IIBA Ottawa-Outaouais Chapter

ECBA™/CBAP®/CCBA® Study GroupMarch 2019

Nancy Beatson, CBAP

2

Session Date BABOK Chapter

Topic

1 Tuesday, Sep 25th 1

2

Introduction BA Key Concepts

2 Tuesday, Oct 23rd 3 BA Planning & Monitoring

3 Tuesday, Nov 27th 4 Elicitation & Collaboration

4 Wednesday, Dec 12th 5 Requirements Life Cycle Management

5 Tuesday, Jan 22nd 6 Strategy Analysis

6 Tuesday, Feb 26th 7 Requirements Analysis & Design Definition

7 Tuesday, Mar 26th 8 Solution Evaluation

8 Tuesday, Apr 23rd 9 Underlying Competencies

9 Tuesday, May 28th 10 Techniques

10 Tuesday, June 25th 11 PerspectivesEnd-of-Session Game

2018/2019 Study Group

NOTE: Location Change!

Agenda

1 Introductions10

min

2 Chapter 8: Solution Evaluation35

min

4 Exam Study Tips10

min

6 Quiz15

min

5 Upcoming Events for BAs5

min

3 Technique Spotlight15

min

1 Introductions

• Your Name

• Optionally:

– Current assignment or activities

– Your stage in the BA certification process

Introductions

Solution Evaluation

Transition Requirements

2 Chapter 8: Solution Evaluation

Requirements Analysis &

Design Definition

Strategy Analysis

Business Requirements

Stakeholder Requirements

Functional [Solution]

Requirements

Non-Functional [Solution]

Requirements

Change

Need

Solution

Stakeholders

Value

Context

Determine if a solution is delivering potential value

Elicit information from stakeholders about solution performance and value delivery

Recommend a change to the solution or the enterprise in order to realize a solution’s potential value

Assess solution performance to see if it is delivering the potential value

Determine solution performance measures and limitations within the context of the project and the enterprise

Evaluate how a solution or solution component is fulfilling a business need

Core Concept The Business Analyst’s Responsibilities

BACCM™

3 Chapter 8: Solution Evaluation

8.1 Measure Solution Performance

8.2 Analyze Performance Measures

8.3 Assess Solution Limitations

8.4 Assess Enterprise Limitations

8.5 Recommend Actions to Increase Solution Value

8.1 Measure Solution Performance

• Why measure solution performance?

• What does BABOK® state are the 2 key inputs to this task?

• Can Solution Performance be performed on any solution?

8.1 Measure Solution Performance

What are the steps?

1. Define solution performance measures

2. Validate solution performance measures

3. Collect solution performance measures

8.2 Analyze Performance Measures

• Purpose: “To provide insights into the performance of a solution”

• What options does the BA have if the measures are not sufficient to help stakeholders determine solution value?

8.2 Analyze Performance Measures

• What are the inputs to analyzing performance measures?

– Solution Performance Measures

– Potential value

• Discuss “quantitative” vs “qualitative” solution performance measures

8.3 Assess Solution Limitations

• What is the purpose?

• Discuss technique: Root Cause Analysis

– What are the four main activities of RCA, according to the BABOK?

– Name two methods used for RCA

8.3 Assess Solution Limitations

What are some examples of solution components?

8.4 Assess Enterprise Limitations

• Purpose: To determine how factors external to the solution are restricting value realization

• Which enterprise factors may limit value realization?– Enterprise culture

– Stakeholder impact

– Organizational structure changes

– Operational

8.4 Assess Enterprise Limitations

8.5 Recommend

Actions to

Increase

Solution Value

Where were these defined?

8.5 Recommend Actions to Increase Solution Value

Common Solution Recommendations:

Do nothingOrganizational

Change

Reduce Interface

Complexity

Eliminate Redundancy

Avoid WasteIdentify

Additional Capabilities

Retire the Solution

3 Technique Spotlight

10.1 Acceptance and Evaluation Criteria

10.28 Metrics and Key Performance Indicators

10.27 Lessons Learned

3 Technique Spotlight

10.1 Acceptance and Evaluation Criteria

Acceptance Criteria

❑Minimal set of requirements that must be met by a single solution to be considered acceptable

❑ Defined early in the project life cycle and must be met by the solution

❑ Test cases important

Evaluation Criteria

❑ Set of requirements used to choose between multiple solutions to a particular problem

❑ Typically used for scoring

❑ Are prioritized before use

❑ Used to rank solutions using a pre-established scale (e.g. weighting)

10.1 Acceptance and Evaluation Criteria

10.1 Acceptance and Evaluation Criteria

• Strengths:– Acceptance criteria used in Agile methodologies

– Acceptance criteria necessary for contractual obligations

– Evaluation criteria assists with delivering expected ROI

– Evaluation criteria helps define priorities

• Limitations:– Acceptance criteria may be tied to contractual obligations and be

therefore difficult to change

– Agreement on evaluation criteria may be difficult among stakeholders who have diverse needs

10.1 Acceptance and Evaluation Criteria – Usage Considerations

• See attached

10.1 Acceptance and Evaluation Criteria - EXAMPLE

3 Technique Spotlight

10.28 Metrics and Key Performance Indicators

10.28 Metrics and Key Performance Indicators

- Purpose: to measure the performance of solutions, solution components, and other matters of interest to stakeholders

- Metrics & Reporting: key components of monitoring and evaluation

- Metric – quantifiable level of an indicator used to measure progress

- KPI – a metric that measures to progress toward a strategic goal or objective

METRICS – Examples

❑ Revenue per Employee

❑ Productivity

❑ Turnaround Time

❑ Budget Variance

KPIs – Examples

❑ Profit

❑ Cost of Goods Sold

❑ Sales by Region

❑ Employee Turnover Rate

10.28 Metrics and Key Performance Indicators

• Strengths:– Allows stakeholders to understand extent to which a solution meets an

objective

– Facilitates alignment of goals to objectives, solutions, tasks, etc.

