IIBA Ottawa-Outaouais Chapter · IIBA Ottawa-Outaouais Chapter E A™/AP®/A® Study Group November 2018 Nancy Beatson, CBAP . 2 ... End-of-Session Game 2018/2019 Study Group . Agenda

IIBA Ottawa-Outaouais Chapter

ECBA™/CBAP®/CCBA® Study GroupNovember 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 Introductions15

min

2 Chapter 4: Elicitation and Collaboration30

min

4 Exam Study Tips10

min

6 Quiz10

min

5 Upcoming Events for BAs5

min

3 Technique Spotlight15

min

1 Introductions

• Name

• Optionally:

– 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 4: Elicitation and Collaboration

4.1 Prepare for Elicitation

4.2 Conduct Elicitation

4.3 Confirm Elicitation Results

4.4 Communicate Business Analysis Information

4.5 Manage Stakeholder Collaboration

Chapter 4: Elicitation and Collaboration

• What is Elicitation?

• What is Collaboration?

Business Analysis Core Concept Model™ (BACCM™)


• Input / Output Diagram


• Why is it important to prepare for elicitation events?

• Name the key elements of preparation, as outlined in the BABOK® v3


What is the purpose of this task?

“The purpose [of the Conduct Elicitation task] is to draw out, explore, and

identify information relevant to the change.”

~BABOK® v3




What are the three common types of elicitation?

1. Collaborative

2. Research

3. Experiments

Benchmarking and Market analysis

• Source of information used to compare specific processes, systems, services, structure with an external baseline.

• Determines customer wants and what competitors provide.

Brainstorming

• Generates many ideas in a short period of time.

• Allows for organization and prioritization of those ideas.

Business Rules Analysis

• Identifies rules used to govern decisions.

• Rules define, constrain, enable operations.

2015, International Institute of Business Analysis™ (IIBA®)

Elicitation Techniques

Elicitation and Collaboration

Collaborative Games

• Develops a better understanding of a problem

• Stimulate creative solutions

Concept Modeling

• Identifies key terms and ideas of importance

• Defines the relationship of the key terms and ideas

Data Mining

• Used to identify pertinent information and patterns

Data Modeling

• Used to understand relationships




Document Analysis

• Review of existing systems, contracts, business procedures, policies, standards, and regulations.

Focus Groups

• Identify and understand ideas and attitudes.

Interface Analysis

• Aids in understanding the interaction, and the characteristics of that interaction between two entities.

– Systems

– Roles

– Organization




Interviews

• Used to ask questions and uncover needs of stakeholders

• Identities problems

• Uncovers additional opportunities

Mind Mapping

• Used to generate many ideas from a group in limitedamount of time

• Organize and prioritize ideas

Observation

• Gain insight how current process is done in different environments or circumstances




Process Analysis

• Understanding the current process and to identify opportunities for improvement.

Process Modeling

• Used to elicit processes from participants during activities.

Prototyping

• Elicit and validate needs through an iterative process.

• Creates a model or requirements or designs.




Survey or Questionnaire

• Elicit business analysis information thru a series of questions.

• Large audience in a short amount of time.

• Provides information about customers, products, practices, and attitudes.

Workshops

• Elicit business analysis information thru a more structured and facilitated method.

• Provides information about customers, products,

practices, and attitudes.







Why bother to confirm elicitation results?

What techniques might you use?

Formal vs Informal Review techniques?


Purpose

• To ensure stakeholders have a shared understanding of business analysis information

Description

• BAs must communicate appropriate information to stakeholders at the right time and in formats that meet their needs

• Consideration is given to expressing the information in language, tone, and style that is appropriate to the audience


The BABOK® v3 states that communication of BA information is “…bi-directional and iterative…”.

What does this mean?


According to the BABOK® v3, what are the 3 possible forms for communication packages?


What is the purpose of this task?

“The purpose [of the Manage Stakeholder Collaboration task] is to encourage

stakeholders to work towards a common goal.”

~BABOK® v3


• In this task, the business analyst does the following with stakeholders:

– Identifies stakeholders

– Confirms their roles

– Communicates with them to ensure that the right stakeholders participate at the right times and in the appropriate roles


• Is this a one-time or ongoing task? Why?

