---
title: "BA Techniques: Analogy"
description: "BA Techniques: Analogy"
image: https://blog.fhyzics.net/hubfs/analog.png
---

![Fhyzicslogoimage](https://blog.fhyzics.net/hs-fs/hubfs/Fhyzicslogoimage.png?width=70&name=Fhyzicslogoimage.png "Fhyzicslogoimage")

![Fhyzicslogoimage](https://blog.fhyzics.net/hs-fs/hubfs/Fhyzicslogoimage.png?width=70&name=Fhyzicslogoimage.png "Fhyzicslogoimage")

[![Get Certified](https://no-cache.hubspot.com/cta/default/3112120/229464f9-28c1-465b-b116-8eab0815034e.png)](https://cta-redirect.hubspot.com/cta/redirect/3112120/229464f9-28c1-465b-b116-8eab0815034e)

![hero-img1](https://cdn2.hubspot.net/hub/5152923/hubfs/Creative_Theme/image/hero-img1.jpg?width=1810&name=hero-img1.jpg "hero-img1")

- [**](https://www.facebook.com/sharer/sharer.php?u=https://blog.fhyzics.net/fibaar/ba-techniques-analogy&title=BA%20Techniques:%20Analogy&description=BA%20Techniques:%20Analogy)
- [**](https://twitter.com/intent/tweet?source=https://blog.fhyzics.net/fibaar/ba-techniques-analogy&text=BA%20Techniques:%20Analogy%20-%20https://blog.fhyzics.net/fibaar/ba-techniques-analogy)
- [**](http://www.linkedin.com/shareArticle?mini=true&url=https://blog.fhyzics.net/fibaar/ba-techniques-analogy&title=BA%20Techniques:%20Analogy&summary=BA%20Techniques:%20Analogy)

06 July 2020 Monday

## BA Techniques: Analogy

By [Bharath Ravi](https://blog.fhyzics.net/fibaar/author/bharath-ravi)

 In: [Business Analysis](https://blog.fhyzics.net/fibaar/tag/business-analysis)

**0** Comments

**Purpose**

This technique help us to understand the key role that plays a major role in the discussion, discovery, and clarification of requirements. It will compare the concepts and produces the results.

The term analogy is referred to as relation between the source and the target which is often a similarity. Analogy is a cognitive process of transferring the information or meaning from particular subject to another in the analogical process. Analogy is an inference from one particular to another as opposed to deduction, in which at least one of the premises is general, rather than particular in nature. It plays a significant role in problem solving, as well as decision making, generalization, prediction, and communication. It lies behind the basic tasks such as identification of objects, places, and people etc. The concepts of association, comparison, correspondence, resemblance, and similarity are closely related to the concept of analogy technique. Analogy is also a basis for comparative arguments as well as experiments whose results are transmitted to the final products after the comparative study has been made with the other similar products.

The concept of analogical reasoning deal with the transfer of existing technologies, concepts, and general solutions between different industries and knowledge domains. The analogy in business analysis is mostly focused on the technology and the product innovation. This technique aims to investigate the approach of the different business models across various industries to compare and produce the best result. Analogy technique allows the dynamic understanding of the business model as a contextual and responsive in its environment. There are three sub-studies in the analogy technique such as, structured literature review, a comparative case study research, and participatory action results show how the managers in the company make use of analogies to develop and rethink the business models in their industry. The connection of the results with the existing concepts in the overall framework of analogy process for a new business model concept.

Some of the articles related to Analogy techniques are as follows,

- **Analogy Technique** - [https://www.tutorialspoint.com/estimation_techniques/estimation_techniques_analogous.htm](https://www.tutorialspoint.com/estimation_techniques/estimation_techniques_analogous.htm)
- **Techniques in Analogy** - [https://atestanswers.com/file/techniques-in-double-word-analogy](https://atestanswers.com/file/techniques-in-double-word-analogy)
- **Tips for Analogy Test** - [https://www.assessment-training.com/blogs/tips-to-pass-an-analogies-test](https://www.assessment-training.com/blogs/tips-to-pass-an-analogies-test)
- **Analogy Examples** - [https://www.examples.com/education/analogy-examples.html](https://www.examples.com/education/analogy-examples.html)
- **Analogy : Creativity Techniques** - [http://iss.uni-saarland.de/workspace/documents/ivm-7_creativity-techniques.pdf](http://iss.uni-saarland.de/workspace/documents/ivm-7_creativity-techniques.pdf)
- **Analogy Research Method** - [http://euacademic.org/BookUpload/9.pdf](http://euacademic.org/BookUpload/9.pdf)
- **Effects of Analogy Technique** - [https://core.ac.uk/reader/82372756](https://core.ac.uk/reader/82372756)
- **Effort Estimation using Analogy** - [https://www.researchgate.net/publication/3625950_Effort_estimation_using_analogy](https://www.researchgate.net/publication/3625950_Effort_estimation_using_analogy)
- **Applications of Analogy** - [http://etd.lib.metu.edu.tr/upload/12618956/index.pdf](http://etd.lib.metu.edu.tr/upload/12618956/index.pdf)
- **Analogies** - [https://eps.schoolspecialty.com/EPS/media/Site-Resources/downloads/program-overviews/S-analogies.pdf](https://eps.schoolspecialty.com/EPS/media/Site-Resources/downloads/program-overviews/S-analogies.pdf)
- **Analogy Reasoning** - [https://plato.stanford.edu/entries/reasoning-analogy/](https://plato.stanford.edu/entries/reasoning-analogy/)
- **Structured Analogies** - [https://repository.upenn.edu/cgi/viewcontent.cgi?article=1166&context=marketing_papers](https://repository.upenn.edu/cgi/viewcontent.cgi?article=1166&context=marketing_papers)
- **Analogy Communication System** - https://www.smartzworld.com/notes/analog-communication-system-pdf-notes-ac/