• Limitations:– Overhead involved in gathering excessive amounts of data above what

is required; may distract project members

– May collect too much data and not generate useful reports for timely action

10.28 Metrics and Key Performance Indicators – Usage Considerations

10.28 Metrics and Key Performance Indicators – KPI EXAMPLE

*Source: https://www.clearpointstrategy.com/what-is-a-kpi-report-how-do-i-create-one/, ClearPoint Strategy (Accessed March 2019)

3 Technique Spotlight

10.27 Lessons Learned

10.27 Lessons Learned

- Purpose: to compile and document successes, opportunities for improvement, failures, and recommendations for improving the performance of future projects or project phases

- Done in sessions

- Also known as “retrospective”

- Helpful at milestones; build on future phases

- Can be done formally or informally

- If noteworthy success, a celebration can be included

• Strengths:– Simple and effective method of identifying areas of improvement

– Reinforces positive experiences and successes

– Reduces risks for future, similar initiatives

– Can build team morale after a difficult period

• Limitations:– Honest discussion may not occur if participants try to assign blame

– Participants may be reluctant to be document and discuss problems

– Facilitation required to ensure that discussions remain on improvement opportunities

10.27 Lessons Learned – Usage Considerations

10.27 Lessons Learned - EXAMPLE

• See attached

4 Exam Study Tips

*Source: https://watermarklearning.leadpages.net/cbap-ccba-resource-guide/, Watermark Learning, 2015 (Accessed March 2019)

CBAP Resource Guide*

• See attached

5 Upcoming Events for BAs

Upcoming Events:

Apr 16 Chapter Meeting: “Identity and Access Management”• Tuesday, Apr 16, 2019 - 5:00 to 7:00 pm• Ottawa Police Association, 141 Catherine St., Ottawa

• Admission: $11 (IIBA members) | $16 (Non-members)

Apr 23 Study Group Session: “Underlying Competencies”• Tuesday, Apr 23, 2019 - 6:00 to 7:30 pm. • **LOCATION CHANGE: TEKSystems, 123 Slater St. 10th Floor, Suite 1000,

Ottawa• Please arrive before 6:15 p.m. so that you may be escorted to the

meeting space• Admission: FREE

More info available at: www.ottawa-outaouais.iiba.org

6 Pop Quiz

• 10 questions

• Open-book

• Hand back your quiz (to earn 1.5 PD hrs)

• Make note of or take a photo of your answers if you want to grade yourself

QUIZ REVIEW

– How’d you do?

Study group materials are available for download at the Ottawa-Outaouais Chapter website

– https://ottawa-outaouais.iiba.org/ecbar-ccbar-cbapr-study-groups

Get on the Chapter Mailing List

From the IIBA Ottawa-Outaouais homepage, go to ottawa-outaouais.iiba.org → News →Newsletter Subscription

https://ottawa-outaouais.iiba.org/newsletter-subscription

Questions?

certification@ottawa-outaouais.iiba.org

SUPPLEMENTAL SLIDES

Chapter 7: BACCM™

Core Concept During Requirements Analysis and Design Definition, business

analysts...Change transform elicitation results into requirements and designs to define the

changeNeed analyze the needs & recommend a solution that meets those needs.

Solution define solution options & recommend the one offering the most value to

the business

Stakeholder tailor the requirements & designs so that each stakeholder group can

understand& use them

Value analyze and quantify the potential value of the solution options

Context model and describe the context in formats that are understandable and

usable by all stakeholders

> Chapter 7 – Business Analysis Value Spectrum

Eligibility: ECBA

• Minimum of 21 hours professional development in last 4 yrs

Eligibility: CCBA

• Minimum of 3,750 hours of BA work experience in last 7 yrs; of these: – 900 hours must be completed in 2 of the 6 BABOK® Knowledge Areas

– OR

– 500 hours must be completed in 4 of the 6 BABOK® Knowledge Areas

• Minimum of 21 hours professional development in last 4 yrs

• References

Eligibility: CBAP

• Minimum of 7,500 hours of BA work experience in last 10 yrs; of these:– 900 hours must be in 4 of the 6 BABOK® Knowledge Areas

• Minimum of 35 hours professional development in last 4 yrs

• 2 references *Source: (Accessed January 2019) https://www.iiba.org/certification/core-business-analysis-certifications/ecbahttps://www.iiba.org/certification/core-business-analysis-certifications/ccba https://www.iiba.org/certification/core-business-analysis-certifications/cbap

49

*Source: (Accessed January 2019)https://www.iiba.org/certification/core-business-analysis-certifications/ccba https://www.iiba.org/certification/core-business-analysis-certifications/cbap

12%

20%

18%

12%

32%

6%

14%

12%

15% 15%

30%

14%

0%

5%

10%

15%

20%

25%

30%

35%

Business AnalysisPlanning andMonitoring

Elicitation andCollaboration

Requirements LifeCycle Management

Strategy Analysis Requirements Analysisand Design Definition

Solution Evaluation

Exam Blueprint - CCBA & CBAP*

CCBA® CBAP®

*Source: https://www.iiba.org/certification/certification-fees/ (Accessed January 2019)

Need more information on certification?

• IIBA Core Business Certifications

– refer to https://www.iiba.org/certification/core-business-analysis-certifications/

• IIBA Certification Program FAQs

– refer to https://www.iiba.org/certification/certification-faq/