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BAs IIBA and the BABOK


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BAs IIBA and the BABOK

  1. 1. BAs, the IIBA and the BABOK Presented by Jennifer Colburn, PMP May 19, 2009
  2. 2. Value of a Business Analyst <ul><li>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 </li></ul><ul><li> </li></ul>
  3. 3. What a Business Analyst is Not <ul><li>A junior Project Manager </li></ul><ul><li>A scribe for the PM </li></ul><ul><li>QA Tester </li></ul><ul><li>A programmer who likes people </li></ul><ul><li>A trainer </li></ul><ul><li>A technical writer </li></ul>
  4. 4. What is A Business Analyst? <ul><li>Works as a liaison among stakeholders in order to elicit, analyze, communicate and validate requirements for changes to business processes, policies, and information systems. </li></ul><ul><li>Understands business problems and opportunities in the context of the requirements and recommends solutions that enable the organization to achieve its goals. </li></ul><ul><li>(from the Business Analysis Body Of Knowledge v. 1.6, p. 9) </li></ul>
  5. 5. BA Skills <ul><li>Analyze & solve problems </li></ul><ul><li>Understand the business </li></ul><ul><li>Communicate effectively </li></ul><ul><li>Manage client relationships </li></ul><ul><li>Facilitate discussions </li></ul><ul><li>Negotiate & build consensus </li></ul><ul><li>Model data & processes </li></ul><ul><li>Plan & manage activities </li></ul><ul><li>Facilitate & develop business strategy </li></ul><ul><li>Understand & manage organizational change </li></ul>
  6. 6. Why a Project Needs Both
  7. 7. Why a Project Needs Both <ul><li>PM responsible for ensuring product delivered to customer on time and within budget. </li></ul><ul><li>BA responsible for ensuring product built according to requirements and built correctly. </li></ul><ul><li>Difference in focus is reason that both roles on team are critical. </li></ul><ul><li>~ Barbara Carkenord, President B2T Training </li></ul>
  8. 8. Business Analysis <ul><li>Understanding: </li></ul><ul><ul><li>How an organization works </li></ul></ul><ul><ul><li>Why the organization exists </li></ul></ul><ul><ul><li>What are the organization’s goals and objectives </li></ul></ul><ul><ul><li>How does an organization accomplish those goals and objectives </li></ul></ul><ul><ul><li>How does an organization need to change to better accomplish those objectives and/or overcome challenges </li></ul></ul><ul><li>Defining the scope of the solution </li></ul><ul><li>(from the IIBA “A Primer to the Business Analysis Body of Knowledge” presentation) </li></ul>
  9. 9. 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 Vision The world's leading association for Business Analysis professionals Mission KBa
  10. 10. <ul><li>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. </li></ul><ul><li>Released in 2005 </li></ul><ul><li>Version 2.0 released March 31,2009 </li></ul>Business Analysis Body of Knowledge TM
  11. 11. CBAP Certification <ul><li>Certified Business Analysis Professional </li></ul><ul><li>Twenty-one PDUs in Business Analysis </li></ul><ul><li>Two professional references </li></ul><ul><li>High School Diploma </li></ul><ul><li>7,500 hours business analysis work experience in last ten years </li></ul><ul><li>Experience and expertise in four of six knowledge areas </li></ul><ul><li>Pass 150 question multiple choice exam </li></ul><ul><li>Developed to meet ISO 17204 standard, seeking certification </li></ul><ul><li>Agree to Code of Conduct </li></ul>
  12. 12. BABOK Knowledge Areas
  13. 13. Enterprise Analysis <ul><li>Understanding the “big picture” </li></ul><ul><li>Define business goals the solution must meet </li></ul><ul><li>Integrate requirements into larger business architecture </li></ul><ul><li>Support initiatives and long term planning </li></ul><ul><li>Strategic planning, business case development, CBA, feasibility studies </li></ul><ul><li>“ Why are we doing this?” </li></ul>
  14. 14. Business Analysis Planning and Monitoring <ul><li>Focus on planning for the BA processes and activities. </li></ul><ul><li>“ What do I need to do?” </li></ul><ul><li>Specify the how the business analysis tasks will be performed </li></ul><ul><li>Identify the deliverables produced </li></ul><ul><li>Describe how changes will be controlled and managed </li></ul>
