objectives and tactical demands.
25
business case:
justification for a course of action based on the benefits to be realized by using the proposed solution, as compared to the cost, effort, and
other considerations to acquire and live with that solution.
26
business decision:
decision that can be made based on strategy, executive judgment, consensus, and business rules, and that is generally made in response to events or at defined points in a business process.
27
business domain:
The sphere of knowledge that defines a set of common requirements, terminology, and functionality for any program or initiative solving a problem.
28
business goal:
state or condition that an organization is seeking to establish and maintain, usually expressed qualitatively rather than quantitatively.
29
business need:
problem or opportunity of strategic or tactical importance to be addressed.
30
business objective:
An objective, measurable result to indicate that a business goal has been achieved
31
business policy:
non-practicable directive that controls and influences the actions of an enterprise.
32
business problem:
An issue of strategic or tactical importance preventing an enterprise or organization from achieving its goals
33
business process:
end-to-end set of activities which collectively responds to an
event, and transforms information, materials, and other resources into
outputs that deliver value directly to the customers of the process. It may be internal to an organization, or it may span several organizations.
34
business process management (BPM):
management discipline that determines
| how manual and automated processes are created, modified, cancelled, and governed.
35
business process re-engineering:
Rethinking and redesigning business processes
| to generate improvements in performance measures.
36
business requirement:
representation of goals, objectives and outcomes that describe why a change has been initiated and how success will be assessed
37
business rule:
specific, practicable, testable directive that is under the control of the business and that serves as a criterion for guiding behaviour, shaping
judgments, or making decisions.
38
capability:
set of activities the enterprise performs, the knowledge it has, the products and services it provides, the functions it supports, and the methods it uses to make decisions.
39
cause-and-effect diagram:
fishbone diagram.
40
change:
act of transformation in response to a need.
41
change agent:
One who is a catalyst for change.
42
change control:
Controlling changes to requirements and designs so that the impact of requested changes is understood and agreed-to before the
changes are made.
43
change management:
Planned activities, tools, and techniques to address the human side of change during a change initiative, primarily addressing the
needs of the people who will be most affected by the change.
44
change strategy:
plan to move from the current state to the future state to achieve the desired business objectives.
45
change team:
```
cross-functional group of individuals who are mandated to
implement a change. This group may be comprised of product owners,
business analysts, developers, project managers, implementation subject
matter experts (SMEs), or any other individual with the relevant set of skills and competencies required to implement the change.
```
46
checklist (business analysis):
standard set of quality elements that reviewers use for requirements verification.
47
collaboration:
The act of two or more people working together towards a common goal.
48
commercial off-the-shelf (COTS):
prepackaged solution available in the
marketplace which address all or most of the common needs of a large group of buyers of those solutions. A commercial off-the-shelf solution may require some configuration to meet the specific needs of the enterprise.
49
competitive analysis:
structured assessment which captures the key
characteristics of an industry to predict the long-term profitability prospects and to determine the practices of the most significant competitors.
50
competitive analysis:
structured assessment which captures the key
characteristics of an industry to predict the long-term profitability prospects and to determine the practices of the most significant competitors.
51
component:
uniquely identifiable element of a larger whole that fulfills a clear function.
52
concept model:
analysis model that develops the meaning of core concepts for a problem domain, defines their collective structure, and specifies the
appropriate vocabulary needed to communicate about it consistently.
53
constraint (business analysis):
influencing factor that cannot be changed, and
| that places a limit or restriction on a possible solution or solution option.
54
context:
The circumstances that influence, are influenced by, and provide understanding of the change.
55
core concept (business analysis):
One of six ideas that are fundamental to the
practice of business analysis: Change, Need, Solution, Context, Stakeholder,
and Value.
56
cost-benefit analysis:
analysis which compares and quantifies the financial and non-financial costs of making a change or implementing a solution
compared to the benefits gained.
