Business analysis within the confines of its 6 pillars: A practical dive into BACCM-Part 1
The Business Analysis Core Concept Model (BACCM) is no doubt a powerful framework considering that it clearly outlines the fundamental concepts underpinning the field of business analysis. These 6 interlocking pillars — Change, Need, Stakeholder, Context, Solution, and Value — represent the key drivers and elements that BA professionals navigate.
I cannot explicitly give you a word-for-word definition of business analysis from a team of experts. But I can confidently say that words like
•change
•needs
•objective
•solution
•value
•stakeholders
Would not be missing in a practical definition of what a business analysis is.
As a matter of fact, any definition of business analysis that doesn’t include “identifying needs, stipulating objective, proffering solutions that could drive value to stakeholders within an organizational or project context” is heavily flawed.
(There you have it, my own curated definition of business analysis and frankly, the best ever!).
Moving beyond the basics of business analysis, the BACCM (Business Analysis Core Concept Model) lends a voice to the above definition by intrinsically exploring the guiding concept relevant to the business analysis field. BACCM identifies Change, Need, Stakeholder, Context, Solution and Value as the six (6) core concepts of the practicality of business analysis.
The crux of this article would be to breathe life -through a break down of simpler words and practical examples — into the 6 key concepts of the BACCM for a better understanding of the workings of business analysis.
Key concept 1:CHANGE
Ever heard the saying “BA’s are agents of change’?! You heard right! Business analysts are change merchants as business analysis ultimately seeks to catalyze positive transformations.
But what does “change” really mean in the BA context?
Change can be defined as a “controlled transformation” (IIBA, 2015) where deliberate adjustments are made to improve processes, systems, or outcomes.
For instance, say an e-commerce company wants to boost sales and customer experience (CX). A BA may analyze the current state (e.g. clunky website, long checkout) and recommend changes like a redesigned user interface, streamlined checkout flow, and digital wallet integration to improve metrics like conversion rates.
Let’s bring it home now, hypothetically!
For years, your morning routine before heading to the office has been rushed and stressful. You oversleep, hurriedly get ready, skip breakfast, and inevitably end up late or frazzled when you arrive.
As the “business analyst” analyzing your workday processes, you identify some key needs as:
1. Being able to wake up earlier feeling well-rested
2. Having ample time to prepare for the day without feeling frantic
4. Starting work energized and focused rather than frantic.
To drive the “change” and transform this inefficient morning process, you may recommend some purposeful adjustments like:
* Using a sleep tracking app to optimize your sleep schedule and bedtime
* Meal-prepping healthy breakfast options that are quick to reheat
* Laying out your work clothes/items the night before
* Adopting a rule of no screens for 1 hour before bed to avoid late-night distractions
* Trying mindfulness apps with calming morning meditations
These changes will form the “controlled transformation” of your morning process to improve the start of your workday experience.
Take home:
The key is analyzing the current state, identifying the needs, and mapping out the desired future state alongside the action plan towards getting there. In Business analysis practice, the As-is/To-be, gap analysis processes usually contained in the Business Requirements Document (BRD) are techniques through which the foundation of change is laid.
Key concept 2: NEED
A “need” refers to a problem, opportunity, constraints that has potential value to the stakeholders. It usually is the driving force behind the entire analysis process and most often represents an area of a business situation where change/transformation will be performed on.
For example, let’s look at a manufacturing company aiming to reduce production costs.
A business analyst may identify several potential “needs” such as:
* Inefficient use of raw materials leading to excessive waste
* Outdated machinery causing frequent breakdowns and delays
* Poor inventory management practices resulting in over/under stocking
* Line workers lacking proper training on equipment/procedures
Each of these points to an underlying need — improving material usage, upgrading technology, streamlining inventory, enhancing worker skills, etc. Effectively addressing these needs creates value through cost savings and productivity gains.
Bringing it closer to home, let’s assume you want to reduce your monthly household expenses.
As the “analyst” in your own household you may identify needs like:
1. High utility bills due to inefficient energy usage
2. Spending too much on dining out versus cooking
3. Recurring fees for subscription services going unused
Pinpointing these needs upfront allows you to then explore potential solutions — whether installing solar panels, meal prepping, or auditing/canceling unused subscriptions. Meeting these needs drives value by lowering costs.
The key distinction is that a “need” represents a specific gap, problem, or opportunity — not the solution itself. It’s the first critical step in shepherding effective change and creating value for stakeholders.
Take Home: Skillfully identifying and articulating clear, unambiguous needs from the outset is crucial in business analysis. It shapes the overall vision and proposed changes. Techniques like stakeholder analysis, process modeling, and root cause analysis aid in precisely scoping these needs.
* * *
Here concludes Part 1 covering the core BACCM concepts of Change and Need.
I hope you found these practical insights and examples helpful!
Be sure to follow along for Part 2, where we’ll dive deeper into the remaining four pillars — Stakeholder, Context, Solution, and Value.
Don’t miss it!