Some of the simple examples for analogy technique are,

An analogy is like a metaphor where you explain the complex idea or situation in terms or in a story that the other person can relate to and understand easier.

 

 Some of the books for Analogy technique are,

- **Analogy for Comparative Thinking** | Ruth Foster | [https://www.amazon.com/5-Analogy-para-cr%C3%ADticas-Ruth-Foster/dp/1426639683/ref=sr_1_14?dchild=1&keywords=analogy+technique+books&qid=1597408065&sr=8-14](https://www.amazon.com/5-Analogy-para-cr%C3%ADticas-Ruth-Foster/dp/1426639683/ref=sr_1_14?dchild=1&keywords=analogy+technique+books&qid=1597408065&sr=8-14)
- **Analogical Thinking** | Cheryl Block | https://www.amazon.com/Think-Analogies%C2%AE-A1-Cheryl-Block/dp/0894557912/ref=sr_1_15?dchild=1&keywords=analogy+technique+books&qid=1593408885&sr=8-15

**Tags:** [Business Analysis](https://blog.fhyzics.net/fibaar/tag/business-analysis)

Share:

- [**](https://www.facebook.com/sharer/sharer.php?u=https://blog.fhyzics.net/fibaar/ba-techniques-analogy&title=BA%20Techniques:%20Analogy&description=BA%20Techniques:%20Analogy)
- [**](https://twitter.com/intent/tweet?source=https://blog.fhyzics.net/fibaar/ba-techniques-analogy&text=BA%20Techniques:%20Analogy%20-%20https://blog.fhyzics.net/fibaar/ba-techniques-analogy)
- [**](http://www.linkedin.com/shareArticle?mini=true&url=https://blog.fhyzics.net/fibaar/ba-techniques-analogy&title=BA%20Techniques:%20Analogy&summary=BA%20Techniques:%20Analogy)

### Written by [Bharath Ravi](https://blog.fhyzics.net/fibaar/author/bharath-ravi)

Business Consultant whose qualification includes a Bachelor’s degree in the field of Mechanical specialized in Automobile & Manufacturing; Trained in Certified Supply Chain Professional (CSCP) Certification, Hands on Foundation Certificate in Business Analysis, BCS (UK) and Certified Professional for Requirements Engineering (CPRE-FL).

 PREVIOUS POST  
[** BA Techniques: ADL Matrix ](https://blog.fhyzics.net/fibaar/ba-techniques-adl-matrix)

[![](https://cdn2.hubspot.net/hubfs/5152923/Creative_Theme/image/chevron.png) ](https://blog.fhyzics.net/fibaar)

 Next Post  
[BA Techniques: Abstraction **](https://blog.fhyzics.net/fibaar/ba-techniques-abstraction)

## Leave a Reply

[Content Title](https://blog.fhyzics.net/fibaar/ba-techniques-analogy#)

Description

[![CIOP](https://blog.fhyzics.net/hubfs/CIOP.png "CIOP")](https://www.iiscm.org/supply-chain-certification/ciop.html)

[![IMBoK - 2](https://blog.fhyzics.net/hubfs/IMBoK%20-%202.png "IMBoK - 2")](https://blog.fhyzics.net/iiscm/inventory-management-body-of-knowledge-imbok)

[![LN Group](https://blog.fhyzics.net/hubfs/LN%20Group.png "LN Group")](https://www.linkedin.com/groups/10365331/)

[![scm-weekly-1](https://blog.fhyzics.net/hubfs/scm-weekly-1.jpg "scm-weekly-1")](https://attendee.gotowebinar.com/register/2808029958274887180)

.