57
create, read, update, and delete matrix (CRUD matrix):
two-dimensional matrix
showing which user roles have permission to access specific information
entities, and to create new records in those entities, view the data in existing
records, update or modify the data in existing records, or delete existing records. The same type of matrix can be used to show which processes, instead of users, have the create, read, update and delete rights.
58
customer:
stakeholder who uses or may use products or services produced by the enterprise and may have contractual or moral rights that the enterprise is obliged to meet.
59
decision analysis:
approach to decision making that examines and models the possible consequences of different decisions, and assists in making an optimal decision under conditions of uncertainty.
60
decomposition:
technique that subdivides a problem into its component parts in order to facilitate analysis and understanding of those components.
61
defect:
deficiency in a product or service that reduces its quality or varies from a desired attribute, state, or functionality.
62
definitional business rule:
rule that indicates something is necessarily true (or untrue); a rule that is intended as a definitional criterion for concepts, knowledge, or information. Also known as a structural rule.
63
deliverable:
unique and verifiable work product or service that a party has agreed to deliver.
64
design:
usable representation of a solution. For more information see Key Terms and Requirements and Designs
65
document analysis (business analysis):
examination of the documentation of
| an existing system in order to elicit requirements.
66
domain:
sphere of knowledge that defines a set of common requirements, terminology, and functionality for any program or initiative solving a problem.
67
domain subject matter expert:
stakeholder with in-depth knowledge of a topic
| relevant to the business need or solution scope.
68
dynamic systems development method (DSDM)
project delivery framework which focuses on fixing cost, quality, and time at the beginning while contingency is managed by varying the features to be delivered.
69
elicitation:
Iterative derivation and extraction of information from stakeholders or other sources.
70
end user:
stakeholder who directly interacts with the solution.
71
enterprise:
system of one or more organizations and the solutions they use to pursue a shared set of common goals.
72
enterprise architecture:
description of the business processes, information technology, people, operations, information, and projects of an enterprise
and the relationships between them.
73
enterprise readiness assessment:
assessment that describes the enterprise is
| prepared to accept the change associated with a solution and is able to use it effectively.
74
entity-relationship diagram:
graphical representation of the entities relevant to a chosen problem domain and the relationships between them.
75
estimate:
quantitative assessment of a planned outcome, resource requirements, and schedule where uncertainties and unknowns are systematically factored into the assessment.
76
evaluation:
systematic and objective assessment of a solution to determine its status and efficacy in meeting objectives over time, and to identify ways to improve the solution to better meet objectives. See also indicator; metric, monitoring.
77
event (business analysis):
occurrence or incident to which an organizational unit, system, or process must respond.
78
evolutionary prototype:
prototype that is continuously modified and updated in response to feedback from stakeholders.
79
experiment:
Elicitation performed in a controlled manner to make a discovery, test a hypothesis, or demonstrate a known fact.
80
external interface:
interaction that is outside the proposed solution. It can be another hardware system, software system, or a human interaction with which the proposed solution will interact.
81
facilitation:
art of leading and encouraging people through systematic efforts toward agreed-upon objectives in a manner that enhances involvement, collaboration, productivity, and synergy.
82
feasibility study:
evaluation of proposed alternatives to determine if they are technically, organizationally, and economically possible within the constraints of the enterprise, and whether they will deliver the desired
benefits to the enterprise.
83
feature:
distinguishing characteristic of a solution that implements a cohesive set of requirements and which delivers value for a set of stakeholders.
84
fishbone diagram:
diagramming technique used in root cause analysis to identify underlying causes of an observed problem, and the relationships that exist between those causes. Also known as an Ishikawa or cause-and-effect diagram.
85
focus group:
group formed to to elicit ideas and attitudes about a specific product, service, or opportunity in an interactive group environment. The participants share their impressions, preferences, and needs, guided by a moderator.
86
force field analysis:
graphical method for depicting the forces that support and oppose a change. Involves identifying the forces, depicting them on opposite sides of a line (supporting and opposing forces) and then estimating the strength of each set of forces.
87
functional requirement:
capability that a solution must have in terms of the behaviour and information the solution will manage.
