If you read the article I linked to in my last post you read that Peter Morris thinks the PMBOK is too limited and that a more holistic framework of managing projects for success is required.He believes the body of knowledge must go beyond the pure PM techniques and include what is necessary for success for it to be a truly useful PMBOK.
Extending the idea further for business analysts;
Is the IIBA making a mistake by constraining the BABOK to what is unique about the role. Is it unique anyway - see the SWEBOK as an example of overlap. Shouldn't the IIBA work out what the key success criteria are for BAs and make that the foundation of the BABOK?