### Subscribe To Get Inspiration

### Search form

### Categories

- [ABC Analysis (1)](https://blog.fhyzics.net/fibaar/tag/abc-analysis)
- [Actors (1)](https://blog.fhyzics.net/fibaar/tag/actors)
- [Agile (1)](https://blog.fhyzics.net/fibaar/tag/agile)
- [ansoff’s-matrix (1)](https://blog.fhyzics.net/fibaar/tag/ansoffs-matrix)
- [Artifacts (1)](https://blog.fhyzics.net/fibaar/tag/artifacts)
- [Assumptions (1)](https://blog.fhyzics.net/fibaar/tag/assumptions)
- [BA Technique (200)](https://blog.fhyzics.net/fibaar/tag/ba-technique)
- [Backlog (1)](https://blog.fhyzics.net/fibaar/tag/backlog)
- [Backlog Management (1)](https://blog.fhyzics.net/fibaar/tag/backlog-management)
- [Balance Sheet (1)](https://blog.fhyzics.net/fibaar/tag/balance-sheet)
- [Balanced Scorecard (1)](https://blog.fhyzics.net/fibaar/tag/balanced-scorecard)
- [Brainstorming (1)](https://blog.fhyzics.net/fibaar/tag/brainstorming)
- [Brainwriting (1)](https://blog.fhyzics.net/fibaar/tag/brainwriting)
- [Business Analysis (752)](https://blog.fhyzics.net/fibaar/tag/business-analysis)
- [business analysis job and companies (100)](https://blog.fhyzics.net/fibaar/tag/business-analysis-job-and-companies)
- [Business Architect (1)](https://blog.fhyzics.net/fibaar/tag/business-architect)
- [Business Case (1)](https://blog.fhyzics.net/fibaar/tag/business-case)
- [Business Goals (1)](https://blog.fhyzics.net/fibaar/tag/business-goals)
- [Business Intelligence (1)](https://blog.fhyzics.net/fibaar/tag/business-intelligence)
- [Business Model Canvas (1)](https://blog.fhyzics.net/fibaar/tag/business-model-canvas)
- [Business Objectives (1)](https://blog.fhyzics.net/fibaar/tag/business-objectives)
- [Business Process Management (1)](https://blog.fhyzics.net/fibaar/tag/business-process-management)
- [Business Process Reengineering (1)](https://blog.fhyzics.net/fibaar/tag/business-process-reengineering)
- [Business Rules (1)](https://blog.fhyzics.net/fibaar/tag/business-rules)
- [Business Valuation (1)](https://blog.fhyzics.net/fibaar/tag/business-valuation)
- [Capability (1)](https://blog.fhyzics.net/fibaar/tag/capability)
- [Capacity (1)](https://blog.fhyzics.net/fibaar/tag/capacity)
- [Cash Flow Statement (1)](https://blog.fhyzics.net/fibaar/tag/cash-flow-statement)
- [Change  (1)](https://blog.fhyzics.net/fibaar/tag/change)
- [Checklist (1)](https://blog.fhyzics.net/fibaar/tag/checklist)
- [Commercial-Off-The-Shelf (1)](https://blog.fhyzics.net/fibaar/tag/commercial-off-the-shelf)
- [Competitive Analysis (1)](https://blog.fhyzics.net/fibaar/tag/competitive-analysis)
- [Conscious Competence Model (1)](https://blog.fhyzics.net/fibaar/tag/conscious-competence-model)
- [Constraint (1)](https://blog.fhyzics.net/fibaar/tag/constraint)
- [Context (1)](https://blog.fhyzics.net/fibaar/tag/context)
- [Context Diagrams (1)](https://blog.fhyzics.net/fibaar/tag/context-diagrams)
- [Control Charts (1)](https://blog.fhyzics.net/fibaar/tag/control-charts)
- [Cost-Benefit Analysis (1)](https://blog.fhyzics.net/fibaar/tag/cost-benefit-analysis)
- [Critical Path Analysis (1)](https://blog.fhyzics.net/fibaar/tag/critical-path-analysis)
- [Current State  (1)](https://blog.fhyzics.net/fibaar/tag/current-state)
- [Customer  (1)](https://blog.fhyzics.net/fibaar/tag/customer)
- [Decision Table Structure (1)](https://blog.fhyzics.net/fibaar/tag/decision-table-structure)
- [Decomposition (1)](https://blog.fhyzics.net/fibaar/tag/decomposition)
- [Deliverable (1)](https://blog.fhyzics.net/fibaar/tag/deliverable)
- [Delphi Method (1)](https://blog.fhyzics.net/fibaar/tag/delphi-method)
- [Design of Experiments (DoE) (1)](https://blog.fhyzics.net/fibaar/tag/design-of-experiments-doe)
- [DMAIC (1)](https://blog.fhyzics.net/fibaar/tag/dmaic)
- [Document Analysis (1)](https://blog.fhyzics.net/fibaar/tag/document-analysis)
- [Domain (1)](https://blog.fhyzics.net/fibaar/tag/domain)
- [Effectiveness (1)](https://blog.fhyzics.net/fibaar/tag/effectiveness)
- [Efficiency (1)](https://blog.fhyzics.net/fibaar/tag/efficiency)
- [End User (1)](https://blog.fhyzics.net/fibaar/tag/end-user)
- [Enterprise (1)](https://blog.fhyzics.net/fibaar/tag/enterprise)
- [Enterprise Readiness Assessment (1)](https://blog.fhyzics.net/fibaar/tag/enterprise-readiness-assessment)
- [Estimation (1)](https://blog.fhyzics.net/fibaar/tag/estimation)
- [Evaluation (1)](https://blog.fhyzics.net/fibaar/tag/evaluation)
- [Event (2)](https://blog.fhyzics.net/fibaar/tag/event)
- [External Interface (2)](https://blog.fhyzics.net/fibaar/tag/external-interface)
- [Feasibility Study (1)](https://blog.fhyzics.net/fibaar/tag/feasibility-study)
- [Feature (1)](https://blog.fhyzics.net/fibaar/tag/feature)
- [FMEA (1)](https://blog.fhyzics.net/fibaar/tag/fmea)
- [Focus Groups (1)](https://blog.fhyzics.net/fibaar/tag/focus-groups)
- [Force Field Analysis (1)](https://blog.fhyzics.net/fibaar/tag/force-field-analysis)
- [Forecasting (1)](https://blog.fhyzics.net/fibaar/tag/forecasting)
- [Forms (1)](https://blog.fhyzics.net/fibaar/tag/forms)
- [Functional Requirements (1)](https://blog.fhyzics.net/fibaar/tag/functional-requirements)
- [Future State (1)](https://blog.fhyzics.net/fibaar/tag/future-state)