88
gap analysis:
comparison of the current state and desired future state of an enterprise in order to identify differences that need to be addressed.
89
governance process (change):
process by which appropriate decision makers
use relevant information to make decisions regarding a change or solution, including the means for obtaining approvals and priorities
90
guideline (business analysis):
instruction or description on why or how to
| undertake a task
91
horizontal prototype:
prototype that is used to explore requirements and designs at one level of a proposed solution, such as the customer-facing view or the interface to another organization.
92
impact analysis:
assessment of the effects a proposed change will have on a stakeholder or stakeholder group, project, or system.
93
implementation subject matter expert:
stakeholder who has specialized knowledge regarding the implementation of one or more solution components.
94
indicator:
specific numerical measurement that indicates progress toward achieving an impact, output, activity, or input. See also metric.
95
initiative:
specific project, program, or action taken to solve some business problem(s) or achieve some specific change objective(s).
96
input (business analysis):
Information consumed or transformed to produce an output. An input is the information necessary for a task to begin.
97
inspection:
formal review of a work product by qualified individuals that follows a predefined process, and uses predefined criteria, for defect identification and removal.
98
interface:
shared boundary between any two persons and/or systems through which information is communicated.
99
interoperability:
Ability of systems to communicate by exchanging data or services.
100
interview:
Eliciting information from a person or group of people in an informal or formal setting by asking relevant questions and recording the responses.
101
iteration (business analysis):
single instance of progressive cycles of analysis, development, testing, or execution.
102
knowledge area (business analysis):
area of expertise that includes several
| specific business analysis tasks.
103
lessons learned process
process improvement technique used to learn about
and improve on a process or project. A lessons learned session involves a special meeting in which the team explores what worked, what didn't work, what could be learned from the just-completed iteration, and how to adapt processes and techniques before continuing or starting anew
104
life cycle:
series of changes an item or object undergoes from inception to retirement
105
matrix:
textual form of modelling used to represent information that can be categorized, cross-referenced, and represented in a table format.
106
metadata:
description of data to help understand how to use that data, either in terms of the structure and specification of the data, or the description of
a specific instance of an object.
107
methodology:
body of methods, techniques, procedures, working concepts, and rules used to solve a problem
108
metric:
quantifiable level of an indicator measured at a specified point in time.
109
mission statement
formal declaration of values and goals that expresses the core purpose of the enterprise.
110
model:
representation and simplification of reality developed to convey information to a specific audience to support analysis, communication, and understanding.
111
monitoring:
Collecting data on a continuous basis from a solution in order to determine how well a solution is implemented compared to expected
results.
112
need:
problem or opportunity to be addressed.
113
non-functional requirement:
type of requirement that describes the
performance or quality attributes a solution must meet. Non-functional requirements are usually measurable and act as constraints on the design of a solution as a whole.
114
observation (business analysis)
Studying and analyzing one or more stakeholders in their work environment in order to elicit requirements.
115
online analytical processing (OLAP)
business intelligence approach that allows
| users to analyze large amounts of data from different points of view.
116
operational support
stakeholder who is responsible for the day-to-day management and maintenance of a system or product.
117
organization:
autonomous group of people under the management of a single individual or board, that works towards common goals and objectives
118
organizational capability:
```
function inside the enterprise, made up of
components such as processes, technologies, and information and used by organizations to achieve their goals.
```
119
organization modelling:
analysis technique used to describe roles,
| responsibilities and reporting structures that exist within an enterprise.
120
organizational unit
Any recognized association of people within an organization or enterprise.
121
peer review:
formal or informal review of a work product to identify errors or opportunities for improvement
122
plan:
detailed scheme for doing or achieving something usually comprising a
set of events, dependencies, expected sequence, schedule, results or outcomes, materials and resources needed, and how stakeholders need to be involved.
123
predictive approach:
approach where planning and baselines are established early in the life cycle of the initiative in order to maximize control and minimize risk.
