CBAP (Certified Business Analysis Professional): What, Why

CBAP (Certified Business Analysis Professional): What, Why and How

Presentation by Richard Larson, PMP, CBAP, from Watermark Learning

June 21st, 20075:30pmRegistration and Networking6:00pm Presentation7:00pm Questions and Discussion

Hosted by:Consulting Matters and Solutia Consulting Inc.

Please do not distribute this information.

Speaker Bio:As President and Founder of Watermark Learning (www.watermarklearning.com), Richard Larson, PMP, CBAP, has nearly 30 years of experience in business analysis, project management, training/consulting & mentoring. He has presented numerous workshops, seminars, and training classes to nearly 9,000 participants on 3 different continents.

His speaking history includes: BusinessAnalyst World, ProjectWorld & World Congress for Business Analysts & local chapters of IIBA (International Institute of Business Analysis), PMI North American, European and Asia-Pacific Congresses. He has also authored and co-authored articles on business requirements analysis, business process management, and project management published worldwide in leading trade publications such as CIO Magazine, Darwin Magazine, ComputerWorld, the University of Houston book, “IT Project Management Readings,” and Certification Magazine.

Certification:What, Why, and How

Watermark Learning at a GlanceTraining organization established in 1992Offering a broad range of skill development programs:

• Business Analysis Training• Project Management Training• “Influencing Skills” Training• Speaking and Publications

Private and Public ClassesNumerous clients in many industriesIndustry Partnerships• An “original” PMI® Global Registered

Education Provider• A Charter IIBATM Endorsed Education

Provider• Offering BA and PM Masters Certificate

programs through Auburn University Auburn University

What: Describe the CBAP (Certified Business Analysis Professional) certificationWhat: Knowledge Areas of the IIBA’s BABOK (Business Analysis Body of KnowledgeTM)Why: List some benefits to having a CBAPTM

(Certified Business Analysis Professional)certificationHow: Locate the CBAP certification requirementsHow: Learn some tips to helppass the CBAP examination.

Session Objectives

Why are you interested in BA certification?What benefits do you see for being a CBAP?

Discussion

Understanding the IIBATM

IIBA Mission:Develop and maintain standards for the practice of business analysis and for the certification of its practitioners

IIBA Background:• Started October, 2003 in

Toronto• Nearly 4000 members• 70+ chapters• 30+ countries

Taken from: theiiba.org


IIBA Accomplishments:• Produced a Business Analysis Body of

Knowledge (BABOKTM) (2005)• Launched an Endorsed Education Provider

(EEP) Program (2006)• BA Task Analysis study (2006)• Created and administer a professional

certification exam, the CBAPTM (2006)• Publicly recognize those who pass the exam


IIBA defines Business Analysis as:a. Analyzing business problems and

determining which projects will best solve those problems.

b. Identifying business needs and determining solutions to business problems.

c. Verifying business requirements by ensuring the solution meets business needs.

a. Analyzing business problems and determining which projects will best solve those problems.

b. Identifying business needs and determining solutions to business problems.

c. Verifying business requirements by ensuring the solution meets business needs.

Understanding the CBAPTM

CBAPs were first certified in 2006• CBAPs are recognized experts• Play a vital role on projects• Intermediate and senior BAs; recognize

professional accomplishment• Companies can hire with more confidence

Understanding the CBAP

Certification Requirements – see FAQs• Five years (7,500 hours) of business

analysis work in the last 10 yearsexperience

• Demonstrated experience and knowledge in 4 out of 6 BABOK™ Knowledge Areas

• 21 hours of BA professional development in last 4 years

• Minimum high schooleducation

• Two references

Fees:• $450-members, $575 non-members• $250 re-take charge, $375-non-members• $125 of fee is non refundable

3-Month Wait to Re-take ExamRe-Certification Requirements

• Maintain Continuing Development Units (CDUs) to re-certify

• 3 Year period to re-certify• More to be announced later in 2007



Note: you need application approved before scheduling exam

Application process is rigorous!Application Tips (see Handbook on web)• Tip: don’t stress exact hours or even the

dates if unavailable. Approximate is OK.• Tip: make repetitious parts of the

application electronic• Tip: use template for projects

and hours*

* See us for a copy of one

Understanding the CBAP Exam

Comprised of 150 multiple choice questionsEach multiple choice question has 4 possible answersExam duration is 3 hours• Tip: OK to write in booklet,

so start exam by listing itemsyou have memorized

Source: IIBA.

