Business Analysis ®

Competency Model
v4
PREVIEW EDITION®
International Institute of Business Analysis, Toronto, Ontario, Canada.
©2010, 2011, 2017. 2020 International Institute of Business Analysis. All rights reserved.
This Business Analysis Competency Model® is not for distribution, digital transmission, resale, or
reproduction in whole or part.
Version 1.0 published 2008. Version 2.0 published 2010. Version 3.0 published 2011. Version
4.0 published 2017.

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 no responsibility for errors or omissions. No liability is
assumed for incidental or consequential damages in connection with or arising out of the use of
the information contained herein.
IIBA®, the IIBA® logo, BABOK® and Business Analysis Body of Knowledge® and Business Analysis
Competency Model® are registered trademarks owned by International Institute of Business
Analysis. CBAP® is a registered certification mark owned by International Institute of Business
Analysis. Certified Business Analysis Professional, EEP and the EEP logo are trademarks owned
by International Institute of Business Analysis.
No challenge to the status or ownership of these or any other trademarked terms contained
herein is intended by the International Institute of Business Analysis.
Any inquiries regarding this publication, requests for usage rights for the material included
herein, or corrections should be sent by email to [email protected].
 Table of Contents

Chapter 1: Introduction
1.1 About this guide 1
1.2 What is a Competency Model? 1
1.3 Understanding the Model 3
1.4 Who should use the Competency Model? 4
1.5 How to use the competency model 5
1.6 Copyright, Licensing, and Contact Information 6

Chapter 2: Proficiency Levels Legend

The Business Analysis Competency Model (Comprehensive Edition) includes the following
additional content:
Chapter 3: Business Analysis Planning and Monitoring
3.1 Plan Business Analysis Approach
3.2 Plan Stakeholder Engagement
3.3 Plan Business Analysis Governance
3.4 Plan Business Analysis Information Management
3.5 Identify Business Analysis Performance Improvements

Chapter 4: Elicitation and Collaboration

4.1 Prepare for Elicitation
4.2 Conduct Elicitation
4.3 Confirm Elicitation Results
4.4 Communicate Business Analysis Information
4.5 Manage Stakeholder Collaboration

i
Table of Contents

Chapter 5: Requirements Life Cycle Management

5.1 Trace Requirements
5.2 Maintain Requirements
5.3 Prioritize Requirements
5.4 Assess Requirements Changes
5.5 Approve Requirements

Chapter 6: Strategy Analysis

6.1 Analyze Current State
6.2 Define Future State
6.3 Assess Risks
6.4 Define Change Strategy

Chapter 7: Requirements Analysis and Design Definition

7.1 Specify and Model Requirements
7.2 Verify Requirements
7.3 Validate Requirements
7.4 Define Requirements Architecture
7.5 Define Design Options
7.6 Analyze Potential Value and Recommend Solution

Chapter 8: Solution Evaluation

8.1 Measure Solution Performance
8.2 Analyze Performance Measures
8.3 Assess Solution Limitations
8.4 Assess Enterprise Limitations
8.5 Recommend Actions to Increase Solution Value

Appendix A: Underlying Competencies

A.1 Analytical Thinking and Problem Solving
A.2 Behavioural Characteristics
A.3 Business Knowledge
A.4 Communication Skills
A.5 Interaction Skills
A.6 Tools and Technology

Appendix B: Glossary

ii
Preface
IIBA® was founded in Toronto, Canada in October of 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,
and
• publicly recognizing and certifying qualified practitioners through an internationally
acknowledged certification program.
This document is provided to the business analysis community for educational reference and
research. IIBA® does not warrant that it is suitable for any other purpose and makes no expressed
or implied warranty of any kind and assumes no responsibility for errors or omissions. No liability is
assumed for incidental or consequential damages in connection with or arising out of the use of the
information contained herein.
The goal of this revision (version 4) was to:
• modernize the Business Analysis (BA) Competency Model based on industry best practices for
development of Competencies,
• streamline the assessment points,
• integrate behavioral indicators to include skill level, business analysis expertise e.g. tasks and
techniques and underlying competencies,
• align it to BABOK® Guide v3.0 – the standard for Business Analysis,
• align it to the new 4-Level Certification Framework, to deliver a path for BA practitioner growth,
focus on its practical application to the BA Practitioner, and
• position it as the leading resource for competency development among BA practitioners.
The major changes in this release include:
• a new five-point scale and descriptions to indicate proficiency levels for assessment,
• a decrease of assessment points (performance competencies) from over three hundred to
thirty, and
• the embedding of common techniques and underlying competencies within each of the thirty
performance competencies.

v
1 Introduction

1.1 About this guide

The Business Analysis Competency Model® version 4 identifies the
behaviours and techniques associated with each level of business analysis, to
assist readers in understanding the levels of competency in the business
analysis profession.
This guide supports the four levels of IIBA's Multi-level Competency-Based
Certification program by highlighting the key competency components
associated with each business analysis task. This will allow professionals to
identify areas of focus to promote professional development in business
analysis.