- [Gap Analysis (1)](https://blog.fhyzics.net/fibaar/tag/gap-analysis)
- [Horizontal Integration (1)](https://blog.fhyzics.net/fibaar/tag/horizontal-integration)
- [Horizontal Prototype (1)](https://blog.fhyzics.net/fibaar/tag/horizontal-prototype)
- [Identification of Subject Matter Expert (SME) (1)](https://blog.fhyzics.net/fibaar/tag/identification-of-subject-matter-expert-sme)
- [Impact Analysis (1)](https://blog.fhyzics.net/fibaar/tag/impact-analysis)
- [Income Statement (1)](https://blog.fhyzics.net/fibaar/tag/income-statement)
- [Information (1)](https://blog.fhyzics.net/fibaar/tag/information)
- [Inspection (1)](https://blog.fhyzics.net/fibaar/tag/inspection)
- [Interview (1)](https://blog.fhyzics.net/fibaar/tag/interview)
- [Invitation to Tender (1)](https://blog.fhyzics.net/fibaar/tag/invitation-to-tender)
- [IRR Calculation (1)](https://blog.fhyzics.net/fibaar/tag/irr-calculation)
- [Iteration (1)](https://blog.fhyzics.net/fibaar/tag/iteration)
- [Just in Time (1)](https://blog.fhyzics.net/fibaar/tag/just-in-time)
- [Key Performance Indicators (1)](https://blog.fhyzics.net/fibaar/tag/key-performance-indicators)
- [Kolb's Learning Cycle (1)](https://blog.fhyzics.net/fibaar/tag/kolbs-learning-cycle)
- [Kurt Lewins Model (1)](https://blog.fhyzics.net/fibaar/tag/kurt-lewins-model)
- [Master Adaptability (1)](https://blog.fhyzics.net/fibaar/tag/master-adaptability)
- [Master Business Acumen (1)](https://blog.fhyzics.net/fibaar/tag/master-business-acumen)
- [Master Conceptual Thinking (1)](https://blog.fhyzics.net/fibaar/tag/master-conceptual-thinking)
- [Master Conflict Resolution Skills (1)](https://blog.fhyzics.net/fibaar/tag/master-conflict-resolution-skills)
- [Master Creative Thinking (1)](https://blog.fhyzics.net/fibaar/tag/master-creative-thinking)
- [Master Decision Making (1)](https://blog.fhyzics.net/fibaar/tag/master-decision-making)
- [Master Ethical Practices (1)](https://blog.fhyzics.net/fibaar/tag/master-ethical-practices)
- [Master Facilitation Skills (1)](https://blog.fhyzics.net/fibaar/tag/master-facilitation-skills)
- [Master Industry Knowledge (1)](https://blog.fhyzics.net/fibaar/tag/master-industry-knowledge)
- [Master Influencing Skills (1)](https://blog.fhyzics.net/fibaar/tag/master-influencing-skills)
- [Master Leadership Skills (1)](https://blog.fhyzics.net/fibaar/tag/master-leadership-skills)
- [Master Learning Process (1)](https://blog.fhyzics.net/fibaar/tag/master-learning-process)
- [Master Listening Skills (1)](https://blog.fhyzics.net/fibaar/tag/master-listening-skills)
- [Master Methodology Knowledge (1)](https://blog.fhyzics.net/fibaar/tag/master-methodology-knowledge)
- [Master Negotiation Skills (1)](https://blog.fhyzics.net/fibaar/tag/master-negotiation-skills)
- [Master Non-Verbal Communication (1)](https://blog.fhyzics.net/fibaar/tag/master-non-verbal-communication)
- [Master Organisation Knowledge (1)](https://blog.fhyzics.net/fibaar/tag/master-organisation-knowledge)
- [Master Personal Accountability (1)](https://blog.fhyzics.net/fibaar/tag/master-personal-accountability)
- [Master Problem Solving (1)](https://blog.fhyzics.net/fibaar/tag/master-problem-solving)
- [Master Solution Knowledge (1)](https://blog.fhyzics.net/fibaar/tag/master-solution-knowledge)
- [Master Systems Thinking (1)](https://blog.fhyzics.net/fibaar/tag/master-systems-thinking)
- [Master Teaching Skills (1)](https://blog.fhyzics.net/fibaar/tag/master-teaching-skills)
- [Master Teamwork Skills (1)](https://blog.fhyzics.net/fibaar/tag/master-teamwork-skills)
- [Master Time Management (1)](https://blog.fhyzics.net/fibaar/tag/master-time-management)
- [Master Trustworthiness (1)](https://blog.fhyzics.net/fibaar/tag/master-trustworthiness)
- [Master Verbal Communication (1)](https://blog.fhyzics.net/fibaar/tag/master-verbal-communication)
- [Master Visual Thinking (1)](https://blog.fhyzics.net/fibaar/tag/master-visual-thinking)
- [Master Written Communication (1)](https://blog.fhyzics.net/fibaar/tag/master-written-communication)
- [McKinsey 7S Model (1)](https://blog.fhyzics.net/fibaar/tag/mckinsey-7s-model)
- [Metadata (1)](https://blog.fhyzics.net/fibaar/tag/metadata)
- [Metrics  (1)](https://blog.fhyzics.net/fibaar/tag/metrics)
- [mission (1)](https://blog.fhyzics.net/fibaar/tag/mission)
- [Model (1)](https://blog.fhyzics.net/fibaar/tag/model)
- [Mumford's Learning Styles (1)](https://blog.fhyzics.net/fibaar/tag/mumfords-learning-styles)
- [Need (1)](https://blog.fhyzics.net/fibaar/tag/need)
- [Non-Functional Requirements (1)](https://blog.fhyzics.net/fibaar/tag/non-functional-requirements)
- [NPV Calculation (1)](https://blog.fhyzics.net/fibaar/tag/npv-calculation)
- [Objective (1)](https://blog.fhyzics.net/fibaar/tag/objective)
- [Organisation (1)](https://blog.fhyzics.net/fibaar/tag/organisation)
- [Parametric Estimation (1)](https://blog.fhyzics.net/fibaar/tag/parametric-estimation)
- [Pareto Analysis (1)](https://blog.fhyzics.net/fibaar/tag/pareto-analysis)
- [Payback Period (1)](https://blog.fhyzics.net/fibaar/tag/payback-period)
- [PDCA (1)](https://blog.fhyzics.net/fibaar/tag/pdca)
- [Peer Review (1)](https://blog.fhyzics.net/fibaar/tag/peer-review)
- [Performance  (1)](https://blog.fhyzics.net/fibaar/tag/performance)
