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CBAP (Certified Business Analysis Professional): What, Why ...
CBAP (Certified Business Analysis Professional): What, Why ...
CBAP (Certified Business Analysis Professional): What, Why ...
CBAP (Certified Business Analysis Professional): What, Why ...
CBAP (Certified Business Analysis Professional): What, Why ...
CBAP (Certified Business Analysis Professional): What, Why ...
CBAP (Certified Business Analysis Professional): What, Why ...
CBAP (Certified Business Analysis Professional): What, Why ...
CBAP (Certified Business Analysis Professional): What, Why ...
CBAP (Certified Business Analysis Professional): What, Why ...
CBAP (Certified Business Analysis Professional): What, Why ...
CBAP (Certified Business Analysis Professional): What, Why ...
CBAP (Certified Business Analysis Professional): What, Why ...
CBAP (Certified Business Analysis Professional): What, Why ...
CBAP (Certified Business Analysis Professional): What, Why ...
CBAP (Certified Business Analysis Professional): What, Why ...
CBAP (Certified Business Analysis Professional): What, Why ...
CBAP (Certified Business Analysis Professional): What, Why ...
CBAP (Certified Business Analysis Professional): What, Why ...
CBAP (Certified Business Analysis Professional): What, Why ...
CBAP (Certified Business Analysis Professional): What, Why ...
CBAP (Certified Business Analysis Professional): What, Why ...
CBAP (Certified Business Analysis Professional): What, Why ...
CBAP (Certified Business Analysis Professional): What, Why ...
CBAP (Certified Business Analysis Professional): What, Why ...
CBAP (Certified Business Analysis Professional): What, Why ...
CBAP (Certified Business Analysis Professional): What, Why ...
CBAP (Certified Business Analysis Professional): What, Why ...
CBAP (Certified Business Analysis Professional): What, Why ...
CBAP (Certified Business Analysis Professional): What, Why ...
CBAP (Certified Business Analysis Professional): What, Why ...
CBAP (Certified Business Analysis Professional): What, Why ...
CBAP (Certified Business Analysis Professional): What, Why ...
CBAP (Certified Business Analysis Professional): What, Why ...
CBAP (Certified Business Analysis Professional): What, Why ...
CBAP (Certified Business Analysis Professional): What, Why ...
CBAP (Certified Business Analysis Professional): What, Why ...
CBAP (Certified Business Analysis Professional): What, Why ...
CBAP (Certified Business Analysis Professional): What, Why ...
CBAP (Certified Business Analysis Professional): What, Why ...
CBAP (Certified Business Analysis Professional): What, Why ...
CBAP (Certified Business Analysis Professional): What, Why ...
CBAP (Certified Business Analysis Professional): What, Why ...
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CBAP (Certified Business Analysis Professional): What, Why ...

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  • 1. CBAP (Certified Business Analysis Professional): What, Why and How Presentation by Richard Larson, PMP, CBAP, from Watermark Learning June 21st, 2007 5:30pmRegistration and Networking 6:00pm Presentation 7:00pm Questions and Discussion Hosted by: Consulting Matters and Solutia Consulting Inc. Please do not distribute this information.
  • 2. 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.
  • 3. Certification: What, Why, and How
  • 4. Watermark Learning at a Glance Training organization established in 1992 Offering a broad range of skill development programs: • Business Analysis Training • Project Management Training • “Influencing Skills” Training • Speaking and Publications Private and Public Classes Numerous clients in many industries Industry Partnerships • An “original” PMI® Global Registered Education Provider TM • A Charter IIBA Endorsed Education Provider • Offering BA and PM Masters Certificate programs through Auburn University Auburn University
  • 5. Session Objectives What: Describe the CBAP (Certified Business Analysis Professional) certification What: Knowledge Areas of the IIBA’s BABOK (Business Analysis Body of TM Knowledge ) TM Why: List some benefits to having a CBAP (Certified Business Analysis Professional) certification How: Locate the CBAP certification requirements How: Learn some tips to help pass the CBAP examination.
  • 6. Discussion Why are you interested in BA certification? What benefits do you see for being a CBAP?
  • 7. Understanding the IIBA TM IIBA Mission: Develop and maintain standards for the practice of business analysis and for the certification of its practitioners IIBA Background: Taken from: theiiba.org • Started October, 2003 in Toronto • Nearly 4000 members • 70+ chapters • 30+ countries
  • 8. Understanding the IIBA TM IIBA Accomplishments: • Produced a Business Analysis Body of TM Knowledge (BABOK ) (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
  • 9. Understanding the IIBA TM 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.