1.2 What is a Competency Model?

A competency model is a framework for defining knowledge, skills, abilities,
techniques, and personal characteristics that together define successful
performance in a work setting, in any chosen profession.
Competency models are the foundation for important human resource
functions such as recruitment and hiring, training and development, and
performance management.
Competency models are also developed for specific jobs, job groups,
organizations, occupations, or industries to help evaluate and grow careers.
To be effective, a competency model must both define the characteristics
necessary for success and indicators that can be used to assess if individuals
display that competency on the job.

1
Introduction What is a Competency Model?

BUSINESS ANALYSIS COMPETENCY MODEL

The Competency Model assesses understanding of business foundational skills, tasks, techniques,
and personal characteristics necessary to perform as a business analyst on a 5 point
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PROFICIENCY SCALE

GENERAL PRACTICAL SKILLED

AWARENESS EXPERT STRATEGIST
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A N A LY S I S S KIL L S
Methods business analysis professionals use
to perform business analysis tasks.

TECHNIQUES
Techniques are methods business analysis professional use to preform business analysis tasks. The
techniques described in the BABOK® Guide are intended to cover the most common and widespread
techniques practiced within the business analysis community.

KNOWLEDGE AREAS UNDERLYING COMPETENCIES

6JGUKZMPQYNGFIGCTGCUTGRTGUGPVCTGCUQHURGEKƒEDWUKPGUUCPCN[UKUGZRGTVKUGVJCVGPEQO Underlying Competencies provide a description of the behaviours, characteristics,
pass several tasks.The Business Analysis Competency Model helps illustrate how A Guide to the knowledge, and personal qualities that support the effective practice of business analysis.
Business Analysis Body of Knowledge® (BABOK® Guide) Knowledge Area are related to the Un
derlying Competencies and to the BABOK® Guide Techniques. Each Knowledge Area is held up Analytical Thinking and Problem Solving Behavioral Characteristics have been found
by all of the Underlying Competencies, which are supported by the BABOK® Guide Techniques. skills are required for business analysts to increase personal effectiveness in the
to analyze problems and opportunities practice of business analysis. These charac-
4GSWKTGOGPVU .KHG %[ENG /CPCIGOGPV  effectively, identify which changes may teristics exist at the core of every business
Solution Evaluation: This knowledge area This knowledge area describes the tasks deliver the most value, and work with analyst’s skill set. Each behavioral charac-
describes the tasks that business analysts that business analysis professionals stakeholders to understand the impact teristic e.g. ethics, personal accountability,
perform to: perform in order to manage and maintain of those changes. trustworthiness, organization and time man-
• Assess the performance of and value requirements and design information from agement and adaptability, can impact the
delivered by the enterprise inception to retirement. Business Knowledge is required for the outcome of the practitioner’s efforts.
• Recommend removal of barriers business analyst to perform effectively
or constraints that prevent the full Strategy Analysis: This knowledge area within their business, industry, organiza-
realization of the value describes the business analysis work that tion, solution, and methodology. Business Communication is the act of a sender
must be performed to collaborate with the knowledge enables the business analyst conveying information to a receiver in a
stakeholders in order to: to better understand the overarching method which delivers the meaning the
Business Analysis Planning and Monitoring: concepts that govern the structure, sender intended. Active listening skills
• Identify a need of strategic or tactical
This knowledge area describes the tasks that benefits, and value of the situation as it help to deepen understanding and trust
importance (the business need)
business analysis professionals perform to relates to a change or a need. between the sender and the receiver. Effective
• Enable the enterprise to address the
organize and coordinate the efforts of business EQOOWPKECVKQPDGPGƒVUCNNUVCMGJQNFGTU
business need
analysis professionals and stakeholders.
• Align the resulting strategy for the Interaction Skills are represented by
change with higher- and lower-level the business analyst’s ability to relate,
strategies cooperate, and communicate with Tools and Technology: Business analysts
Requirements Analysis and Design Definition: different kinds of people including execu- use a variety of software applications to
This knowledge area describes: 'NKEVCVKQPCPF%QNNCDQTCVKQPThis knowledge tives, sponsors, colleagues, team members, support communication and collabora-
• The tasks that business analysis area describes the tasks that business developers, vendors, learning and develop- tion, create and maintain requirements
professionals perform to prepare analysis professionals perform to: ment professionals, end users, customers, artifacts, model concepts, track issues,
for and conduct elicitation activities • Structure and organize requirements and subject matter experts (SMEs). and increase overall productivity.
CPFEQPƒTOTGUWNVUQDVCKPGF discovered during elicitation activities
• The communication with • Specify and model requirements and
stakeholders that happens once the designs
business analysis information is • Validate and verify information Learn more at: https://go.iiba.org/BA-Competency-Model
assembled • Identify solution options that meet
• The ongoing collaboration with business needs
stakeholders throughout the • Estimate the potential value that could
business analysis activities. be realized for each solution option.

