Techniques BABOK Guide v3, 10.31
Observation
In short Observation means watching people do their actual work, in their actual environment, and recording what you see. It reveals the steps, tools, interruptions, and workarounds that people forget to mention or do not think are worth saying in an interview.
Based on: IIBA, BABOK® Guide v3, technique 10.31 “Observation”; D. Paul, D. Yeates, J. Cadle (eds.), Business Analysis (BCS), 2nd ed., ch. 5; business analysis training materials (module on elicitation and collaboration).
On this page
What it is#
Observation elicits information by watching activities and their context. The BABOK Guide presents it as a basis for identifying needs, understanding how processes really run, and assessing performance.
There are two approaches:
- Active observation — you interact while the person works: ask questions, ask them to explain or to think aloud. You learn the reasons behind actions, but you interrupt the flow.
- Passive observation — you only watch and take notes, and keep your questions for the end. The work stays closer to normal, but you see actions without explanations.
The BCS book Business Analysis (ch. 5) adds a second dimension: how deep you go.
- Formal observation — you watch a specific task being done. Quick, but people may show the “official” way of working if they see you as someone from management.
- Protocol analysis — the person performs the task and says each step aloud, usually two or three times. It is designed to surface skills that have become automatic and are hard to explain afterwards.
- Shadowing — you follow one person for a day or two to understand the whole role, not one task. The longer you stay, the better the rapport and the fuller the picture.
- Ethnographic study — weeks or months inside the environment, until people stop performing for the observer. It gives the deepest view of unwritten rules and culture, but rarely fits a project budget.
The training materials list the strengths: observation gives a realistic, practical picture of the work; it uncovers tasks nobody wrote down and the workarounds people invent; and it allows an objective comparison of actual performance against standards.
When to use it#
- People find it hard to describe their work because it has become routine.
- You suspect that the documented procedure differs from what really happens.
- The environment matters: noise, interruptions, gloves, shared devices, poor signal.
- You need to check how an existing solution performs in daily use. The BABOK Guide uses observation in elicitation (task 4.2 Conduct Elicitation) and also when measuring and analyzing solution performance.
When to use something else. The training materials name the limits: observation can slow down the person being watched and may be seen as intrusive or as an evaluation; people may behave differently when watched; it takes a lot of time; and it does not work for mental activity such as analysis or decision-making, where there is nothing visible to see. For knowledge work, use interviews, think-aloud sessions on real cases, or document analysis. For rare events, you may wait days for nothing; ask people to walk you through a recent case instead.
How to do it#
Before the session
- Set the objective. Write down which process or questions you want to understand.
- Choose whom and when. Include experienced and newer staff, and busy as well as quiet periods. Plan to watch at least two people doing the same job so you can compare.
- Choose active or passive, or plan both: passive in rush hours, active when it is calm.
- Get agreement from the manager and the participant. As the training materials advise, explain the purpose, make clear that you are studying the process, not judging the person’s performance, tell them they can stop the session at any time, and, for active observation, ask them to think aloud.
- Prepare an observation sheet and a short list of questions.
During the session
- Record what happens: typical and unusual steps, tools and documents used, how long things take, interruptions, errors, and workarounds. Write facts and interpretations in separate columns.
- Ask your prepared questions at natural pauses (active), or note them for later (passive). Do not interrupt critical moments.
After the session
- Write up your notes the same day, while details are fresh.
- Confirm with the participant. Check that you understood correctly and ask why they did certain things.
- Compare across sessions to find common patterns, differences, and trends. Feed the results into process models, requirements, and the item log.
Example#
The Workshop is a fictional chain of 12 bike-repair workshops. In interviews, front-desk staff described their job as “taking bookings and handing bikes back”. The analyst then spends a Saturday morning at the front desk of one workshop (passive, because it is busy) and a quiet Tuesday at another (active).
Extract from the observation sheet:
| Time | Step or action | Tool or document | Duration | Notes | Question for later |
|---|---|---|---|---|---|
| 09:12 | Customer phones: “Is my bike ready?” | Phone | 1 min | Clerk goes into the workshop to ask a mechanic | How often per day? |
| 09:15 | Writes a call-back promise | Paper notebook | 30 s | Notebook not shared with the other clerk | Who checks the notebook? |
| 09:40 | Mechanic sends a photo of a worn chain to the customer | Mechanic’s own phone, messenger app | 3 min | Unofficial; customer approves extra work in chat | Is this allowed? Who records the price? |
None of this appeared in the interviews. The comparison across both workshops shows the same pattern: status questions take front-desk time, and mechanics already ask customers to approve extra work by photo, with no record of the agreed price. Two requirements follow: mechanics update repair status from the workshop floor, and extra-work approval with a photo becomes an official, recorded step.
Common mistakes#
- Not explaining the purpose → people feel evaluated and change their behavior. Explain, and stay long enough for them to get used to you.
- One person, one day → you may see an untypical day. Observe several people and periods.
- Interpreting while recording → note facts first and interpret afterwards.
- Interrupting at critical moments → hold questions for natural pauses.
- Treating what you saw as “the process” → confirm your notes with participants and compare sessions.
- Using it for invisible work → combine with interviews or think-aloud sessions.
- Underestimating time → budget for preparation, sessions, and write-up.
Template#
**Session:** <date, location, role observed, observer>
**Approach:** active / passive
**Objective:** <what you want to learn>
| Time | Step or action | Tool or document | Duration | Notes (issue, workaround, interruption) | Question for later |
|------|----------------|------------------|----------|------------------------------------------|--------------------|
| | | | | | |
**After the session**
- Confirmed with participant: yes / no
- Key findings:
- Items for the log:
Checklist#
- Objective and processes to observe written down
- Participants and times chosen to include typical and busy periods
- Manager and participant agreed; purpose explained
- Observation sheet and questions prepared
- Facts recorded separately from interpretations
- Notes written up and confirmed with the participant
- Findings compared across sessions and fed into models or requirements
Sources and further reading#
- IIBA. A Guide to the Business Analysis Body of Knowledge (BABOK® Guide), version 3. International Institute of Business Analysis, 2015. Technique 10.31 “Observation”.
- D. Paul, D. Yeates, J. Cadle (eds.). Business Analysis, 2nd ed. BCS, The Chartered Institute for IT, 2010, ch. 5 (observation variants).
- Business analysis training materials (module on elicitation and collaboration).