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BAs IIBA and the BABOK
 

BAs IIBA and the BABOK

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  • Intro about self and who I am in relation to PM and BA roles and overview of presentation.

BAs IIBA and the BABOK BAs IIBA and the BABOK Presentation Transcript

  • 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
    • http://www.cio.com/article/343013/
  • What a Business Analyst is Not
    • A junior Project Manager
    • A scribe for the PM
    • QA Tester
    • A programmer who likes people
    • A trainer
    • 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)
  • BA Skills
    • Analyze & solve problems
    • Understand the business
    • Communicate effectively
    • Manage client relationships
    • Facilitate discussions
    • 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
  • Business Analysis
    • Understanding:
      • 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
  • CBAP Certification
    • 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
  • Enterprise Analysis
    • 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 ?”
  • Elicitation
    • Focus on gathering requirements from various stakeholder groups
    • Identify the tasks, knowledge and techniques for capturing requirements
    • “ What do the Stakeholders need?”
  • Requirements Analysis
    • 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.
  • Requirements Definition
    • PMBOK
    • 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.
    • BABOK
    • 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).
  • PMBOK 4.0 BABOK 2.0
    • Collect Requirements
    • Inputs: Project Charter, Stakeholder Register
    • Outputs: Requirements documentation, Requirements Management Plan, Requirements Traceability Matrix
    • Conduct Rqmts Elicitation
    • Inputs: Business Case, Business Need, Solution Scope, Stakeholder list, Roles and Responsibilities, Organizational Process Assets, Requirements Management Plan, Scheduled Resources
    • Outputs: Document Elicitation Results
  • Techniques: PMBOK vs. BABOK
    • PMBOK
    • Group creativity techniques
    • Focus Groups
    • Interviews
    • Observations
    • Prototypes
    • Facilitated Workshops
    • Questionnaires/Surveys
    • Group decision making techniques
    • BABOK
    • Brainstorming
    • Focus Group
    • Interview
    • Observation
    • Prototyping
    • Requirements Workshop
    • Survey
    • Document Analysis
    • Interface Analysis
  • Complimentary Roles
    • PM – Project Scope: resources, budget, schedule, plan, risks, quality.
    • BA – Solution Scope: business risks/issues, requirements related tasks in WBS, solution quality, represent business.
  • How to Effectively Utilize a BA
    • Involve the BA as early as possible
    • WBS tasks clearly assigned
    • Roles and Responsibilities clearly defined
    • Communications Plan clearly defined
    • Communicate, communicate, communicate
  • Summary
    • Business Analysis is a formally defined profession
    • Internationally acknowledged certification program
    • Synergy with Project Management, not competition
    • Valuable to PMs to prevent scope creep and reduce project risks, including rework
    • Deliver a feasible quality product that meets the business needs