2
Introduction Understanding the Model

1.3 Understanding the Model

1.3.1 Key Concepts

Competency is the successful application of knowledge, skills, abilities, and
proficiency descriptors that are expected from individuals as they progress
their careers.
Experience in these areas grows as the knowledge and techniques are
applied in a variety of contexts and situations.

1.3.2 Knowledge Areas

Knowledge Areas (KAs) from the BABOK® Guide version 3.0 (Chapters 3 - 8).

1.3.3 Performance Competencies

Thirty performance competencies are the base of this model, categorized by
BABOK® Guide Knowledge Areas.

1.3.4 Underlying Competencies

Underlying Competencies, the skills, knowledge and personal characteristics
that support the effective performance of business analysis, are defined in
Chapter 9 of the BABOK® Guide.

1.3.5 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.

1.3.6 Techniques
Techniques are different ways that a Task may be performed. Techniques are
defined in Chapter 10 of the BABOK® Guide.

1.3.7 Proficiency Descriptors

The Proficiency Descriptors of the Business Analysis Competency Model are
derived from the Knowledge Areas and Underlying Competencies as listed in
the BABOK® Guide v3.

3
Introduction Who should use the Competency Model?

These describe the behaviours the business analysis professional

demonstrates, drawing on his or her knowledge, skills and experience in the
competency.

1.4 Who should use the Competency Model?

The Business Analysis Competency Model is a research and reference guide
designed to equip BA professionals with the information needed to
continuously develop skills in real-time, in order to meet the needs of
organizations.
This model can be used by anyone involved directly or indirectly in the
Business Analysis (BA) profession, regardless of their official job role or title.
The usage and value for differing roles can be generally summarized as
follows:
• Business Analysis Professionals
• Business Analysis Manager/Team Leads
• Human Resources Professionals

1.4.1 Business Analysis Professionals

Business Analysis Professionals can use this guide to:
• apply the six knowledge areas (KAs) from A Guide to the Business Analysis
Body of Knowledge® (BABOK® Guide) v3. (chapters 3-8), in the context of
BA roles and responsibilities performed at all levels of the profession,
• understand and assess business analysis skill levels against the thirty
performance competencies and the different techniques used to
demonstrate them,
• recognize the necessary behavioral indicators that are tied to the
development and demonstration of underlying competencies from the
BABOK® Guide (chapter 9), to further career development.
The Competency Model helps BA Professionals to:
• identify the skills, knowledge and behavioral characteristics
demonstrated at all levels of the BA Profession, and
• track where they are in their career and provide the information necessary
to grow in the profession.

1.4.2 Business Analysis Manager/Team Leads

Business Analysis Managers and Team Leads can use this guide to:
• understand the different levels of BA performance within their team,
• identify and assess a skills gap amongst individual BA team members
against the performance competencies, techniques, and key behavioral
indicators needed to perform successful on the job, and

4
Introduction How to use the competency model

• facilitate career planning discussions with individual BA team members to

assist them with further career development.
The Competency Model helps Business Analysis Managers and Team leads
to:
• understand what to expect when hiring a General Awareness, Practical
Knowledge, Skilled, Expert or Strategist Level BA, and
• identify the skills and knowledge gaps of the BA Professional at these
levels, to facilitate ongoing performance management, mentoring,
coaching and career planning discussions.

1.4.3 Human Resource Professionals

Human Resources Professionals can use this guide to:
• research role gaps and perform deeper assessments to align roles per
industry trends and benchmarks, and
• assist in the recruitment efforts to hire the right skilled level BA
Professionals.
The Competency Model helps Human Resource Professionals to:
• assess training gaps with BA Management,
• hire the right BA Professionals,
• understand the value the BA Professional offers, and
• elevate the BA Professional as a leader within the organization.

