IIBA Ottawa-Outaouais Chapter

ECBA™/CBAP®/CCBA® Study GroupOctober 2018

Nancy Beatson, CBAP

2

Session Date Chapter Topic

1 Sep 25 1

2

Introduction BA Key Concepts

2 Oct 23 3 BA Planning & Monitoring

3 Nov 27 4 Elicitation & Collaboration

4 Dec 12 5 Requirements Life Cycle Management

5 Jan 22 6 Strategy Analysis

6 Feb 26 7 Requirements Analysis & Design Definition

7 Mar 26 (tent.) 8 Solution Evaluation

8 Apr 23 (tent.) 9 Underlying Competencies

9 May 28 (tent.) 10 Techniques

10 Jun 25 (tent.) 11 PerspectivesEnd-of-Session Game

2018/2019 Study Group

Agenda

1 Introductions10

min

2 Chapter 3: BA Planning and Monitoring30

min

4 7 Steps to Passing the CBAP® or CCBA® Exam15

min

6 Pop Quiz10

min

5 Upcoming Events for BAs5

min

3 Technique Spotlight15

min

1 Introductions

• Name• (Opt) Current assignment, project,

activity • Your stage in the BA certification

process:

❑My exam is booked!

❑All registered… just studying

❑Thinking about it

❑Business analysis? What’s business analysis?

Introductions

3 Chapter 3: BA Planning and Monitoring

3.1 Plan Business Analysis Approach

3.2 Plan Stakeholder Engagement

3.3 Plan Business Analysis Governance

3.4 Plan Business Analysis Information Management

3.5 Identify Business Analysis Performance Improvements

Business Analysis Core Concept Model™ (BACCM™)

3.1 Plan Business Analysis Approach

• Defines how business analysis will be conducted

• Describes overall methods to be used, tasks to be performed and deliverables to be produced

3.1 Plan Business Analysis Approach

3.1 Plan Business Analysis Approach

3.2 Plan Stakeholder Engagement

• Plan how to establish and maintain effective working relationships with stakeholders

• Identify the relevant stakeholders

– Roles

– Attitudes

– Decision-making authority

– Level of power or influence

3.2 Plan Stakeholder Engagement

3.3 Plan Business Analysis Governance

• Defines how decisions will be made about requirements and designs, reviews, change control, approvals and prioritization

3.3 Plan Business Analysis Governance

Brainstorming Used to generate an initial list of potential stakeholder names who may need

approval roles in the defined governance process.Document

Analysis

Used to evaluate existing governance processes or templates.

Interviews Used to identify possible decision-making, change control, approval, or

prioritization approaches and participants with an individual or small group.Item Tracking Used to track any issues that arise when planning a governance approach.

Lessons Learned Used to find if past initiatives have identified valuable experiences with

governance that can be leveraged on current or future initiatives.Organizational

Modelling

Used to understand roles/responsibilities within the organization in an effort to

define a governance approach that involves the right stakeholders.

Process

Modelling

Used to document the process or method for governing business analysis.

Reviews Used to review the proposed governance plan with key stakeholders.

Survey or

Questionnaire

Used to identify possible decision-making, change control, approval, or

prioritization approaches and participants.

Workshops Used to identify possible decision-making, change control, approval, or

prioritization approaches and participants within a team setting.

3.3 Plan Business Analysis Governance - Techniques

3.4 Plan BA Information Management

• How BA information will be stored and accessed

• Comprised of all the information the BA elicits, creates, compiles and disseminates in the course of performing business analysis –examples?

3.4 Plan BA Information Management

3.4 Plan BA Information Management –Requirement Attributes

CARA’S SOUPS

Absolute reference

Author Complexity Ownership Priority Risks Source Stability Status Urgency

Some use this mnemonic to

remember

3.5 Identify BA Performance Improvements

• Assess how well business analysis is being performed

• Identify improvements to be made

3.5 Identify BA Performance Improvements

3 Technique Spotlight

10.18 Estimation

10.26 Item Tracking

10.35 Process Modelling

3 Technique Spotlight

10.18 Estimation

10.18 EstimationPurpose To forecast the cost and effort involved in pursuing a course of action

Can be used in the following

Knowledge Areas and Tasks:

BA Planning and Monitoring (3.1, 3.2, 3.3)

Elicitation and Collaboration (4.1, 4.2, 4.3)

Requirements Life Cycle Management (5.2, 5.4)

Strategy Analysis (6.1, 6.2)

Requirements Analysis and Design Definition (7.3, 7.5)

Solution Evaluation (8.4)ELEMENT: Estimation Methods • Top-down

• Bottom-up

• Parametric Estimation

• Rough Order of Magnitude (ROM)