  15. 15. Requirements Management and Communications <ul><li>Focus on presenting and communicating documented requirements to all stakeholders, including project team members, to bring the group to consensus on project scope. </li></ul><ul><li>Identify and manage change </li></ul><ul><li>“ Does everyone understand and agree ?” </li></ul>
  16. 16. Elicitation <ul><li>Focus on gathering requirements from various stakeholder groups </li></ul><ul><li>Identify the tasks, knowledge and techniques for capturing requirements </li></ul><ul><li>“ What do the Stakeholders need?” </li></ul>
  17. 17. Requirements Analysis <ul><li>Focuses on analyzing the data </li></ul><ul><li>Defines the methods, tools, techniques to structure raw data collected during elicitation </li></ul><ul><li>Identifies gaps in requirements </li></ul><ul><li>Defines the “solution” capabilities and can serve as the foundation for selecting among solution alternatives. </li></ul><ul><li>“ What must the solution do?” </li></ul>
  18. 18. Solutions Assessment & Validation <ul><li>Focus on ensuring the best approach is chosen, that the solution will meet stakeholder objectives, that the solution is feasible, and guides solution “verification.” </li></ul><ul><li>“ Does the solution do what it is suppose to do?” </li></ul>
  19. 19. PMBOK Knowledge Areas
  20. 20. Collect Requirements (5.1) PMBOK <ul><li>The project’s success is directly influenced by the care taken in capturing and managing project and product requirements. </li></ul><ul><li>… need to be elicited, analyzed and recorded in sufficient detail to be measured once project execution begins. </li></ul><ul><li>Project requirements can include business requirements, project management requirements, delivery requirements, etc. </li></ul><ul><li>Product requirements can include information on technical requirements, security requirements, performance requirements, etc. </li></ul>
  21. 21. Requirements Definition <ul><li>PMBOK </li></ul><ul><li>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. </li></ul><ul><li>BABOK </li></ul><ul><li>A condition or capability needed by a stakeholder to solve a problem or objective . </li></ul><ul><li>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. </li></ul><ul><li>A documented representation of a condition or capability as in 1) or 2). </li></ul>
  22. 22. PMBOK 4.0 BABOK 2.0 <ul><li>Collect Requirements </li></ul><ul><li>Inputs: Project Charter, Stakeholder Register </li></ul><ul><li>Outputs: Requirements documentation, Requirements Management Plan, Requirements Traceability Matrix </li></ul><ul><li>Conduct Rqmts Elicitation </li></ul><ul><li>Inputs: Business Case, Business Need, Solution Scope, Stakeholder list, Roles and Responsibilities, Organizational Process Assets, Requirements Management Plan, Scheduled Resources </li></ul><ul><li>Outputs: Document Elicitation Results </li></ul>
  23. 23. Techniques: PMBOK vs. BABOK <ul><li>PMBOK </li></ul><ul><li>Group creativity techniques </li></ul><ul><li>Focus Groups </li></ul><ul><li>Interviews </li></ul><ul><li>Observations </li></ul><ul><li>Prototypes </li></ul><ul><li>Facilitated Workshops </li></ul><ul><li>Questionnaires/Surveys </li></ul><ul><li>Group decision making techniques </li></ul><ul><li>BABOK </li></ul><ul><li>Brainstorming </li></ul><ul><li>Focus Group </li></ul><ul><li>Interview </li></ul><ul><li>Observation </li></ul><ul><li>Prototyping </li></ul><ul><li>Requirements Workshop </li></ul><ul><li>Survey </li></ul><ul><li>Document Analysis </li></ul><ul><li>Interface Analysis </li></ul>
  24. 24. Complimentary Roles <ul><li>PM – Project Scope: resources, budget, schedule, plan, risks, quality. </li></ul><ul><li>BA – Solution Scope: business risks/issues, requirements related tasks in WBS, solution quality, represent business. </li></ul>
  25. 25. How to Effectively Utilize a BA <ul><li>Involve the BA as early as possible </li></ul><ul><li>WBS tasks clearly assigned </li></ul><ul><li>Roles and Responsibilities clearly defined </li></ul><ul><li>Communications Plan clearly defined </li></ul><ul><li>Communicate, communicate, communicate </li></ul>
  26. 26. Summary <ul><li>Business Analysis is a formally defined profession </li></ul><ul><li>Internationally acknowledged certification program </li></ul><ul><li>Synergy with Project Management, not competition </li></ul><ul><li>Valuable to PMs to prevent scope creep and reduce project risks, including rework </li></ul><ul><li>Deliver a feasible quality product that meets the business needs </li></ul>