- [Poka-Yoke (1)](https://blog.fhyzics.net/fibaar/tag/poka-yoke)
- [Porter's Value Chain (1)](https://blog.fhyzics.net/fibaar/tag/porters-value-chain)
- [Power/Interest Grid (1)](https://blog.fhyzics.net/fibaar/tag/power-interest-grid)
- [Predictive Approach (1)](https://blog.fhyzics.net/fibaar/tag/predictive-approach)
- [Process Mapping (1)](https://blog.fhyzics.net/fibaar/tag/process-mapping)
- [Product (1)](https://blog.fhyzics.net/fibaar/tag/product)
- [Product Manager (1)](https://blog.fhyzics.net/fibaar/tag/product-manager)
- [Project (1)](https://blog.fhyzics.net/fibaar/tag/project)
- [Project Manager (1)](https://blog.fhyzics.net/fibaar/tag/project-manager)
- [Prototype (1)](https://blog.fhyzics.net/fibaar/tag/prototype)
- [Quality Function Deployment (1)](https://blog.fhyzics.net/fibaar/tag/quality-function-deployment)
- [RACI Matrix (1)](https://blog.fhyzics.net/fibaar/tag/raci-matrix)
- [Regulator (1)](https://blog.fhyzics.net/fibaar/tag/regulator)
- [Repository (1)](https://blog.fhyzics.net/fibaar/tag/repository)
- [Request for Proposal (1)](https://blog.fhyzics.net/fibaar/tag/request-for-proposal)
- [Request for Quote (1)](https://blog.fhyzics.net/fibaar/tag/request-for-quote)
- [Requirements Artifact (1)](https://blog.fhyzics.net/fibaar/tag/requirements-artifact)
- [Requirements Attribute (1)](https://blog.fhyzics.net/fibaar/tag/requirements-attribute)
- [Requirements Defect (1)](https://blog.fhyzics.net/fibaar/tag/requirements-defect)
- [Requirements Document (1)](https://blog.fhyzics.net/fibaar/tag/requirements-document)
- [Requirements Gathering (2)](https://blog.fhyzics.net/fibaar/tag/requirements-gathering)
- [Requirements Life-Cycle (2)](https://blog.fhyzics.net/fibaar/tag/requirements-life-cycle)
- [Requirements Management Tool (1)](https://blog.fhyzics.net/fibaar/tag/requirements-management-tool)
- [Requirements Model (1)](https://blog.fhyzics.net/fibaar/tag/requirements-model)
- [Requirements Package (2)](https://blog.fhyzics.net/fibaar/tag/requirements-package)
- [Requirements Validation (1)](https://blog.fhyzics.net/fibaar/tag/requirements-validation)
- [Requirements Verification (1)](https://blog.fhyzics.net/fibaar/tag/requirements-verification)
- [Residual Risk (1)](https://blog.fhyzics.net/fibaar/tag/residual-risk)
- [Return on Investment (ROI) (1)](https://blog.fhyzics.net/fibaar/tag/return-on-investment-roi)
- [Risk (1)](https://blog.fhyzics.net/fibaar/tag/risk)
- [Risk Assessment (1)](https://blog.fhyzics.net/fibaar/tag/risk-assessment)
- [Root Cause Analysis (1)](https://blog.fhyzics.net/fibaar/tag/root-cause-analysis)
- [Scope (1)](https://blog.fhyzics.net/fibaar/tag/scope)
- [Secondary Actor (1)](https://blog.fhyzics.net/fibaar/tag/secondary-actor)
- [Service (1)](https://blog.fhyzics.net/fibaar/tag/service)
- [Single Minute Exchange of Die (SMED) (1)](https://blog.fhyzics.net/fibaar/tag/single-minute-exchange-of-die-smed)
- [Solution (1)](https://blog.fhyzics.net/fibaar/tag/solution)
- [SOP (1)](https://blog.fhyzics.net/fibaar/tag/sop)
- [Spend Analysis (1)](https://blog.fhyzics.net/fibaar/tag/spend-analysis)
- [Sponsor (2)](https://blog.fhyzics.net/fibaar/tag/sponsor)
- [Stakeholder Analysis (1)](https://blog.fhyzics.net/fibaar/tag/stakeholder-analysis)
- [Stakeholder List (1)](https://blog.fhyzics.net/fibaar/tag/stakeholder-list)
- [Stakeholder Management (1)](https://blog.fhyzics.net/fibaar/tag/stakeholder-management)
- [Stakeholder Wheel (1)](https://blog.fhyzics.net/fibaar/tag/stakeholder-wheel)
- [State Diagram (1)](https://blog.fhyzics.net/fibaar/tag/state-diagram)
- [Stated Requirement (1)](https://blog.fhyzics.net/fibaar/tag/stated-requirement)
- [Strategy (1)](https://blog.fhyzics.net/fibaar/tag/strategy)
- [Supply Base Right Sizing (1)](https://blog.fhyzics.net/fibaar/tag/supply-base-right-sizing)
- [Survey (1)](https://blog.fhyzics.net/fibaar/tag/survey)
- [System (1)](https://blog.fhyzics.net/fibaar/tag/system)
- [Tester (1)](https://blog.fhyzics.net/fibaar/tag/tester)
- [Theory of Constraints (1)](https://blog.fhyzics.net/fibaar/tag/theory-of-constraints)
- [Thomas Kilmann Conflict Mode (1)](https://blog.fhyzics.net/fibaar/tag/thomas-kilmann-conflict-mode)
- [Top 10 Best Points on Style Guide (1)](https://blog.fhyzics.net/fibaar/tag/top-10-best-points-on-style-guide)
- [Top 10 Best Practices on Elicitation (1)](https://blog.fhyzics.net/fibaar/tag/top-10-best-practices-on-elicitation)
- [Top Ten Business Analysis Tools (1)](https://blog.fhyzics.net/fibaar/tag/top-ten-business-analysis-tools)
- [Top Ten Communication Tools (1)](https://blog.fhyzics.net/fibaar/tag/top-ten-communication-tools)
- [Total Cost of Ownership (1)](https://blog.fhyzics.net/fibaar/tag/total-cost-of-ownership)
- [Total Productive Maintenance (1)](https://blog.fhyzics.net/fibaar/tag/total-productive-maintenance)
- [Transition Requirements (1)](https://blog.fhyzics.net/fibaar/tag/transition-requirements)
- [Value Analysis (1)](https://blog.fhyzics.net/fibaar/tag/value-analysis)
- [Values (2)](https://blog.fhyzics.net/fibaar/tag/values)
- [Vertical Integration (1)](https://blog.fhyzics.net/fibaar/tag/vertical-integration)
- [Vision (1)](https://blog.fhyzics.net/fibaar/tag/vision)