• What are some risks caused by poor stakeholder collaboration?

• Name ways that a BA can monitor stakeholder engagement

3 Technique Spotlight

10.50 Workshops

10.18 Document Analysis

10.36 Prototyping


10.50 Workshops

10.50 WorkshopsPurposeTo bring stakeholders together in order to collaborate on achieving a predefined goal

Description• A focused event attended by key stakeholders and SMEs for a

concentrated period of time• May be used for different purposes including planning, analysis,

design, scoping, requirements elicitation, modelling, or any combination of these

• May be used to – generate ideas for new features or products– to reach consensus on a topic– to review requirements or designs

10.50 Workshops – Elements

Can be used in the

following Knowledge

Areas and Tasks:

BA Planning and Monitoring (3.1 - 3.5)

Elicitation and Collaboration (4.2, 4.3, 4.4)

Requirements Life Cycle Management (5.3, 5.4,5.5)

Strategy Analysis (6.1- 6.4)

Requirements Analysis and Design Definition (7.4, 7.5, 7.6)

Solution Evaluation (8.4)ELEMENTS:

Prepare for the

Workshop

1. Define purpose, desired outcomes

2. Identify key stakeholders to participate

3. Identify facilitator and scribe

4. Create the agenda

5. Determine how outputs will be captured

6. Schedule the session, invite the participants

7. Arrange room logistics, equipment

8. Send the agenda and other materials in advance to prepare the attendees

9. If appropriate, conduct pre-workshop interviews with participantsWorkshop Roles Sponsor, Facilitator, Scribe, Timekeeper, Participants

Conduct the Workshop Start with purpose and desired outcomes, ground rules, maintain focusPost Workshop Wrap-Up Follow up on open action items, complete documentation, distribute

Strengths Weaknesses

• Stakeholder availability may make it difficult to schedule the workshop

• Success of the workshop is highly dependent on the expertise of the facilitator and knowledge of the participants

• Too many participants can slow down the workshop process

10.50 Workshops – Usage Considerations

• A means to achieve agreement in a relatively short period of time

• A means for stakeholders to collaborate, make decisions, and gain a mutual understanding

• Costs are often lower than the cost of performing multiple interviews

• Feedback on issues/ decisions can be provided immediately by participants



10.18 Document AnalysisPurpose

To elicit BA information by examining available materials that describe either the business environment or existing organizational assets

Description• Done by examining available materials that describe either the

business environment or existing organizational assets• Materials may be from public or proprietary sources• May include business rules, technical documentation, training

documentation, problem reports, previous requirements documents, procedure manuals, marketing studies, industry guidelines or standards, company memos, and organizational charts


Can be used in the

following Knowledge

Areas and Tasks:

BA Planning and Monitoring (3.1 - 3.3)

Elicitation and Collaboration (4.1 - 4.3)

Requirements Life Cycle Management (5.2, 5.4)

Strategy Analysis (6.1, 6.3)

Requirements Analysis and Design Definition (7.3, 7.5)

Solution Evaluation (8.4)ELEMENTS:

Preparation Considerations:

• Relevance, currency, accuracy and credibility of the source’s content

• Whether or not the content is understandable and can be easily conveyed

to stakeholders as-is

• The data to be minedDocument Review and

Analysis

• Conduct a detailed review; take relevant notes

• Identify if any notes conflict / are duplicates

• Note any gaps in knowledge (may lead to additional research)Record Findings Considerations:

• Whether content/level of detail is appropriate for the intended audience

• Determine if the material should be transformed into visual aids to help

improve understanding

10.18 Document Analysis – Documentation Examples*Accounting Records Annual Reports Benchmarking Studies Books

Business Plans Business Process

Documentation

Business Rule

Documentation

Case studies

Company Memos Contracts Customer Suggestions and

Feedback

Emails

Functional specifications

of existing system

Incident Reports Internal Audit Reports Intranet

Management Reports Market research Meeting minute Operational Reports

Organizational Structure Performance Reviews Policies Previous business analysis

documents

Product Reviews Project Information (Vision

documents, Project Charter)