Understanding the CBAP Exam

Currently paper exams only in a proctored setting in limited citiesScoring takes 30+ daysNotifications will include information on performance by Knowledge Area for any unsuccessful candidates

Note: computer based exams will be available spring 2008

Understanding the CBAP ExamIIBA defines a Business Analyst as:a. Translates business needs into a design

that can be implemented by the development team.

b. Responds to client requests and provides solutions that best meet those needs within time and cost constraints.

c. Elicits, analyzes, communicates, and validates requirements for changes to business processes, policies, and information systems.

a. Translates business needs into a design that can be implemented by the development team.

b. Responds to client requests and provides solutions that best meet those needs within time and cost constraints.

c. Elicits, analyzes, communicates, and validates requirements for changes to business processes, policies, and information systems.

Understanding the BABOKTM

Knowledge Areas

Fundamentals

Solution Assessment& Validation

RequirementsCommunications

RequirementsAnalysis

RequirementsElicitation

Requirements Planning & ManagementEnterpriseAnalysis

Knowledge Areas

Fundamentals






BABOK = “The set of tasks, knowledge, & techniques required to identify business needs & determine solutions to business problems. Solutions often include a systems development component, but may also consist of process improvement or organizational change.” Source: IIBA

Graphic reprinted with permission, courtesy of IIBA.

Understanding the BABOKTM

Knowledge Areas

Fundamentals






Knowledge Areas

Fundamentals






Graphic reprinted with permission, courtesy of IIBA.

Tip: Next 2 areas to focus: Requirements Elicitation and Requirements Analysis

Tip: Study the most on Enterprise Analysisand Requirements Planning & Management

BABOK Terminology

Terminology Tips:• Tip: Use BABOK terms, even if they are

“wrong” ☺• Tip: Start by memorizing the KAs

(Knowledge Areas)• Tip: Memorize Tasks within the KAs• Tip: Pick KAs with only a few tasks to start

with (e.g., EA, Elicit).

BABOK TerminologyIIBA defines a Requirement as:a. A condition or capability needed by a

stakeholder to solve a problem or achieve an objective.

b. A condition or capability of a product or solution that documents a problem or objective of the business.

c. A need or necessary feature of a system that could be sensed from a position anywhere within the system.

a. A condition or capability needed by a stakeholder to solve a problem or achieve an objective.

b. A condition or capability of a product or solution that documents a problem or objective of the business.

c. A need or necessary feature of a system that could be sensed from a position anywhere within the system.

Enterprise Analysis

Knowledge Areas

Fundamentals






Knowledge Areas

Fundamentals






Identify business opportunities through feasibility studies, creating business cases, cost/benefit analysis, etc.See big picture through building the Business Architecture framework and then integrate requirements into itFacilitate the optimum project investment path for the enterpriseGoal: provide a context / foundation for evaluating future projects,issues, and changes.

Enterprise Analysis

Business Analysis activities that take place to:

Enterprise Analysis

Creating and Maintaining Business Architecture

Conducting Feasibility Studies

Determining Project Scope

Preparing the Business Case

Conducting Initial Risk Assessment

Preparing the Decision Package

Requirements Planning and ManagementKnowledge Areas

Fundamentals






Knowledge Areas

Fundamentals






Planning and managing requirements activitiesthroughout the “requirements process”Identifies activities and deliverablesPlans how changes are controlled and managedBegins prioritizing requirementsGoal: organized requirements effort (resources, monitoring, project coordination, and changes).

Requirements Planning & Management

Business Analysis resources and tasks for:

Planning Considerations

Risk Approach

Team Project Roles

Identify & Document Project Team Roles & Responsibilities

Identify, Describe, and Categorize Stakeholders

Divide Work amongst a Business Analyst Team

Define Requirements Risk Management Approach

Identify Requirements Risks

Identify Key Planning Impact Areas

Consider the SDLC Methodology

Consider the Project Life Cycle Methodology

Consider Project Risk, Expectations, and Standards

Re-Planning

Consider Key Stakeholder Needs and Location

Consider the Project Type


Select Requirements ActivitiesDetermine Requirements Analysis and Documentation Activities

Determine Requirements Communication Activities

Determine Solution Assessment and Validation Activities

Determine Requirements Elicitation Stakeholders and Activities

Estimate Requirement Activities

Identify milestones in requirements activities development and delivery

Define Units of Work and Estimate Effort and Duration per Unit

Identify Assumptions and Risks

Modify the Requirements Plan


Manage Requirement ChangesManage Requirements Scope

Establish Requirements Baseline

Structure Requirements for Traceability

Identify Impacts to External Systems and/or Other Areas of the Project

Identify Scope Change Resulting from Req. Change (Change Management) & Maintain Scope Approval

• Identify issues / changes

• Participate in impact analysis

• Document the change request

• Create Formal Change Request

• Define links to other reqs.