[See all](https://blog.fhyzics.net/fibaar/ba-techniques-analogy#)

### Popular Post

[ BA Technique: Porter’s Five Force Framework ](https://blog.fhyzics.net/fibaar/ba-technique-porters-five-force-framework)

[Bharath Ravi](https://blog.fhyzics.net/fibaar/author/bharath-ravi) - Jul 21, 2020

[ Business Analysis Jobs and Companies in Ahmedabad ](https://blog.fhyzics.net/fibaar/business-analysis-jobs-and-companies-in-ahmedabad)

[Prema Kani](https://blog.fhyzics.net/fibaar/author/prema-kani) - May 25, 2021

[ BA Techniques: Baker’s 4 Strategies of Influence ](https://blog.fhyzics.net/fibaar/ba-techniques-bakers-4-strategies-of-influence)

[Bharath Ravi](https://blog.fhyzics.net/fibaar/author/bharath-ravi) - Jul 8, 2020

[ Business Analysis Jobs and Companies in Madurai ](https://blog.fhyzics.net/fibaar/business-analysis-jobs-and-companies-in-madurai)

[Prema Kani](https://blog.fhyzics.net/fibaar/author/prema-kani) - Jun 7, 2021

[ BA Techniques: Stakeholder List, Map, or Personas ](https://blog.fhyzics.net/fibaar/ba-techniques-stakeholder-list-map-or-personas)

[Bharath Ravi](https://blog.fhyzics.net/fibaar/author/bharath-ravi) - Jul 9, 2020

### Recent Posts

[ Business Analysis Terminology: Top 10 Best Points on Stated Requirement ](https://blog.fhyzics.net/fibaar/business-analysis-terminology-top-10-best-points-on-stated-requirement)