Requests for Proposal Standard Operating

Procedures

Statement of Work Strategic Plans Survey and Questionnaire

results

System Defect Reports

Training/User Guides User Requests Websites White Papers

*Source: https://businessanalystlearnings.com/ba-techniques/2013/5/17/understanding-the-document-analysis-technique (Accessed November 2018)


• Is limited to the current (as-is) situation

• Documents usually need to be updated to reflect current circumstances (may be out of date)

• It can be time-consuming to find and sift through masses of information

• Authors may not be available to confirm content

10.18 Document Analysis – Usage Considerations

• Can come in useful where the stakeholder is unavailable or no longer with the organization

• Ensures that the analyst does not start from a blank page

• Acts as a means of cross-checking requirements with other sources


10.36 Prototyping

10.36 PrototypingPurpose

• Used to elicit and validate stakeholder needs through an iterative process that creates a model or design of requirements

• Also used to optimize user experience, to evaluate design options, and as a basis for development of the final business solution

10.36 PrototypingDescription

• A proven method for product design by providing an early model of the final result

• Used to identify both missing or improperly specified requirements and unsubstantiated assumptions by demonstrating what the product looks like and how it acts in the early stages of design

• Can be non-working models, working representations, or digital depictions of a solution or a proposed product

10.36 PrototypingCan be used in the

following Knowledge

Areas and Tasks:

Elicitation and Collaboration (4.2)

Strategy Analysis (6.2)

Requirements Analysis and Design Definition (7.1)

Solution Evaluation (8.1)

ELEMENTS

Prototyping Approach Two Common Approaches:

• Throw-away

• Evolutionary or FunctionalPrototyping Examples Forms of Prototyping:

• Proof of Principle or Proof of Concept

• Form Study Prototype

• Usability Prototype

• Visual Prototype

• Functional PrototypePrototyping Methods Commonly-Used Methods for Prototyping

• Storyboarding

• Paper Prototyping

• Workflow Modelling

• Simulation

10.36 Prototyping – Example

*Source: https://www.formtrends.com/clay-modeling-an-alternative-career/ (Accessed November 2018)

10.36 Prototyping – Example

*Source: N. Beatson (2013)

10.36 Prototyping –Example

*Source: N. Beatson (Nov 2018)


• Complex prototyping may become bogged down with discussion of 'how' rather than 'what', which can make the process take considerable time, effort, and facilitation skill

• Underlying technology may need to be understood or assumed in order to initiate prototyping.

• If the prototype is deeply elaborate and detailed, stakeholders may develop unrealistic expectations for the final solution

• Stakeholders may focus on the design specifications of the solution rather than the requirements that any solution must address

10.36 Prototyping – Usage Considerations

• Can be inexpensive and add great value

• Helps users understand the interface

• A good way to get early feedback on interfaces

• A narrow yet deep vertical prototype useful for technical feasibility studies, proof of concept efforts, to uncover technology and process gaps

• Users may feel more comfortable being critical of the mock-up because it is not polished and release-ready

4 Exam Study Tips*

General Preparation and Study Insights

Exam Coverage

Mock Test and Exam Practise

Pre-Exam Day and Exam Day

Exam-Taking Techniques

*Source: IIBA Palmetto Chapter, South Carolina

47

Pull a tip out of the hat and read it aloud…

5 Upcoming Events for BAs

Upcoming Events:

– (Dec 12) Study Group Session• Tuesday, Dec 12, 2018 - 6:00 to 7:30 pm• Chapter 5 – Requirements Life Cycle Management• Admission: Free

– (Dec 18) Chapter Meeting & Holiday Social• Tuesday, Dec 18, 2018 - 5:30 to 7:00 pm+• Chapter updates, introductions, BBC highlights, networking,

socializing• Vimy Brewing Company, 145 Loretta Ave N #1, Ottawa• Admission: Free

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

http://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

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

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

Questions?

[email protected]

SUPPLEMENTAL SLIDES

57

*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

*Source: https://www.iiba.org/certification-handbook/fees-summary.htm (Accessed November 2018)

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

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

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