• Rolling Wave

• Delphi

• PERTELEMENT: Information Sources Analogous Situation

Organization History

Expert JudgementOther ELEMENTs: Accuracy, Precision, Reliability, Contributors

10.18 Estimation – Example using PERT

INITIATIVE: Acme Brewing Co. has been in the business of creating beers of distinction for over 100 years. With recent changes in legislation to permit in-store brewing, the company is looking to improve efficiencies and reduce the costs in its operations in order to compete with smaller retailers

ESTIMATE the time needed to develop a business case to address Acme Brewing Co.’s needs using the Program Evaluation and Review Technique (PERT)

• MO (Most Optimistic) = 5 days• ML (Most Likely) = 12 days• MP (Most Pessimistic) = 21 days

• Plugged into algorithm (MO + 4ML + MP)/6 = (5 + 4(12) + 21) / 6 = (5 + 48 + 21)/6 = 74/6 = 12.33

Therefore the estimated (expected) time to develop the business case = 12.33 days

Strengths Weaknesses

• Estimates only as good as the knowledge level of the elements being estimated

• Without local/org knowledge, estimates can vary widely from actuals

• Using only 1 estimation method may lead to unrealistic expectations

10.18 Estimation – Usage Considerations

• Provides a rationale

• Basis upon which a change can be budgeted/scheduled

• Updating (refining) the estimates during the initiative increases confidence

• Team of knowledgeable estimators better than single individual

3 Technique Spotlight

10.26 Item Tracking

10.26 Item TrackingPurpose To capture and assign responsibility for issues and stakeholder

concerns that pose an impact to the solution.Can be used in the following

Knowledge Areas and Tasks:

BA Planning and Monitoring (3.1, 3.2, 3.3, 3.4, 3.5)

Requirements Life Cycle Management (5.3, 5.4, 5.5)

Strategy Analysis (6.1)

Requirements Analysis and Design Definition (7.2, 7.3)

Solution Evaluation (8.3, 8.4)

ELEMENT: Item Record • Item Identifier

• Summary

• Category

• Type

• Date Identified

• Identified By

• Impact

• Priority

• Resolution Date

• Owner

• Resolver

• Agreed Strategy

• Status

• Resolution Updates

• Escalation Matrix

Other considerations Item Management

Metrics

10.26 Item Tracking – ExampleItem Identifier

Summary Category Type Date Identified

Identified By

Impact Priority Owner Resolver Agreed Strategy

Status

001

GoC Cloud Adoption Strategy may impact our current solution strategy… may require us to add “Cloud” as solution option for consideration

Policy Risk Feb. 14, 2008 J. Smith TBD High W. Jones OPEN

002

003

Strengths Weaknesses

• Must ensure that time spent tracking items does not outweigh the benefits realized

• Stakeholder effort might be better spent on other work

10.26 Item Tracking – Usage Considerations

• Ensures stakeholder concerns and issues are captured, tracked and resolved

• Permits stakeholders to rank the importance of outstanding items

3 Technique Spotlight

10.35 Process Modelling

10.35 Process ModellingPurpose A standardized graphical model used to show how work is carried out and is the

foundation for process analysis.Can be used in the

following Knowledge

Areas and Tasks:

BA Planning and Monitoring (3.1, 3.2, 3.3, 3.4, 3.5)

Elicitation and Collaboration (4.2)

Requirements Life Cycle Management (5.2)

Strategy Analysis (6.2,6.4)

Requirements Analysis and Design Definition (7.1)

Solution Evaluation (8.4)Key elements of

process models

• Activity• Event• Directional Flow• Decision Point• Link• Role

Models and

Notations

• Flowcharts and Value Stream Mapping (VSM)

• Data Flow diagrams

• Unified Modelling Language (UML) diagrams

• Business Process Model and Notation

(BPMN)

• Integrated DEFinition (IDEF) notation

• Input, Guide, Output,

Enabler (IGOE) diagrams

• Supplier, Input, Process,

Output, Consumer (SIPOC)

• Value Stream Analysis

10.35 Process Modelling – UML Example

10.35 Process Modelling – BPMN Example

10.35 Process Modelling – VSM Example

Strengths Weaknesses

• Project time may not be allocated to developing process models

• Can become complex if not structured carefully

• Complex processes are difficult to model

• Problems not always evident in high-level models

• Models quickly become obsolete in a dynamic environment

10.35 Process Modelling – Usage Considerations

• Easily understood

• Different perspectives possible

• Effective to demonstrate large number of scenarios

• Helps to identify stakeholders

• Highlights pain points (to improve)

• Can be used as a baseline for improvement

• Provides documentation of processes

4 7 Steps to Passing the CBAP® or CCBA® Exam*

#1 — Obtain and Skim the BABOK® v3

#2 — Apply for the Exam

#3 — Read the entire BABOK®

#4 — Absorb the BABOK®

#5 — Take Practice Exam Questions

*https://www.modernanalyst.com/Resources/Articles/tabid/115/ID/3430/Seven-Steps-to-Passing-the-CBAP-or-CCBA-Exam-A-Foolproof-Plan.aspx (Accessed October 2018)