  • 10. Understanding the CBAP TM 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
  • 11. Understanding the CBAP Certification Requirements – see FAQs • Five years (7,500 hours) of business analysis work in the last 10 years experience • Demonstrated experience and knowledge in 4 out of 6 BABOK™ Knowledge Areas • 21 hours of BA professional development in last 4 years • Minimum high school education • Two references
  • 12. Understanding the CBAP 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 Exam Re-Certification Requirements • Maintain Continuing Development Units (CDUs) to re-certify • 3 Year period to re-certify • More to be announced later in 2007
  • 13. Understanding the CBAP 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* Note: you need application approved before scheduling exam * See us for a copy of one
  • 14. Understanding the CBAP Exam Comprised of 150 multiple choice questions Each multiple choice question has 4 possible answers Exam duration is 3 hours • Tip: OK to write in booklet, so start exam by listing items you have memorized Source: IIBA.
  • 15. Understanding the CBAP Exam Currently paper exams only in a proctored setting in limited cities Scoring takes 30+ days Notifications will include information on performance by Knowledge Area for any unsuccessful candidates Note: computer based exams will be available spring 2008
  • 16. Understanding the CBAP Exam IIBA 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.
  • 17. Understanding the BABOK TM Knowledge Areas Requirements Planning & Management Enterprise Solution Analysis Requirements Requirements Requirements Assessment Elicitation Analysis Communications & Validation 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.
  • 18. Understanding the BABOK TM Knowledge Areas Requirements Planning & Management Enterprise Solution Analysis Requirements Requirements Requirements Assessment Elicitation Analysis Communications & Validation Fundamentals Tip: Study the most on Enterprise Analysis and Requirements Planning & Management Tip: Next 2 areas to focus: Requirements Elicitation and Requirements Analysis Graphic reprinted with permission, courtesy of IIBA.
  • 19. 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).
  • 20. BABOK Terminology IIBA 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.
  • 21. Enterprise Analysis Knowledge Areas Requirements Planning & Management Enterprise Enterprise Analysis Requirements Requirements Requirements Solution Assessment Analysis Elicitation Analysis Communications & Validation Fundamentals Business Analysis activities that take place to: 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 it Facilitate the optimum project investment path for the enterprise Goal: provide a context / foundation for evaluating future projects, issues, and changes.
  • 22. 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
  • 23. Requirements Planning and Management Knowledge Areas Requirements Planning & Management Requirements Planning & Management Enterprise Solution Analysis Requirements Requirements Requirements Assessment Elicitation Analysis Communications & Validation Fundamentals Business Analysis resources and tasks for: Planning and managing requirements activities throughout the “requirements process” Identifies activities and deliverables Plans how changes are controlled and managed Begins prioritizing requirements Goal: organized requirements effort (resources, monitoring, project coordination, and changes).
  • 24. Requirements Planning & Management Team Project Roles Identify & Risk Approach Document Project Team Define Planning Considerations Roles & Requirements Responsibilities Risk Identify Key Consider Project Management Planning Impact Risk, Approach Areas Expectations, Identify, and Standards Describe, and Identify Categorize Consider the Requirements Stakeholders SDLC Consider Key Risks Methodology Stakeholder Needs and Divide Work Location amongst a Consider the Business Project Life Analyst Team Cycle Consider the Methodology Project Type Re-Planning
  • 25. Requirements Planning & Management Select Requirements Activities Determine Determine Requirements Requirements Estimate Requirement Activities Elicitation Analysis and Stakeholders Documentation Identify Define Units of and Activities Activities milestones in Work and requirements Estimate Effort activities and Duration Determine Determine development per Unit Requirements Solution and delivery Communication Assessment Activities and Validation Modify the Identify Requirements Activities Assumptions Plan and Risks
  • 26. Requirements Planning & Management Manage Requirements Scope Establish Structure Manage Requirement Changes Requirements Requirements • Determine who • Identify issues Baseline for Traceability should be / changes involved in • Participate in Identify Impacts Identify Scope handling req. impact analysis to External Change Changes Systems and/or Resulting from • Define how • Understand a Other Areas of Req. Change Requirements req. change the Project (Change Changes will be • Categorize / Management) & administered & prioritize Maintain Scope communicated requirements Approval • Submit • Document the changes for change request approval Measure & Report on Activities • Create Formal Change Determine, Determine, Request Collect, & Report Collect, & Report • Define links to Project Metrics Product Metrics other reqs.