124
prioritization:
Determining the relative importance of a set of items in order to determine the order in which they will be addressed.
125
process:
set of activities designed to accomplish a specific objective by taking one or more defined inputs and turning them into defined outputs
126
process model:
set of diagrams and supporting information about a process and factors that could influence the process. Some process models are used
to simulate the performance of the process.
127
product (business analysis):
solution or component of a solution that is the
| result of an initiative.
128
product backlog:
set of user stories, requirements, or features that have been identified as candidates for potential implementation, prioritized, and estimated.
129
product vision statement:
brief statement or paragraph that describes the goals of the solution and how it supports the strategy of the organization or enterprise.
130
project:
temporary endeavour undertaken to create a unique product, service, or result.
131
project manager:
stakeholder who is responsible for managing the work required to deliver a solution that meets a business need, and for ensuring that the project's objectives are met while balancing the project constraints,including scope, budget, schedule, resources, quality, and risk.
132
project scope:
The work that must be performed to deliver a product, service, or result with the specified features and functions.
133
proof of concept:
model created to validate the design of a solution without modelling the appearance, materials used in the creation of work, or
processes and workflows ultimately used by the stakeholders.
134
prototype:
partial or simulated approximation of the solution for the purpose of eliciting or verifying requirements with stakeholders.
135
quality:
degree to which a set of inherent characteristics fulfills needs.
136
quality assurance:
set of activities performed to ensure that a process will deliver products that meet an appropriate level of quality.
137
quality attributes:
set of measures used to judge the overall quality of a system.See also non-functional requirements.
138
questionnaire:
set of defined questions, with a choice of answers, used to collect information from respondents.
139
RACI matrix
See responsible, accountable, consulted, and informed matrix.
140
regulator:
stakeholder from outside the organization who is responsible for the definition and enforcement of standards.
141
repository:
real or virtual facility where all information on a specific topic is stored and is available for retrieval.
142
request for information (RFI):
formal elicitation method intended to collect
| information regarding a vendor's capabilities or any other information relevant to a potential upcoming procurement.
143
request for proposal (RFP):
requirements document issued when an
organization is seeking a formal proposal from vendors. An RFP typically
requires that the proposals be submitted following a specific process and
using sealed bids which will be evaluated against a formal evaluation
methodology.
144
request for quote (RFQ):
procurement method of soliciting price and solution options from vendors.
145
request for tender (RFT):
An open invitation to vendors to submit a proposal for goods or services.
146
requirement:
usable representation of a need.
147
requirements attribute:
characteristic or property of a requirement used to assist with requirements management.
148
requirements allocation:
process of assigning requirements to be
| implemented by specific solution components.
149
requirements architecture:
requirements of an initiative and the
| interrelationships between these requirements.
150
requirements artifact:
business analysis artifact containing information about requirements such as a diagram, matrix, document or model.
151
requirements defect:
problem or error in a requirement. Defects may occur because a requirement is poor quality (see requirements verification) or because it does not describe a need that, if met, would provide value to stakeholders (see requirements validation).
152
requirements life cycle:
stages through which a requirement progresses from inception to retirement.
153
requirements management:
Planning, executing, monitoring, and controlling any or all of the work associated with requirements elicitation and collaboration,
requirements analysis and design, and requirements life cycle management.
154
requirements management plan:
subset of the business analysis plan for a
specific change initiative, describing specific tools, activities, and roles and responsibilities that will be used on the initiative to manage the
requirements. See business analysis plan
155
requirements management tool:
Special-purpose software that provides support
for any combination of the following capabilities: elicitation and collaboration, requirements modelling and/or specification, requirements traceability, versioning and baselining, attribute definition for tracking and monitoring, document generation, and requirements change control.
156
requirements model:
abstract (usually graphical) representation of some aspect of the current or future state.
157
requirements package:
specialized form of a business analysis package primarily concerned with requirements. A requirements package may represent a baseline of a collection of requirements.
