The intention of this article is to identify and specify the artifacts listed in the BABOK. These artifacts are listed within the Outputs section of the BABOK tasks. Outputs are described by a paragraph of text within each task. In this article I attempted to expand on these descriptions by adding detail to their content.

It is assumed that each activity produces a tangible output^[2] which is consistent with the layout of the BABOK. Those outputs are classed as artifacts with attributes. Each artifact’s attribute description is taken from the element description of the tasks that output that artifact. The BABOK element descriptions provide guidelines for activity that produces the attribute, without necessarily defining the information contained in the attribute.That information has been derived from the element description.

Artifacts are derived from the BABOK Output sections. Artifact attributes are derived from the BABOK Element sections. A useful addition to the BABOK might be examples or templates of the outputs.

Despite the lack of consensus on the definition of data science, many organizations already have a data science team. And even in companies without data scientists, sooner or later business analysts will join a software or process improvement initiative with a machine learning or AI component. When that happens, good understanding of what data science is (and isn’t) can make a big difference in a BA’s ability to create value.

The Pandemic hit us suddenly and yes it came without any notice to our lives as a transient thing but became the new normal way of life. Some of us were initially worried thinking about what lies ahead, some were shocked, some found pleasure being relieved from the daily commute, time on the road, and traffic jams. With the COVID 19 pandemic hitting us globally, organizations have embraced remote working as the new way for 2020, and some have announced it for 2021 also.

 Not every manager is convinced that his team needs to do a better job on requirements development and management or that such an investment will pay off. Numerous industry studies, however, indicate that requirements issues are a pervasive cause of project distress. Let’s see why investing in better requirements is a smart business decision for any organization.

Consider the situation where you are the business analyst who is planning project work according to the BABOK guidelines. The project manager wants to plan their time spent on business analysis activities. You produce a report of the BABOK that shows tasks that the project manager is expected to contribute to.

This article describes an analysis I performed of the Business Analysis Body Of Knowledge v3 (BABOK). The result of this analysis is a model contained in the Visual Paradigm modeling tool. This model captures 461 pages of the BABOK, from the Business Analysis Key Concepts chapter through to the end of the Techniques To Tasks Mapping chapter.