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BABOK Guide
BABOK Guide
10. Techniques
Introduction 10.1 Acceptance and Evaluation Criteria 10.2 Backlog Management 10.3 Balanced Scorecard 10.4 Benchmarking and Market Analysis 10.5 Brainstorming 10.6 Business Capability Analysis 10.7 Business Cases 10.8 Business Model Canvas 10.9 Business Rules Analysis 10.10 Collaborative Games 10.11 Concept Modelling 10.12 Data Dictionary 10.13 Data Flow Diagrams 10.14 Data Mining 10.15 Data Modelling 10.16 Decision Analysis 10.17 Decision Modelling 10.18 Document Analysis 10.19 Estimation 10.20 Financial Analysis 10.21 Focus Groups 10.22 Functional Decomposition 10.23 Glossary 10.24 Interface Analysis 10.25 Interviews 10.26 Item Tracking 10.27 Lessons Learned 10.28 Metrics and Key Performance Indicators (KPIs) 10.29 Mind Mapping 10.30 Non-Functional Requirements Analysis 10.31 Observation 10.32 Organizational Modelling 10.33 Prioritization 10.34 Process Analysis 10.35 Process Modelling 10.36 Prototyping 10.37 Reviews 10.38 Risk Analysis and Management 10.39 Roles and Permissions Matrix 10.40 Root Cause Analysis 10.41 Scope Modelling 10.42 Sequence Diagrams 10.43 Stakeholder List, Map, or Personas 10.44 State Modelling 10.45 Survey or Questionnaire 10.46 SWOT Analysis 10.47 Use Cases and Scenarios 10.48 User Stories 10.49 Vendor Assessment 10.50 Workshops

10. Techniques

10.23 Glossary

BABOK® Guide

10.23.1  Purpose

A glossary defines key terms relevant to a business domain.

10.23.2  Description

Glossaries are used to provide a common understanding of terms that are used by stakeholders. A term may have different meanings for any two people. A list of terms and established definitions provides a common language that can be used to communicate and exchange ideas. A glossary is organized and continuously accessible to all stakeholders.

10.23.3 Elements

A glossary is a list of terms in a particular domain with definitions for those terms and their common synonyms. Organizations or industries may use a term differently than how it is generally understood.

A term is included in the glossary when:

  • the term is unique to a domain,
  • there are multiple definitions for the term,
  • the definition implied is outside of the term's common use, or
  • there is a reasonable chance of misunderstanding.

The creation of a glossary should take place in the early stages of a project in order to facilitate knowledge transfer and understanding. A point of contact responsible for the maintenance and distribution of the glossary throughout the initiative is identified. Organizations that maintain glossaries often find additional uses for this information and are able to leverage the glossary for future initiatives.

Consider the following when developing a glossary:

  • definitions should be clear, concise, and brief,
  • acronyms should be spelled out if used in a definition,
  • stakeholders should have easy and reliable access to glossaries, and
  • the editing of a glossary should be limited to specific stakeholders.

10.23.4 Usage Considerations

.1   Strengths

  • A glossary promotes common understanding of the business domain and better communication among all stakeholders.
  • Capturing the definitions as part of an enterprise's documentation provides a single reference and encourages consistency.
  • Simplifies the writing and maintenance of other business analysis information including but not limited to requirements, business rules, and change strategy.

.2   Limitations

  • A glossary requires an owner to perform timely maintenance, otherwise it becomes outdated and may be ignored.
  • It may be challenging for different stakeholders to agree on a single definition for a term.