158
requirements traceability:
The ability for tracking the relationships between sets of requirements and designs from the original stakeholder need to the actual implemented solution. Traceability supports change control by ensuring that the source of a requirement or design can be identified and other related requirements and designs potentially affected by a change are known.
159
requirements validation:
Work done to evaluate requirements to ensure they support the delivery of the expected benefits and are within the solution scope.
160
requirements verification:
Work done to evaluate requirements to ensure they are defined correctly and are at an acceptable level of quality. It ensures the
requirements are sufficiently defined and structured so that the solution development team can use them in the design, development, and
implementation of the solution.
161
requirements workshop:
structured meeting in which a carefully selected group of stakeholders collaborate to define and/or refine requirements under the
guidance of a skilled neutral facilitator.
162
residual risk:
The risk remaining after action has been taken or plans have been put in place to deal with the original risk.
163
return on investment (ROI) (business analysis):
measure of the profitability of a project or investment.
164
responsible, accountable, consulted, and informed matrix (RACI matrix):
A tool used to identify the responsibilities of roles or team members and the activities or deliverables in which they will participate, by being responsible (doing the work), accountable (approving the results), consulted (providing input) or informed of the completed item after it has been completed.
165
risk (business analysis):
The effect of uncertainty on the value of a change, a solution, or the enterprise. See also residual risk.
166
risk assessment:
Identifying, analyzing and evaluating risks.
167
root cause:
The cause of a problem having no deeper cause, usually one of several possible causes.
168
root cause analysis:
structured examination of an identified problem to understand the underlying causes.
169
scope:
boundaries of control, change, a solution, or a need.
170
scope model:
model that defines the boundaries of a business domain or solution.
171
secondary actor:
actor external to the system under design that supports the execution of a use case.
172
sequence diagram:
type of diagram that shows objects participating in interactions and the messages exchanged between them.
173
service (business analysis):
The performance of any duties or work for a
| stakeholder, from the perspective of the stakeholder.
174
SIPOC:
suppliers, inputs, process, outputs and customers.
175
solution:
specific way of satisfying one or more needs in a context.
176
solution component:
sub-part of a solution that can be people, infrastructure, hardware, software, equipment, facilities, and process assets or any
combination of these sub-parts.
177
solution option
One possible way to satisfy one or more needs in a context.
178
solution requirement:
capability or quality of a solution that meets the
stakeholder requirements. Solution requirements can be divided into two sub-categories: functional requirements and non-functional requirements or quality of service requirements.
179
solution life cycle:
stages through which a solution progresses from inception to retirement.
180
solution scope:
The set of capabilities a solution must deliver in order to meet the business need.
181
sponsor:
stakeholder who is responsible for initiating the effort to define a business need and develop a solution that meets that need. They authorize the work to be performed and control the budget and scope for the initiative.
182
stakeholder:
group or individual with a relationship to the change, the need, or the solution.
183
stakeholder analysis:
Identifying and analyzing the stakeholders who may be impacted by the change and assess their impact, participation, and needs throughout the business analysis activities.
184
stakeholder list:
catalogue of the stakeholders affected by a change, business need, or proposed solution, and a description of their attributes and
characteristics related to their involvement in the initiative.
185
stakeholder proxy (business analyst):
The role a business analyst takes when
| representing the needs of a stakeholder or stakeholder group.
186
stakeholder requirement:
description of the needs of a particular stakeholder or class of stakeholders that must be met in order to achieve the business requirements. They may serve as a bridge between business requirements and the various categories of solution requirements.
187
state diagram:
analysis model showing the life cycle of a data entity or class.
188
stated requirement:
requirement articulated by a stakeholder that has not been analyzed, verified, or validated. Stated requirements frequently reflect the
desires of a stakeholder rather than the actual need.
189
statement of work (SOW):
written description of the services or tasks that are required to be performed.
190
strategy:
description of the chosen approach to apply the capabilities of an enterprise in order to reach a desired set of goals or objectives.
191
strengths, weaknesses, opportunities, and threats analysis (SWOT):
An analysis model used to understand influencing factors and how they may affect an
initiative. Also known as SWOT analysis.