#6 — Do Final Preparation

#7 — Do a “Brain Dump” then Pass the Exam

7 Steps to Passing the CBAP® or CCBA®

#1: Obtain and Skim the BABOK® v3– Familiarize yourself with BABOK terms

– Understanding of KAs and Tasks important for exam application

– Softcopy free for IIBA members

– Hardcopy can be purchased online via retailers

– EEPs may provide a hardcopy during certain courses, e.g. CBAP Boot Camp

37

7 Steps to Passing the CBAP® or CCBA®

#2: Apply for the Exam– Familiarize yourself with exam prerequisites:

• # hrs of professional business analysis experience

• # hrs demonstrated experience aligned to KAs

• # hrs BA professional development

• Minimum high school education

• 2 work references

– Pay application fee

– Agree to IIBA Code of Conduct

– Submit application & await approval (~21 days)

38

7 Steps to Passing the CBAP® or CCBA®

#3: Read the entire BABOK®

– Read the entire book (not necessarily in one sitting) before doing any other preparation

– Take notes as you go

– Business analysis is iterative and non-linear, therefore pick your favourite KA first then concentrate on others

– 6 KAs / 32 tasks / 50 techniques / 5 perspectives

39

7 Steps to Passing the CBAP® or CCBA® #4: Absorb the BABOK®Study according to your learning style – choose a method or several methods that suit you:

– For some, reading and rereading the BABOK– For others, using a study guide (tips and tricks)– For others, attending study groups– For others, answering exam questions– For others, attending classes– For others, individual study– Consider flash cards for BABOK terminology new to you

(premade, online or homemade will do)

40

7 Steps to Passing the CBAP® or CCBA®

#5: Take Practice Exam Questions

– In this phase, begin practicing exams

– Take numerous quizzes and exams

– Track your progress

– Revisit KAs that you are not scoring well on

– Consider online exam simulators

– Do a few timed simulations to check your speed

41

7 Steps to Passing the CBAP® or CCBA®

#6: Do Final Preparation

– Focus on areas you have had trouble with

– Further study and practice questions on these areas

– Get a good sleep the night before the exam:

“REST WELL = TEST WELL”

42

7 Steps to Passing the CBAP® or CCBA® #7: Do a “Brain Dump” then Pass the ExamOn the day of the exam:

– Eat a nutritious breakfast or lunch– Drink enough water… but not too much– Allow plenty of time to get to the exam location– “brain dump” just before the start of the exam (inside

the exam room) – helps to clear your brain, reduce test anxiety and can serve as a reference during your exam

– Don’t be intimidated by the first questions

43

5 Upcoming Events for BAs

Upcoming Events:

– (Nov 17) Skills Workshop: Introduction to Discovery Driven Innovation

• Saturday, Nov 17, 2018 - 8:15 am to 4:30 pm• Cartier Place Suite Hotel, 180 Cooper Street, Ottawa, Ontario

– (Nov 20) November Chapter Meeting• Tuesday, Nov 20, 2018 - 5:00 to 7:30 pm• Feature Presentation: Role of a BA in a World of Artificial Intelligence• Ottawa Police Association, 141 Catherine St, Ottawa

– (Nov 27) November Study Group Session• Tuesday, Nov 27, 2018 - 6:00 to 7:30 pm• Chapter 4 – Elicitation and Collaboration

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

6 Pop Quiz

• 10 questions

• Open-book

• Hand back your quiz (earn PDUs)

• 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

53

*http://www.iiba.org/certification-handbook/ccba-blueprint.htmhttp://www.iiba.org/certification-handbook/cbap-exam.htm

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®

IIBA Certification Program: 4 Levels

Entry Certificate

in Business

Analysis™

(ECBA™)

Certification of

Capability in

Business Analysis™

(CCBA®)

Certified Business

Analysis

Professional™

(CBAP®)

Certified Business

Analysis Thought

Leader™

(CBATL™)

Exam Yes Yes Yes ?

Work

Experience

No 3750 hrs

in past 7 yrs

7500 hrs

in past 10 yrs

?

Professional

Development

hours

21

in past 4 yrs

21

in past 4 yrs

35

in past 4 yrs

?

Intended for New grads,

people changing

careers

Doers, perform BA

with competency

Influencers,

influences decisions

to deliver value

Thought Leaders, giving

back to the community,

shaping the profession

• Fees (refer to http://www.iiba.org/Certification-Recognition/Certification/pricing.aspx)

Need more information on certification?

• IIBA Mult-Level Certification Handbook

– refer to http://www.iiba.org/certification-handbook/intro-cert-framework-intro.htm

• IIBA Certification Program FAQs

– refer to http://www.iiba.org/Certification-Recognition/Certification-FAQs.aspx