Current Approaches to Standardization of Business Analysis. Presentation held at PMI Romania Chapter Monthly Meeting, hosted by National School of Political and Administrative Studies, Faculty of Management 14.07.2015.

1. PMI Romania Chapter Monthly Meeting
Current Approaches to Standardization
of Business Analysis
Codrin-Dan NICOLAU, MBA, PMP, CBAP, PMI-PBA, CPRE, CSM, OCEB, LSS-GB, ITIL
July 14th 2015, SNSPA

2. Agenda
 A Little Bit of History and Context
 Two Main Approaches to Standardization: PMI vs IIBA
 Matching the Knowledge Areas
 Certifications
 Q & A
2

3. Mind the Gap!
3

4. A LITTLE BIT OF HISTORY AND
CONTEXT
Systems Requirements Engineering, Requirements in Projects
4

5. What is Requirements Engineering?
 a systematic process of developing requirements through
an iterative co-operative process of analyzing the problem,
documenting the resulting observations in a variety of
representation formats, and checking the accuracy of the
understanding gained (Loucopoulos, Karakostas: System Requirements
Engineering, 1995)
 all activities which are related to identification and
documentation of customer and user needs, creation of a
document that describes the external behavior and the
associated constraints that will satisfy those needs, analysis
and validation of the requirements document to ensure
consistency, completeness and feasibility, and evolution of
needs (Hsia et al- Status Report: Requirements Engineering, 1993)
5

6. Requirements Engineering Process
6

7. What is a Requirement?
 (1) A condition or capability needed by a user to solve a
problem or achieve an objective.
 (2) A condition or capability that must be met or possessed
by a system or system component to satisfy a contract,
standard, specification or other formally imposed document.
 (3) A documented representation of a condition or capability
as in (1) or (2)
IEEE standard [IEEE-610.12, 1991]
7

8. Types of Requirements
 Customer Requirements
 Architectural Requirements
 Structural Requirements
 Behavioral Requirements
 Functional Requirements
 Non-functional Requirements
 Core Functionality and Ancillary Functionality Requirements
 Performance Requirements
 Design Requirements
 Derived Requirements
 Allocated Requirements
8

9. HP’s FURPS+
 Functionality
 Usability
 Reliability
 Performance
 Supportability
 Maintainability (i.e. “build-time” issues)
 Serviceability (i.e. “run-time” issues)
 Security
9

10. What is (then) Business Analysis?
 Business analysis is a research discipline of identifying
business needs and determining solutions to business
problems.
 Solutions often include a software-systems development
component, but may also consist of process improvement,
organizational change or strategic planning and policy
development (Kathleen B Hass et al. From Analyst to Leader: Elevating the
Role of the Business Analyst 2008)
10

11. What is Project Management?
 Project management is the application of knowledge,
skills, tools, and techniques to project activities to meet the
project requirements (PMBOK)
11

12. Product Scope vs. Project Scope
 Product scope. The features and functions that
characterize a product, service, or result; and/or
 Project scope. The work performed to deliver a product,
service, or result with the specified features and functions.
The term project scope is sometimes viewed as including
product scope.
12

13. PMBOK’s Project Scope Management KA
 5.1 Plan Scope Management—The process of creating a scope management plan
that documents how the project scope will be defined, validated, and controlled.
 5.2 Collect Requirements—The process of determining, documenting, and
managing stakeholder needs and requirements to meet project objectives.
 5.3 Define Scope—The process of developing a detailed description of the project
and product.
 5.4 Create WBS—The process of subdividing project deliverables and project work
into smaller, more manageable components.
 5.5 Validate Scope—The process of formalizing acceptance of the completed
project deliverables.
 5.6 Control Scope—The process of monitoring the status of the project and product
scope and managing changes to the scope baseline.
13
PMBOK 5