192
supplier:
stakeholder outside the boundary of a given organization or organizational unit who provides products or services to the organization and may have contractual or moral rights and obligations that must be considered.
193
suppliers, inputs, process, outputs, and customers (SIPOC):
tool used to describe relevant high-level elements of a process. May be used in conjunction with process mapping and ‘in/out of scope’ tools, to provide additional detail.
194
survey:
Collecting and measuring the opinions or experiences of a group of people through a series of questions.
195
swimlane:
horizontal or vertical section of a process diagram that shows which activities are performed by a particular actor or role.
196
system:
set of interdependent components that interact in various ways to produce a set of desired outcomes.
197
task (business analysis):
discrete piece of work that may be performed formally or informally as part of business analysis.
198
technique:
manner, method, or style for conducting a business analysis task or for shaping its output.
199
temporal event:
event based on time that can trigger the initiation of a process, evaluation of business rules, or some other response.
200
tester:
individual responsible for determining how to verify that the solution meets the requirements defined by the business analyst, and conducting the verification process.
201
throw-away prototype:
prototype used to quickly uncover and clarify
requirements or designs using simple tools, sometimes just paper and pencil. It is intended to be discarded when the final system has been developed.
202
time-box:
An agreed-upon period of time in which an activity is conducted or a defined deliverable is intended to be produced.
203
transition requirement:
requirement that describes the capabilities the solution
must have and the conditions the solution must meet to facilitate transition
from the current state to the future state, but which are not needed once the change is complete. They are differentiated from other requirements types because they are of a temporary nature.
204
unified modelling language™
```
notation specified by the Object Management
Group for describing software application structure, behaviour, and architecture. It can also be used for describing business processes and data structures. The most common UML® diagrams used by business analysts are use case diagrams, activity diagrams, state machine diagrams (also known as state diagrams), and class diagrams.
```
205
use case:
description of the observable interaction between an actor (or actors) and a solution that occurs when the actor uses the system to accomplish a specific goal.
206
use case diagram:
type of diagram defined by UML® that captures all actors and use cases involved with a system or product.
207
user acceptance test (UAT):
Assessing whether the delivered solution meets the needs of the stakeholder group that will be using the solution. The assessment is validated against identified acceptance criteria.
208
user story:
small, concise statement of functionality or quality needed to deliver value to a specific stakeholder.
209
validation (business analysis):
The process of checking that a deliverable is
| suitable for its intended use. See also requirements validation.
210
validated requirement:
requirement that has been reviewed and is determined to support the delivery of the expected benefits, and is within the solution
scope.
211
value (business analysis):
The worth, importance, or usefulness of something to a stakeholder in a context.
212
value stream mapping:
complete, fact-based, time-series representation of the stream of activities required to deliver a product or service.
213
verification (business analysis):
The process of determining that a deliverable or artifact meets an acceptable standard of quality. See also requirements verification.
214
verified requirement:
requirement that has been reviewed and is determined to be defined correctly, adheres to standards or guidelines, and is at an acceptable level of detail.
215
vertical prototype:
A prototype that is used to drill down into a proposed solution to uncover requirement and design considerations through multiple layers
of a solution that are not easily understood or that are not discernible on the surface. It may include interaction between several solution
components.
216
viewpoint:
set of conventions that define how requirements will be represented, how these representations will be organized, and how they will be related.
217
walkthrough:
review in which participants step through an artifact or set of artifacts with the intention of validating the requirements or designs, and to identify requirements or design errors, inconsistencies, omissions, inaccuracies, or conflicts.
218
work breakdown structure (WBS)
A deliverable-oriented hierarchical decomposition of the work to be executed to accomplish objectives and create the required deliverables. It organizes and defines the total scope of the project.
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work product (business analysis):
document or collection of notes or diagrams
| used by the business analyst during the requirements development process.
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Workshop:
facilitated and focused event attended by key stakeholders for the purpose of achieving a defined goal.
