Credits
Business Analysis Body of Knowledge
The Business Analysis Body of Knowledge (BABOK), developed by the International Institute of Business Analysis (IIBA), has been the critical manual for business analysis since its first edition in 2005. Subsequent updates, including significant versions in 2009 (v2.0) and 2015 (v3.0), have evolved the guide to keep pace with the dynamic field of business analysis. Despite these updates, the BABOK Guide's core mission—to provide a standardised framework for business analysis practices—has remained constant. This ensures its relevance across versions, helping business analysts align their work with strategic business objectives and enhance value delivery.
Hybrid Model
The concept of a Hybrid delivery model in project delivery does not have a singular, universally recognised framework. It emerged from combining the structured approach of the Waterfall model with the flexibility and adaptability of the Agile model. Organisations develop their Hybrid frameworks by integrating practices, principles, and processes from these methodologies that best address their project requirements, organisational culture, and stakeholder needs. Given Hybrid models are tailor-made, they do not have standardised versions or iterations but evolve continuously as organisations adapt to changing project landscapes and technological advancements.
Information Technology Infrastructure Library
The Information Technology Infrastructure Library (ITIL) was initially developed by the Central Computer and Telecommunications Agency (CCTA), now part of the Cabinet Office, in the 1980s. Since its inception, ITIL has undergone several revisions to address the evolving needs of IT service management. ITIL v3 was introduced in 2007, focusing on the lifecycle approach. ITIL 4 was launched by AXELOS in 2019, emphasising a flexible, holistic perspective on IT service management through the Service Value System (SVS). Despite these updates, the core principles of ITIL, such as aligning IT services with business needs, enhancing service delivery, and a culture of continuous improvement, have remained the same.
It is important to note that while ITIL v4 has introduced new concepts and models, it also retains the essence of IT service management that was present in ITIL v3. The evolution reflects changes in the IT industry and the wider business environment, aiming to provide more comprehensive guidance that can adapt to modern technological and organisational challenges.
Project Management Body of Knowledge
The Project Management Body of Knowledge (PMBOK) is owned and published by the Project Management Institute (PMI). Its fundamental project management process groups Initiation, Planning, Execution, Monitoring and Controlling, and Closing have been consistent from the 3rd edition (2004) to the 7th edition (2021). Despite updates and the expansion of concepts in these versions, these process groups' core principles have remained unchanged, serving as a foundation for project management best practices.
Projects IN Controlled Environments
The Projects IN Controlled Environments (PRINCE2) was developed by the UK government and owned by AXELOS since 2013. Its structured project management processes include Starting Up a Project, Initiating a Project, Managing a Stage Boundary, Directing a Project, Controlling a Stage, Managing Product Delivery, and Closing a Project. These processes have been a fundamental part of PRINCE2 from its 2009 edition to the 2017 (6th Edition) update. Although PRINCE2 has evolved, the core framework and principles guiding these processes remain consistent, ensuring the methodology's relevance and applicability to project management best practices.
Scaled Agile Framework
The Scaled Agile Framework (SAFe) has evolved through several iterations since its initial release in 2011 by Scaled Agile, Inc. Starting from SAFe 1.0 to the latest version, SAFe 5.0, released in 2020, each update has incorporated broader Lean-Agile principles, enhanced guidance for large-scale software development, and a more comprehensive alignment between strategy and execution. Despite these iterations, SAFe's core objective to facilitate large-scale agile transformation by aligning organisational goals with Agile delivery mechanisms has remained constant, showcasing the framework's commitment to evolving with industry needs while retaining its foundational principles.
Scrum
Scrum, formalised for software development projects in the early 1990s, has updated its guide periodically to reflect insights from its widespread adoption. Owned and maintained by Scrum.org and the Scrum Alliance, the core principles of iterative development, team collaboration, and flexibility have remained unchanged across all versions. The most recent iteration, Scrum Guide 2020, emphasises commitment, focus, openness, respect, and courage.
Six Sigma
Motorola originated Six Sigma in 1986, and its ownership is not attributed to a single entity. It employs two main frameworks: DMAIC (Define, Measure, Analyse, Improve, Control) for improving existing processes and DMADV (Define, Measure, Analyse, Design, Verify) for creating new products or process designs. Additionally, Lean principles have been integrated with Six Sigma to enhance process efficiency by eliminating waste. Although the methodology's tools and techniques have been adapted for various industries beyond manufacturing, including services and software development, the core principles of enhancing quality, efficiency, and customer satisfaction have consistently guided Six Sigma practices.
Waterfall Model
The Waterfall model originated in manufacturing and construction and transitioned into software development methodologies in the early 1970s. Though not formally versioned like other frameworks, its fundamental principle of sequential phase progression—requirements, Design, Implementation, Testing, Deployment, and Maintenance—has remained a pillar of IT project delivery.