1.5 How to use the competency model

Users of the Competency Model may consider the following guidance to
determine the best utilization:

1.Review the BABOK® Guide Knowledge Area tasks, as listed in this guide.
2. In each task's Proficiency Descriptors section, self-assess yourself
against the 5-pt scale (General Awareness to Strategist).
3. Review the next level of Proficiency Descriptors to assess what traits
you will need to demonstrate to move to the level.
4. Consider the Common Techniques for each Knowledge Area task to
understand how to apply them in performance of the tasks.

5
Introduction Copyright, Licensing, and Contact Information

1.6 Copyright, Licensing, and Contact Information

1.6.1 Copyright Information

International Institute of Business Analysis™ (IIBA®), Toronto, Ontario,
Canada.
©2017 International Institute of Business Analysis™ (IIBA®). All rights
reserved.
This Business Analysis Competency Model® is not for distribution, digital
transmission, resale, or reproduction in whole or part.
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 no responsibility for errors or omissions. No liability is assumed for
incidental or consequential damages in connection with or arising out of the
use of the information contained herein.
IIBA®, the IIBA® logo, BABOK® Guide, Business Analysis Body of Knowledge®,
and Business Analysis Competency Model® are registered trademarks owned
by International Institute of Business Analysis. CBAP® and CCBA® are
registered trademarks owned by International Institute of Business
Analysis™. Certified Business Analysis Professional, ECBA™, EEP and the EEP
logo are trademarks owned by International Institute of Business Analysis.
No challenge to the status or ownership of these or any other trademarked
terms contained herein is intended by the International Institute of Business
Analysis.
Any inquiries regarding this publication should be sent by email to
[email protected].

1.6.2 Licensing and Permissions

.1 IIBA Member and Purchased Copy Permissions

A member copy of the Business Analysis Competency Model® allows an IIBA
member in good standing a personal use license, which grants permission to
use the Competency Model for personal career and competency development
purposes only. Members are not allowed to copy, reproduce (in part or whole)
or share with others without explicit and written permission from the IIBA.
Permission is granted to reproduce this document for your own personal,
professional or educational use only. IIBA members and individuals may not
transfer ownership of their complimentary copy. IIBA owns the copyrights to
this material and international copyright law applied to this publication.

6
Introduction Copyright, Licensing, and Contact Information

.2 Corporate Usage Permissions

Using the Business Analysis Competency Model® in a corporate or
organizational setting requires a license from IIBA®.
Organizations may purchase a corporate license to the Business Analysis
Competency Model® for enterprise wide usage internal to their team or
organization. The corporate license enables organizations and teams of
Business Analysis Practitioners to share the Business Analysis Competency
Model® and use it within the team and corporate setting. The corporate
license allows organizations to post the model internally, and tailor or modify
the model to their organization in accordance with the terms and conditions
of the license agreement. Corporate members of IIBA® are also eligible for a
discount on the corporate license.

1.6.3 Contact Information

For more information on licensing the Business Analysis Competency Model®
in a corporate or team setting, please refer to the license agreement signed
and agreed upon by your organization and the IIBA.
For any questions about the content of the Business Analysis Competency
Model®, please contact [email protected].

7
2 Proficiency Levels Legend

The following table lists the five levels of proficiency, and provides
descriptors for each.
Table 2.0.1: Proficiency Levels Legend

Rating Label Description

5 Strategist Someone who:
• challenges the status quo to develop innovative
solutions that help advance business analysis as a
discipline, practice or profession, and
• helps expand business analysis concepts and
practices.

4 Expert The Expert level describes someone who:

• addresses any challenge or opportunity,
regardless of level of complexity,
• finds a way to deliver business value for any
change challenge,
• guides and mentors others in order to help them
deliver better business outcomes,
• is sought after for expertise and guidance in
addressing business challenges, and
• provides insight to situations that fall within (or
outside of) the sphere of influence.

8
Proficiency Levels Legend

Table 2.0.1: Proficiency Levels Legend (Continued)

Rating Label Description

3 Skilled The Skilled level describes someone who:
• successfully completes straight-forward tasks and
smaller, well-scoped challenges independently,
and
• identifies appropriate actions and modifies
guidelines that have been provided to address a
challenge.

2 Practical The Practical Knowledge level describes

Knowledge someone who:
• needs and follows rules and guidelines to perform
tasks,
• adheres to prescribed ways to work in order to
execute activities related to the competency, and 
• recognizes the key elements of the competency
and why they are important.

1 General The General Awareness level describes

Awareness someone who:
• has a fundamental awareness and understanding
of basic skills and knowledge involved in the
competency.