14. Project Scope Mng. - Collect Reqs.
14
PMBOK 4

15. Project Scope Mng. - Collect Reqs.
15
PMBOK 5

16. BA-PM Roles Relationship
16

17. Requirements Development is not Magic
17

18. TWO MAIN APPROACHES TO
STANDARDIZATION: PMI VS. IIBA
Differences and Similarities
18

19. Two Main Approaches
Project Management Institute’s
International Institute of
Business Analysis’
19
BAPPG BABOK

20. What is Business Analysis ?
BAPPG
 Business analysis is the application of
knowledge, skills, tools, and
techniques to:
 • Determine problems and identify
business needs;
 • Identify and recommend viable
solutions for meeting those needs;
 • Elicit, document, and manage
stakeholder requirements in order to
meet business and project objectives;
 • Facilitate the successful
implementation of the product,
service, or end result of the program
or project.
BABOK
 Business analysis is the practice of
enabling change in an enterprise by
defining needs and recommending
solutions that deliver value to
stakeholders. Business analysis
enables an enterprise to articulate
needs and the rationale for change,
and to design and describe solutions
that can deliver value.
20

21. What is a Requirement?
BAPPG
 A condition or capability that is
required to be present in a
product, service, or result to
satisfy a contract or other
formally imposed specification
BABOK
 A usable representation of a
need. Requirements focus on
understanding what kind of
value could be delivered if a
requirement is fulfilled.
21

22. BA Outside and Inside the Project
22
Development

23. Requirements Classification
BAPPG
 Business
 Stakeholder
 Solution
 Functional
 Non-functional
 Transition
 Project (actions, processes, or other
conditions the project needs to meet)
 Quality (condition or capability that will
be used to assess conformance by
validating the acceptability of an attribute
for the quality of a result)
BABOK
 Business
 Stakeholder
 Solution
 Functional
 Non-functional
 Transition
23

24. BABOK:The BA Core Concept Model™
24
• What are the kinds of changes we
are doing?
• What are the needs we are trying
to satisfy?
• What are the solutions we are
creating or changing?
• Who are the stakeholders
involved?
• What do stakeholders consider to
be of value?
• What are the contexts that we and
the solution are in?

25. BABOK:The BA Core Concept Model™
25

26. BABOK: Requirements and Design Cycle
26

27. MATCHING THE KNOWLEDGE AREAS
BAPPG vs. BABOK
27

28. Knowledge Areas
BAPPG
 Needs Assessment
 Business Analysis Planning
 Requirements Elicitation and
Analysis
 Traceability and Monitoring
 Solution Evaluation
BABOK
 Business Analysis Planning
and Monitoring
 Elicitation and Collaboration
 Requirements Life Cycle
Management
 Strategy Analysis
 Requirements Analysis and
Design Definition
 Solution Evaluation
28

29. Needs Assessment vs. Strategy Analysis
BAPPG
 Identify Problem or Opportunity
 Assess Current State of the
Organization
 Recommend Action to Address
Business Needs
 Assemble the Business Case
BABOK
 Analyze Current State
 Define Future State
 Assess Risks
 Define Change Strategy
29

30. BA Planning vs. BA Planning and Monitoring
BAPPG
 Conduct or Refine the
Stakeholder Analysis
 Create the Business Analysis
Plan
 Plan the Business Analysis
Work
BABOK
 Plan Business Analysis
Approach
 Plan Stakeholder Engagement
 Plan Business Analysis
Governance
 Plan Business Analysis
Information Management
 Identify Business Analysis
Performance Improvements
30

31. Reqs. Elicitation and Analysis vs. Elicitation and Collaboration;
Reqs. Analysis and Design Definition
BAPPG
 Plan for Elicitation
 Prepare for Elicitation
 Conduct Elicitation Activities
 Document Outputs from Elicitation
Activities
 Complete Elicitation
 Analyze Requirements
 Model and Refine Requirements
 Document the Solution Requirements
 Validate Requirements
 Verify Requirements
 Approval Sessions
 Resolve Requirements-Related
Conflicts
BABOK
 Prepare for Elicitation
 Conduct Elicitation
 Confirm Elicitation Results
 Communicate Business Analysis
Information
 Manage Stakeholder Collaboration
 Specify and Model Requirements
 Verify Requirements
 Validate Requirements
 Define Requirements Architecture
 Define Design Options
 Analyze Potential Value and
Recommend Solution
31
RequirementsAnalysis
andDesignDefinition
Elicitationand
Collaboration