• Understand a req. change

• Categorize / prioritize requirements

• Submit changes for approval

• Determine who should be involved in handling req. Changes

• Define how Requirements Changes will be administered & communicated

Measure & Report on ActivitiesDetermine, Collect, & Report Project Metrics

Determine, Collect, & Report Product Metrics


1. All of the following are risk responses except for:

a. Mitigateb. Avoidc. Transcendd. Assume

a. Mitigateb. Avoidc. Transcendd. Assume


Requirements Elicitation

Knowledge Areas

Fundamentals






Knowledge Areas

Fundamentals






Elicit requirements from stakeholdersGoal: use appropriate techniques to elicit complete requirements.


Business Analysis tasks and techniques to:

Requirements Elicitation

• Brainstorming • Document Analysis • Focus Group• Interface Analysis• Interview • Observation• Prototyping • Requirements Workshop • Reverse Engineering • Survey/Questionnaire

Requirements Analysis & DocumentationKnowledge Areas

Fundamentals






Knowledge Areas

Fundamentals






Stakeholder needs are analyzed, structured, and documentedFor use to later design and implement a solutionGoal: have clear understanding to enable building solution to meet business needs.


Describes how:

Requirements Analysis

Structure Requirements

Packages

Create Business

Domain Model

Analyze User Requirements

Analyze Functional

Requirements

Analyze Qualityof Service

Requirements

Determine Assumptions & Constraints

Determine Requirements

Attributes

Document Requirements

Validate Requirements

Verify Requirements

Structure Analyze Document

Requirements Analysis

• Business Rules• Class Model• CRUD Matrix• Data Dictionary• Data Transformation

and Mapping• Entity Relationship

Diagrams• Metadata Definition• Activity Diagram• Data Flow Diagram• Event Identification

Analysis Techniques• Flowchart• Sequence Diagram• State Machine Diagram• Workflow Models• Prototyping• Story Boards/Screen Flows• Use Case Description• Use Case Diagram• User Interface Designs• User Profiles• User Stories

Requirements Communication

Knowledge Areas

Fundamentals






Knowledge Areas

Fundamentals






Expressing output of requirements analysis and documentationPresents requirements in format suitable for intended audience Goal: achieve shared understanding of and agreement to the solution requirements.

RequirementsCommunication

Activities and considerations for:

Requirements Communication

Create a Requirements

Communication Plan

Manage Requirements

Conflicts

Determine Appropriate

Requirements Format

Create a Requirements

Package

Conduct a Requirements Presentation

Conduct a formal

requirements review

Obtain requirements

signoff

Planning & More Packaging & Presenting

Solution Assessment & Validation

Knowledge Areas

Fundamentals






Knowledge Areas

Fundamentals






Ensure best solution is chosen (i.e., requirements fulfilled by technical design)Contribute to test plans and testing processFacilitate implementation and help resolve post-production issuesGoal: ensure solution meets needs and can be implemented.


Describes how BAs:


Develop Alternate Solutions

Evaluate Technology

Options

Facilitate the Selection of a Solution

Ensure Usability of the Solution

Support the QA Process

Support the Implementation of the Solution

Communicate the Solution

Impacts

Post Implementation

Review & Assessment

Evaluate Implement

1. When developing alternative solutions, how do BAs record how requirements flow thru to design:a. Map the Requirements to the Design.b. Determine Number of Design Phases.c. Map Requirements to Design Phases.d. Update Requirements Traceability

Matrix.

a. Map the Requirements to the Design.b. Determine Number of Design Phases.c. Map Requirements to Design Phases.d. Update Requirements Traceability

Matrix.


Underlying Fundamentals

Knowledge Areas

Fundamentals






Knowledge Areas

Fundamentals






Perform the other Knowledge AreasGoal: improve effectiveness in doing our jobs.


Supporting Skills and Knowledge to:

Categories of Skills

Communications

Leadership ProblemSolving

BA CoreSkills

BusinessKnowledge

IT TechnicalKnowledge


Preparation Tips – Before the Exam

Tip: Read the BABOK completelyTip: Take a classTip: If time, re-read portions of the BABOK that gave you trouble on practice examsTip: Get plenty of rest the night before: don't cram (sleep will help more)

Summary

CBAP - visit TheIIBA.organd Click “Certification”BABOKSee summary of Tips to become certified.

Contact Information

E.T.C. on Business CardRichard Larson, PMP, CBAPWatermark Learning

952-921-0900800-646-9362EmailRichard.Larson@WatermarkLearning.com

QUESTIONS?

For TCBAC information or feedback please contact [email protected]

or refer to our new website atwww.TCBAC.org

Future TCBAC Meetings:October 25th, 2007

Documents

CBAP (Certified Business Analysis Professional): What, Why