[Venkadesh Narayanan](https://blog.fhyzics.net/fibaar/author/venkadesh-narayanan) May 27, 2023

[ Business Analysis Terminology: Top 10 Best Points on State Diagram ](https://blog.fhyzics.net/fibaar/business-analysis-terminology-top-10-best-points-on-state-diagram)

[Venkadesh Narayanan](https://blog.fhyzics.net/fibaar/author/venkadesh-narayanan) May 27, 2023

[ Business Analysis Terminology: Top 10 Best Points on Stakeholder List ](https://blog.fhyzics.net/fibaar/business-analysis-terminology-top-10-best-points-on-stakeholder-list)

[Venkadesh Narayanan](https://blog.fhyzics.net/fibaar/author/venkadesh-narayanan) May 27, 2023

[ Business Analysis Terminology: Top 10 Best Points on Stakeholder Analysis ](https://blog.fhyzics.net/fibaar/business-analysis-terminology-top-10-best-points-on-stakeholder-analysis)

[Venkadesh Narayanan](https://blog.fhyzics.net/fibaar/author/venkadesh-narayanan) May 27, 2023

[ Business Analysis Terminology: Top 10 Best Points on Service ](https://blog.fhyzics.net/fibaar/business-analysis-terminology-top-10-best-points-on-service)

[Venkadesh Narayanan](https://blog.fhyzics.net/fibaar/author/venkadesh-narayanan) May 24, 2023

## Related Post

<https://blog.fhyzics.net/fibaar/business-analysis-terminology-top-10-best-points-on-stated-requirement>

- [**](https://www.facebook.com/sharer/sharer.php?u=https://blog.fhyzics.net/fibaar/business-analysis-terminology-top-10-best-points-on-stated-requirement&title=Business%20Analysis%20Terminology:%20Top%2010%20Best%20Points%20on%20Stated%20Requirement&description=Here%20is%20the%20top%20ten%20facts%20on%20the%20business%20analysis%20technique%20–%20%20Top%2010%20Best%20Points%20on%20Stated%20Requirement.%20A%20quick%20reference%20for%20your%20business%20analysis%20interviews,%20training,%20and%20certifications. )
- [**](https://twitter.com/intent/tweet?source=https://blog.fhyzics.net/fibaar/business-analysis-terminology-top-10-best-points-on-stated-requirement&text=Business%20Analysis%20Terminology:%20Top%2010%20Best%20Points%20on%20Stated%20Requirement%20-%20https://blog.fhyzics.net/fibaar/business-analysis-terminology-top-10-best-points-on-stated-requirement)
- [**](http://www.linkedin.com/shareArticle?mini=true&url=https://blog.fhyzics.net/fibaar/business-analysis-terminology-top-10-best-points-on-stated-requirement&title=Business%20Analysis%20Terminology:%20Top%2010%20Best%20Points%20on%20Stated%20Requirement&summary=Here%20is%20the%20top%20ten%20facts%20on%20the%20business%20analysis%20technique%20–%20%20Top%2010%20Best%20Points%20on%20Stated%20Requirement.%20A%20quick%20reference%20for%20your%20business%20analysis%20interviews,%20training,%20and%20certifications. )

## [Business Analysis Terminology: Top 10 Best Points on Stated Requirement](https://blog.fhyzics.net/fibaar/business-analysis-terminology-top-10-best-points-on-stated-requirement)

Stated requirements play a crucial role in business analysis as they form the foundation for defining and designing a system or solution. Stated requirements are the explicit statements made by stakeholders about what they expect the system to do or how it should behave. 

By [Venkadesh Narayanan](https://blog.fhyzics.net/fibaar/author/venkadesh-narayanan)

 In: [Business Analysis](https://blog.fhyzics.net/fibaar/tag/business-analysis) 

[**](https://blog.fhyzics.net/fibaar/business-analysis-terminology-top-10-best-points-on-stated-requirement)

<https://blog.fhyzics.net/fibaar/business-analysis-terminology-top-10-best-points-on-state-diagram>

- [**](https://www.facebook.com/sharer/sharer.php?u=https://blog.fhyzics.net/fibaar/business-analysis-terminology-top-10-best-points-on-state-diagram&title=Business%20Analysis%20Terminology:%20Top%2010%20Best%20Points%20on%20State%20Diagram&description=Here%20is%20the%20top%20ten%20facts%20on%20the%20business%20analysis%20technique%20–%20%20Top%2010%20Best%20Points%20on%20State%20Diagram.%20A%20quick%20reference%20for%20your%20business%20analysis%20interviews,%20training,%20and%20certifications. )
- [**](https://twitter.com/intent/tweet?source=https://blog.fhyzics.net/fibaar/business-analysis-terminology-top-10-best-points-on-state-diagram&text=Business%20Analysis%20Terminology:%20Top%2010%20Best%20Points%20on%20State%20Diagram%20-%20https://blog.fhyzics.net/fibaar/business-analysis-terminology-top-10-best-points-on-state-diagram)
- [**](http://www.linkedin.com/shareArticle?mini=true&url=https://blog.fhyzics.net/fibaar/business-analysis-terminology-top-10-best-points-on-state-diagram&title=Business%20Analysis%20Terminology:%20Top%2010%20Best%20Points%20on%20State%20Diagram&summary=Here%20is%20the%20top%20ten%20facts%20on%20the%20business%20analysis%20technique%20–%20%20Top%2010%20Best%20Points%20on%20State%20Diagram.%20A%20quick%20reference%20for%20your%20business%20analysis%20interviews,%20training,%20and%20certifications. )

## [Business Analysis Terminology: Top 10 Best Points on State Diagram](https://blog.fhyzics.net/fibaar/business-analysis-terminology-top-10-best-points-on-state-diagram)

State Diagrams are a powerful tool in the field of business analysis that visually represents the behavior and flow of a system or process. They provide a clear and concise representation of various states, events, and transitions that occur within a system, enabling analysts to understand complex business processes and identify potential areas for improvement. 