32. Traceability and Monitoring vs. Reqs. Life Cycle Management
BAPPG
 Apply Traceability
 Document Relationships and
Dependencies
 Obtain Requirements Approval
 Baseline Approved
Requirements
 Monitor Requirements Using a
Traceability Matrix through the
Requirements Life Cycle
 Manage Changes to
Requirements
BABOK
 Trace Requirements
 Maintain Requirements
 Prioritize Requirements
 Assess Requirements Changes
 Approve Requirements
32

33. Solution Evaluation vs. Solution Evaluation
BAPPG
 Plan for Evaluation of the
Solution
 Evaluate Acceptance Criteria
and Address Defects
 Facilitate the Go/No-Go
Decision
 Obtain Signoff of the Solution
 Evaluate the Long-Term
Performance of the Solution
 Determine Solution
Replacement/Phase out
BABOK
 Measure Solution Performance
 Analyze Performance
Measures
 Assess Solution Limitations
 Assess Enterprise Limitations
 Recommend Actions to
Increase Solution Value
33

34. Skillset and Expertise Needed for the BA Role vs. Underlaying
Competencies
BAPPG
 Analytical skills, Business and industry
knowledge, Communication skills,
Conflict management, Creative and
critical thinking, Cultural awareness,
Decision making, Facilitation, Familiarity
with multiple project and development
methodologies, Influence, Issue
management skills, Leadership skills,
Learning skills, Negotiation skills,
Organizational skills, Political
awareness, Presentation skills, Problem
solving, Systems thinking, Technical
awareness, and Ability to work
effectively in a team environment,
including virtual teams.
BABOK
 + Analytical Thinking and
Problem Solving
 + Behavioral Characteristics
 + Business Knowledge
 + Communication Skills
 + Interaction Skills
 + Tools and Technology
34

35. Perspectives and Focus
BAPPG
 Project
BABOK
Organizational Change
 Agile,
 Business Intelligence,
 Information Technology,
 Business Architecture, and
 Business Process
Management.
35

36. CERTIFICATIONS
PMI-PBA vs. CBAP; Other Certifications
36

37. Certification Prerequisites, Bachelor’s degree
PMI-PBA
 4,500 hours (3 years) working as a
practitioner of business analysis. This
experience must have been earned in
the last 8 years.
 2,000* hours working on project
teams. This project experience can
be inclusive of the 4,500 hours of
business analysis experience listed.
 35 contact hours. Hours must have
been earned in business analysis
practices.
 Exam Fee: 405$ (M), 555$ (NM) -
CBT
* PMP and/or PgMP considered fulfilling the requirement
CBAP
 Minimum 7500 hours of BA work
experience aligned with the BABOK®
Guide in the last 10 years
 Minimum 900 hours in each of four of
the six knowledge areas
 Minimum 21 hours of Professional
Development in the past four years
 Two references from a career
manager, client or CBAP® recipient
 Signed Code of Conduct
 App Fee: 125$ (M), 125$ (NM)
 Exam Fee: 325$ (M), 425$ (NM)
37

38. Other Certifications
CPRE
 The CPRE FL Syllabus
www.isqi.org/en/requirements-
engineering.html
 No other prerequisites
 Exam Fee: 250€ (excl. VAT)
 45 questions, 75 min
38
3 steps:
 Foundation Level
 Advanced Level
 Expert Level
International Requirements Engineering Board

39. Q & A
39

40. Thank you!
codrin.nicolau@emagus.ro
40