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业务分析实践标识并明确说明了组织和客户的需求。然后，此实践确定并证明满足该需求所需的解决方案。该实践包括评估人员，技术，产品和服务的要求。但是，此实践执行的活动在组织之间可能会有所不同。它可以包括从服务消费者的业务流程的战术和战略分析到相对较窄的信息系统分析和技术要求定义等任务。


业务分析实践通过确定解决客户和组织的需求的最佳解决方案，确保明智地使用有限的投资资金。业务分析技术的应用程序导致对服务的明确要求。


业务分析实践正在发展以适应数字化组织的挑战性需求，例如采用敏捷的工作方式。数字化能力更高的组织要求：更加重视了解战略要务，客户和用户体验，使用数据和技术的机会，重新构想业务流程以及拥抱数字化业务架构。


在小型，自治且跨学科的生产团队中出现的敏捷工作方式促使组织评估效果，以专门职能组织工作。传统上，业务分析实践被组织为专门的职能，与企业架构管理，软件开发和管理等相邻功能共存。在敏捷背景中，业务分析实践与特定团队或角色的关联较少，但越来越多地由执行诸如生产或服务负责人之类的技能的从业人员应用。当生产团队执行此实践时，它不是由项目驱动的，而是更多的连续实现价值。


随着组织通过数字化转型的发展，数字化解决方案逐渐集成到业务价值流中。因此，业务分析从技术人员和以业务为重点的团队之间的翻译员演变为集成的业务实践。


业务分析角色在每个组织中的定义可能不同。例如，一个组织宽的业务分析实践将专注于组织的各个层次和方面的分析，到优化的组织操作（包括其产品和服务）。在正在使用数字化转型或正在寻找机会使用改进的资源，产品组合和运营模式的组织中，更可能看到此模型。
组织广泛的业务分析满足了需求和众多内部和外部利益相关者的要求。


在其他组织中，业务分析实践仅限于产品和服务。实践致力于持续分析客户和用户的需求和要求。通常在与他们的服务使用者从事基本或合作关系的外部服务提供程序中找到此模型。

业务分析可以视为解决方案生命周期的不同阶段，也可以在生命周期期间连续执行。选择的方法将取决于组织采用的解决方案设计和开发方法。后一种方法对于数字化敏捷组织很常见。前者是一种传统方法，无法在数字化环境中提供足够的敏捷性。



实践应该了解利益相关者的需求，明确表达并同意他们的要求，并确定解决这些需求并满足要求的最佳解决方案。通常，需求和要求可能与预期解决方案的功用，功效或体验有关。

The business analysis practice identifies and articulates an organization’s and customers’ needs. This practice then identifies and justifies the solution needed to fulfil that need. This practice includes assessing the requirements for people, technology, products, and services. However, the activities performed by this practice can vary between organizations. It can include tasks from the tactical and strategic analysis of the service consumer’s business processes, to a relatively narrow focus on information system analysis and the definition of the technical requirements.

The business analysis practice ensures that limited investment funds are wisely spent, by identifying the optimal solutions to address the customers’ and organizations’ needs. The application of business analysis techniques results in well-articulated requirements for the services.

The business analysis practice is evolving to accommodate the challenging demands of digital organizations, for instance by adopting agile ways of working. Organizations that are more digitally-enabled require: greater attention to understand strategic imperatives, customer and user experience, opportunities for the use of data and technology, reimagining business processes, and embracing digital business architecture.

The emergence of agile ways of working in small, autonomous, and interdisciplinary product teams has prompted organizations to evaluate the effectiveness of organizing work in specialized functions. The business analysis practice has traditionally been organized as a specialized function, coexisting with adjacent functions such as enterprise architecture management, software development and management, and so on. In the agile context, the business analysis practice is associated less with a specific team or role, but is increasingly applied by multi-skilled practitioners performing roles such as product or service owner. When this practice is performed by the product team, it is less project-driven and more of a continual activity.

As organizations evolve through digital transformation, digital solutions are progressively integrated into business value streams. Consequently, business analysis evolves from an interpreter between technology and business-focused teams, to an integrated business practice.

TERMS AND CONCEPTS

The business analysis role might be defined differently in each organization. For example, an organization wide business analysis practice would be focused on the analysis of all levels and aspects of the organization, to optimize the organization operations including its products and services. This model is more likely to be seen in organizations undergoing a digital transformation or looking for opportunities to improve their resources, portfolios, and operating models.
Organization wide business analysis addresses the needs and requirements of a wide range of internal and external stakeholders.

In other organizations, the business analysis practice is limited to products and services. The practice is focused on the continual analysis of the customers’ and users’ needs and requirements. This model is usually found in external service providers that are engaged in a basic or cooperative relationship with their service consumers.


Business analysis can either be treated as a distinct stage of a solution lifecycle or continually performed during the lifecycle. The approach that is chosen will depend on the solution design and development approach adopted by the organization. The latter approach is common for digital agile organizations; the former is a legacy approach that does not provide enough agility in a digital environment.

This practice should understand the stakeholders’ needs, articulate and agree to their requirements, and identify an optimal solution to address these needs and fulfil the requirements. Typically, the needs and requirements can relate to an expected solution’s utility, warranty, or experience.


The definitions above refer to products and services; however, this classification of needs, requirements, and features can be used for other solutions, including organizational structures, partnerships, operating models, practices, and so on. A system of adapted definitions might be needed, depending on the scope of business analysis.

Business analysis may employ various analysis techniques relevant to the agreed scope and positioning of the practice. These might include generic models such as SWOT, or product-specific techniques, such as user stories.

申明：

本文档由长河（微信achotsao）在机译的基础上经初步整理而成，精细化翻译工作正由ITIL先锋论坛组织的ITIL专家团队进行之中，预计将于2020年年底之前全部完成。需要下载最终翻译版本请关注微信公众号：IT管理精英圈，或访问www.itil4hub.cn  or  www.itilxf.com。

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ITIL 4 业务分析实践