By [Venkadesh Narayanan](https://blog.fhyzics.net/fibaar/author/venkadesh-narayanan)

 In: [Business Analysis](https://blog.fhyzics.net/fibaar/tag/business-analysis) 

[**](https://blog.fhyzics.net/fibaar/business-analysis-terminology-top-10-best-points-on-state-diagram)

<https://blog.fhyzics.net/fibaar/business-analysis-terminology-top-10-best-points-on-stakeholder-list>

- [**](https://www.facebook.com/sharer/sharer.php?u=https://blog.fhyzics.net/fibaar/business-analysis-terminology-top-10-best-points-on-stakeholder-list&title=Business%20Analysis%20Terminology:%20Top%2010%20Best%20Points%20on%20Stakeholder%20List&description=Here%20is%20the%20top%20ten%20facts%20on%20the%20business%20analysis%20technique%20–%20%20Top%2010%20Best%20Points%20on%20Stakeholder%20List.%20A%20quick%20reference%20for%20your%20business%20analysis%20interviews,%20training,%20and%20certifications. )
- [**](https://twitter.com/intent/tweet?source=https://blog.fhyzics.net/fibaar/business-analysis-terminology-top-10-best-points-on-stakeholder-list&text=Business%20Analysis%20Terminology:%20Top%2010%20Best%20Points%20on%20Stakeholder%20List%20-%20https://blog.fhyzics.net/fibaar/business-analysis-terminology-top-10-best-points-on-stakeholder-list)
- [**](http://www.linkedin.com/shareArticle?mini=true&url=https://blog.fhyzics.net/fibaar/business-analysis-terminology-top-10-best-points-on-stakeholder-list&title=Business%20Analysis%20Terminology:%20Top%2010%20Best%20Points%20on%20Stakeholder%20List&summary=Here%20is%20the%20top%20ten%20facts%20on%20the%20business%20analysis%20technique%20–%20%20Top%2010%20Best%20Points%20on%20Stakeholder%20List.%20A%20quick%20reference%20for%20your%20business%20analysis%20interviews,%20training,%20and%20certifications. )

## [Business Analysis Terminology: Top 10 Best Points on Stakeholder List](https://blog.fhyzics.net/fibaar/business-analysis-terminology-top-10-best-points-on-stakeholder-list)

 

Comprehensive Stakeholder Identification: Creating a stakeholder list is a critical first step in business analysis. It involves identifying all individuals, groups, or organizations that have an interest or are affected by a project or business. A comprehensive stakeholder list ensures that no relevant stakeholders are overlooked. 

By [Venkadesh Narayanan](https://blog.fhyzics.net/fibaar/author/venkadesh-narayanan)

 In: [Business Analysis](https://blog.fhyzics.net/fibaar/tag/business-analysis) 

[**](https://blog.fhyzics.net/fibaar/business-analysis-terminology-top-10-best-points-on-stakeholder-list)

## Become a Certified Business Analysis Professional

Schedule a Demo with the Business Analysis Faculty

[![Schedule a Meeting](https://no-cache.hubspot.com/cta/default/3112120/94d7b671-818c-44de-b56d-bb11ebf495c2.png)](https://cta-redirect.hubspot.com/cta/redirect/3112120/94d7b671-818c-44de-b56d-bb11ebf495c2)

Join Our NewsLetter

## **subscribe newsletter**

![16](https://cdn2.hubspot.net/hub/5152923/hubfs/HP_Theme/images/16.jpg?width=3953&name=16.jpg "16")

![Fhyzicslogoimage](https://blog.fhyzics.net/hs-fs/hubfs/Fhyzicslogoimage.png?width=70&name=Fhyzicslogoimage.png "Fhyzicslogoimage")

Fhyzics Business Consultants Private Limited specialises in Consulting, Certifications, Executive Development Programs and Conferences in Supply Chain Management, New Product Development and Business Analysis domains.

## Quick Links

## Contact us

[Certifications@Fhyzics.Net](mailto:Certifications@Fhyzics.Net)  
[+91-900-304-9000](https://blog.fhyzics.net/fibaar/9003049000)

- [Facebook](https://www.facebook.com/Fhyzics.India/)
- [Twitter](https://twitter.com/fhyzicsindia?lang=en)
- [Linkedin](https://www.linkedin.com/company/fhyzics-business-consultants-pvt-ltd-/)
- [Pinterest](https://in.pinterest.com/Fhyzics/)

Copyright © 2026 Fhyzics Business Consultants Pvt. Ltd. All Rights Reserved.