BAs, the IIBA and the BABOK Presented by Jennifer Colburn, PMP May 19, 2009 http://www.stellman-greene.com/2007/08/03/qa-how-to-get-ahead-in-business-analysis-without-really-trying/
Value of a Business Analyst
Anyone who has ever worked on a complex and lengthy software development project knows that the involvement of a business analyst can mean the difference between success and failure. ~ Thomas Wailgum, CIO
What a Business Analyst is Not
A junior Project Manager
A scribe for the PM
A programmer who likes people
A technical writer
What is A Business Analyst?
Works as a liaison among stakeholders in order to elicit, analyze, communicate and validate requirements for changes to business processes, policies, and information systems.
Understands business problems and opportunities in the context of the requirements and recommends solutions that enable the organization to achieve its goals.
(from the Business Analysis Body Of Knowledge v. 1.6, p. 9)
Analyze & solve problems
Understand the business
Manage client relationships
Negotiate & build consensus
Model data & processes
Plan & manage activities
Facilitate & develop business strategy
Understand & manage organizational change
Why a Project Needs Both http://developer.motorola.com/fromfasttrack/February_09/agile_versus_waterfall.gif/
Why a Project Needs Both
PM responsible for ensuring product delivered to customer on time and within budget.
BA responsible for ensuring product built according to requirements and built correctly.
Difference in focus is reason that both roles on team are critical.
~ Barbara Carkenord, President B2T Training
How an organization works
Why the organization exists
What are the organization’s goals and objectives
How does an organization accomplish those goals and objectives
How does an organization need to change to better accomplish those objectives and/or overcome challenges
Defining the scope of the solution
(from the IIBA “A Primer to the Business Analysis Body of Knowledge” presentation)
International Institute of Business Analysis TM Develop and maintain standards for the practice of business analysis and for the certification of its practitioners The IIBA TM is an international not-for-profit professional association for business analysis professionals. Founded in 2003 www.theiiba.org Vision The world's leading association for Business Analysis professionals Mission KBa
Analogous to the PMI and the PMBOK, the IIBA has authored the Business Analysis Body of Knowledge (BABOK) reflecting generally accepted practices in the Business Analysis community.
Released in 2005
Version 2.0 released March 31,2009
Business Analysis Body of Knowledge TM
Certified Business Analysis Professional
Twenty-one PDUs in Business Analysis
Two professional references
High School Diploma
7,500 hours business analysis work experience in last ten years
Experience and expertise in four of six knowledge areas
Pass 150 question multiple choice exam
Developed to meet ISO 17204 standard, seeking certification
Agree to Code of Conduct
BABOK Knowledge Areas
Understanding the “big picture”
Define business goals the solution must meet
Integrate requirements into larger business architecture
Support initiatives and long term planning
Strategic planning, business case development, CBA, feasibility studies
“ Why are we doing this?”
Business Analysis Planning and Monitoring
Focus on planning for the BA processes and activities.
“ What do I need to do?”
Specify the how the business analysis tasks will be performed
Identify the deliverables produced
Describe how changes will be controlled and managed
Requirements Management and Communications
Focus on presenting and communicating documented requirements to all stakeholders, including project team members, to bring the group to consensus on project scope.
Identify and manage change
“ Does everyone understand and agree ?”
Focus on gathering requirements from various stakeholder groups
Identify the tasks, knowledge and techniques for capturing requirements
“ What do the Stakeholders need?”
Focuses on analyzing the data
Defines the methods, tools, techniques to structure raw data collected during elicitation
Identifies gaps in requirements
Defines the “solution” capabilities and can serve as the foundation for selecting among solution alternatives.
“ What must the solution do?”
Solutions Assessment & Validation
Focus on ensuring the best approach is chosen, that the solution will meet stakeholder objectives, that the solution is feasible, and guides solution “verification.”
“ Does the solution do what it is suppose to do?”
PMBOK Knowledge Areas http://www.projectmanagement.net.au/assets/images/PM.gif
Collect Requirements (5.1) PMBOK
The project’s success is directly influenced by the care taken in capturing and managing project and product requirements.
… need to be elicited, analyzed and recorded in sufficient detail to be measured once project execution begins.
Project requirements can include business requirements, project management requirements, delivery requirements, etc.
Product requirements can include information on technical requirements, security requirements, performance requirements, etc.
A condition or capability that must be met or possessed by a system, product, service or component to satisfy a contract, standard, specification, or other formally imposed document. Requirements include the quantified and documented needs, wants, and expectations of the sponsor, customer, and other stakeholders.
A condition or capability needed by a stakeholder to solve a problem or objective .
A condition or capability that must be met or possessed by a solution or solution component to satisfy a contract, standard specification or other formally imposed documents.
A documented representation of a condition or capability as in 1) or 2).