Babok study group underlying competencies

1. BABOK Study Group
Chapter 9 – Underlying Competencies
IIBA UK Chapter Volunteers
15 September 2020

2. To provide information on BABOK Underlying Competencies to
support you in:
- Recognising the Competency Areas;
- Understanding the individuals Competencies within those areas;
- Enabling you to describe how Competencies may be applied to
BA Tasks
OBJECTIVES

3. BABOK STUDY GROUP LEADERS
IIBA UK
Corporate
Relationship
Director
Senior Business
Analyst
IMTIAZ
KADERBHOY
SAM
MERRICK
Business
Analyst,
Nationwide
FUNMI
FOLARANMI

4. CORE CERTIFICATIONS
LEAD
DELIVERS BUSINESS VALUE
ECBA
CCBA
CBAP
DO
RESULTS ORIENTED
LEARN
DEVELOPING BUSINESS ANALYSIS SKILLS

5. CORE CERTIFICATIONS
REMEMBER
UNDERSTAND
APPLY
ANALYSE
EVALUATE
CREATE
BLOOM’S TAXONOMY
ECBA
CCBA
CBAP

6. LEVELS OF COMPETENCY VS PROFICIENCY
REMEMBER
UNDERSTAND
APPLY
ANALYSE
EVALUATE
CREATE

7. BABOK STRUCTURE
STRATEGY ANALYSIS
REQUIREMENTS ANALYSIS & DESIGN DEFINITION
SOLUTION EVALUATION
BUSINESS ANALYSIS PLANNING & MONITORING
REQUIREMENTS LIFE CYCLE MANAGEMENT
ELICITATION&COLLABORATION
CORECONCEPTS
TECHNIQUESUNDERLYINGCOMPETENCIES
SUPPORTING
KNOWLEDGE AREAS
ANALYSIS
KNOWLEDGE AREAS
*PERSPECTIVES ARE NOT EXAMINED

8. UNDERLYING COMPETENCIES
9.1 ANALYTICAL
THINKING & PROBLEM
SOLVING
• CREATIVE THINKING
• DECISION MAKING
• LEARNING
• PROBLEM SOLVING
• SYSTEMS THINKING
• CONCEPTUAL
THINKING
• VISUAL THINKING
• Analyse problems
• Rapid assimilation of various information:
• Diagrams
• Feedback
• Schematics etc.
• Helps figure best way to present and communicate
• Effective, adaptable BA

9. UNDERLYING COMPETENCIES
9.2 BEHAVIOURAL
CHARACTERISTICS
• ETHICS
• PERSONAL
ACCOUNTABILITY
• TRUSTWORTHINESS
• ORGANISATION &
TIME
MANAGEMENT
• ADAPTABILITY
• Not unique to BAs
• Increase effectiveness of Bas
• Gain trust and respect
• Adapt to circumstance

10. UNDERLYING COMPETENCIES
9.3 BUSINESS
KNOWLEDGE
• BUSINESS
ACCUMEN
• INDUSTRY
KNOWLEDGE
• ORGANISATION
KNOWLEDGE
• SOLUTION
KNOWLEDGE
• METHODOLOGY
KNOWLEDGE
• Helps to perform effectively within
• Business generally
• Industry area – multiple organisations
• Organisation – internal SME
• Solutions – specialism
• Methodologies

11. UNDERLYING COMPETENCIES
9.4
COMMUNICATION
SKILLS
• VERBAL
COMMUNICATION
• NON-VERBAL
COMMUNICATION
• WRITTEN
COMMUNICATION
• LISTENING
• Receiver understands what s Sender intended
• Active listening
• Plan communication to ensure understand receiver’s current knowledge
and learning style/thinking style
• Different words/gestures/tones have different meanings – environmental
or cultural

12. UNDERLYING COMPETENCIES
9.5 INTERACTION
SKILLS
• FACILITATION
• LEADERSHIP &
INFLUENCING
• TEAMWORK
• NEGOTIATION &
CONFLICT
RESOLUTION
• TEACHING
• Relate
• Co-operate
• Different levels and backgrounds
• Different attitudes/motivations
• Encourage/promote
• Energy

13. UNDERLYING COMPETENCIES
9.6 TOOLS &
TECHNOLOGY
• OFFICE
PRODUCTIVITY
TOOLS &
TECHNOLOGY
• BUSINESS ANALYSIS
TOOLS &
TECHNOLOGY
• COMMUNICATION
TOOLS &
TECHNOLOGY
• Word processing
• Spreadsheets
• Office equipment
• Requirements tools
• Modelling tools
• Video conference
• Telephone
• Email
• Presentation software

14. OBJECTIVES
To provide information on BABOK Underlying Competencies to
support you in:
• Recognising the Competency Areas;
• Understanding the individuals Competencies within those areas;
• Enabling you to describe how Competencies may be applied to
BA Tasks

15. QUESTION & ANSWER
Chapter 9 – Underlying Competencies

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