  • 27. Requirements Planning & Management 1. All of the following are risk responses except for: a. Mitigate b. Avoid c. Transcend d. Assume
  • 28. Requirements Elicitation Knowledge Areas Requirements Planning & Management Enterprise Requirements Solution Analysis Elicitation Requirements Requirements Requirements Assessment Elicitation Analysis Communications & Validation Fundamentals Business Analysis tasks and techniques to: Elicit requirements from stakeholders Goal: use appropriate techniques to elicit complete requirements.
  • 29. Requirements Elicitation • Brainstorming • Document Analysis • Focus Group • Interface Analysis • Interview • Observation • Prototyping • Requirements Workshop • Reverse Engineering • Survey/Questionnaire
  • 30. Requirements Analysis & Documentation Knowledge Areas Requirements Planning & Management Enterprise Requirements Solution Analysis Requirements Analysis Requirements Requirements Assessment Elicitation Analysis Communications & Validation Fundamentals Describes how: Stakeholder needs are analyzed, structured, and documented For use to later design and implement a solution Goal: have clear understanding to enable building solution to meet business needs.
  • 31. Requirements Analysis Determine Assumptions & Constraints Analyze User Requirements Determine Structure Requirements Requirements Attributes Packages Analyze Functional Document Requirements Requirements Create Business Domain Model Analyze Quality Validate of Service Requirements Requirements Verify Requirements Structure Analyze Document
  • 32. Requirements Analysis Analysis Techniques • Business Rules • Flowchart • Class Model • Sequence Diagram • CRUD Matrix • State Machine Diagram • Data Dictionary • Workflow Models • Data Transformation • Prototyping and Mapping • Story Boards/Screen Flows • Entity Relationship • Use Case Description Diagrams • Use Case Diagram • Metadata Definition • User Interface Designs • Activity Diagram • User Profiles • Data Flow Diagram • User Stories • Event Identification
  • 33. Requirements Communication Knowledge Areas Requirements Planning & Management Enterprise Requirements Solution Analysis Requirements Requirements CommunicationAssessment Requirements Elicitation Analysis Communications & Validation Fundamentals Activities and considerations for: Expressing output of requirements analysis and documentation Presents requirements in format suitable for intended audience Goal: achieve shared understanding of and agreement to the solution requirements.
  • 34. Requirements Communication Create a Requirements Create a Package Requirements Communication Conduct a Plan Requirements Presentation Manage Requirements Conduct a Conflicts formal requirements Determine review Appropriate Obtain Requirements requirements Format signoff Planning & More Packaging & Presenting
  • 35. Solution Assessment & Validation Knowledge Areas Requirements Planning & Management Enterprise Solution Solution Analysis Requirements Requirements Requirements Assessment Assessment Elicitation Analysis Communications & Validation & Validation Fundamentals Describes how BAs: Ensure best solution is chosen (i.e., requirements fulfilled by technical design) Contribute to test plans and testing process Facilitate implementation and help resolve post- production issues Goal: ensure solution meets needs and can be implemented.
  • 36. Solution Assessment & Validation Develop Support the Alternate QA Process Solutions Evaluate Support the Technology Implementation Options of the Solution Facilitate the Communicate Selection of the Solution a Solution Impacts Ensure Post Implementation Usability of Review & the Solution Assessment Evaluate Implement
  • 37. Solution Assessment & Validation 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.
  • 38. Underlying Fundamentals Knowledge Areas Requirements Planning & Management Enterprise Solution Analysis Requirements Requirements Requirements Assessment Elicitation Analysis Communications & Validation Underlying Fundamentals Fundamentals Supporting Skills and Knowledge to: Perform the other Knowledge Areas Goal: improve effectiveness in doing our jobs.
  • 39. Underlying Fundamentals Categories of Skills Communications Problem Leadership Solving BA Core Skills Business IT Technical Knowledge Knowledge
  • 40. Preparation Tips – Before the Exam Tip: Read the BABOK completely Tip: Take a class Tip: If time, re-read portions of the BABOK that gave you trouble on practice exams Tip: Get plenty of rest the night before: don't cram (sleep will help more)
  • 41. Summary CBAP - visit TheIIBA.org and Click “Certification” BABOK See summary of Tips to become certified.
  • 42. Contact Information E.T.C. on Business Card Richard Larson, PMP, CBAP Watermark Learning 952-921-0900 800-646-9362 Email Richard.Larson@WatermarkLearning.com
  • 43. QUESTIONS? For TCBAC information or feedback please contact TCBAC@solutiaconsulting.com or refer to our new website at www.TCBAC.org Future TCBAC Meetings: October 25th, 2007

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