CBAP Study Guide for the Business Analyst Body of Knowledge (BABOK) Version 2.0

1. CBAP Study Guide for theBusiness Analyst Body of Knowledge (BABOK) Version 2.0 Sections 2.1: Plan Business Analysis Approach 2.2: Conduct Stakeholder Analysis 2.3: Plan Business Analysis Activities Kris Hicks-Green April 23, 2013 IIBA Austin

2. Chapter 2 emphasizes BA planning and monitoring as it applies to software application development, but the lessons can be applied to other work as well. Chapter 2 Overview

3. It (and the rest of BABOK) consistently uses the following approach: • Also provides info on Elements (factors to plan for); Techniques; Stakeholders • Sections 2.1 – 2.3 have four such diagrams: BA Planning and Monitoring (overview); Plan BA Approach; Conduct Stakeholder Analysis; Plan BA Activities Chapter 2 Overview (Cont.)

4. Everything a BA does— • the process followed • how and when the tasks are performed • the techniques used • the products that result —can differ by project. To develop an appropriate approach, the BA must understand the organizational process needs and objectives that apply to the project. Chapter 2 Overview (Cont)

5. Inputs to Consider • Business Need • Problem/Opportunity  Risks Timeframe • Expert Judgment • You  Stakeholders  Ctrs of Comp  Other • Organizational Process Assets • BA/Process Change/Software Dev Approaches  Stakeholder Tools  Governance Standards  Templates  Guidelines Section 2.1: Plan BA Approach

6. What Methodology Fits Input?

7. What Methodology Fits Input?

8. Project Complexity • Number of stakeholders • Number of business areas affected • Number of business systems affected • Amount and nature of risk • Uniqueness of requirements • Uncertainty of requirements (e.g., new venture vs. accounting project) • Number of technical resources required • Need to maintain solution knowledge over long term Further Approach Considerations

9. Decision Analysis • Rates available methodologies against org needs and objectives • Process Modeling • Defines and documents BA approach • Structured Walkthrough • Validates a created, selected, or tailored BA approach These are discussed in detail in Chapter 9 Techniques to Determine Approach

10. Customer, Domain SME, End User or Supplier • Implementation SME • Project Manager • Tester • Regulator • Sponsor Identify Stakeholders

11. The definition of the approach that will be taken for business analysis in a given initiative. It may specify: • Team roles • Deliverables • Analysis techniques • Timing & frequency of stakeholder interactions • More Output: BA Approach

12. Business Needs • Enterprise Architecture • Org units, incl. roles and relationships, and those units’ interactions, customers, suppliers, responsibilities • Organizational Process Assets • Policies and procedures, forms, methodologies, templates, guidelines 2.2: Stakeholder Analysis: Inputs

13. Identification • Complexity • Number and variety of direct end users • Number of interfacing business processes and automated systems • Attitude • Influence • Influence on project, in org, needed for the good of project, with other stakeholders Stakeholder Assessment Elements

14. Brainstorming • Interviews • Organization Modeling • Requirements Workshops These and more are described in detail in Chapter 9 Stakeholder Analysis: Techniques

15. Describes roles of those involved in BA activities: [R]esponsible – Does the work [A]ccountable – The decision maker (limit to one) [C]onsulted – To be consulted prior to work; gives input [I]nformed – To be notified of outcome Technique: RACI Matrix

16. Diagrams that depict the relationship of stakeholders to the solution and one another. Technique: Stakeholder Map

17. Determines activities that must be performed and deliverables to be produced • Defines scope • Estimates effort required • Identifies management tools to measure progress 2.3: Plan BA Activities

18. Plan incrementally or on a “rolling wave” basis. (Plan-driven Projects) • High-level plan for long term • Detailed plan for near-term activities • Communicate need (and method) for long-term plans to change as more is known • Follow a well-defined, time limited process for developing requirements. Limit each iteration to work that can be completed in time allotted. (Change-driven Projects) To Accommodate Change

19. BA Approach • BA Performance Assessment • Prior experience • Organizational Process Assets • May mandate particular deliverables • Lessons learned from previous efforts • Stakeholder List, Roles, Responsibilities Plan BA Activities: Input

20. Geographic Distribution of Stakeholders • Type of Project or Initiative • Deliverables • Determine Activities (Work Breakdown Structure) • Optional: Assumptions, Dependencies, Milestones Plan BA Activities: Elements

21. Estimation • Typically developed in conjunction with PM and other team members • Makes use of org. methodology and templates • Functional Decomposition • Breaks down the tasks in a project or product to facilitate understanding of the work to enable estimation • Risk Analysis • Identify risks that might impact the business analysis plans Plan BA Activities: Techniques

22. Customer, Domain SME, End User, Suppliers • Likely the major source of requirements • May need assistance understanding process, goals • Availability is crucial • Implementation SME • Can participate to better learn stakeholder needs, deliverable form and schedule • Operational Support • May use BA deliverables for planning support work • Project Manager • BA Plan integrated with overall project plan • Tester • Can participate to learn deliverable form and schedule • Sponsor • Must participate in approval of BA deliverables Plan BA Activities: Stakeholders

23. Business Analysis Plan(s). May include: • Scope of Work • Work Breakdown Structure • Activity List • Estimates for each activity and task • How and when plan should be changed Plan BA Activities: Output

24. 18% of the CBAP exam questions are drawn from BA Planning and Monitoring Section. • Tables and diagrams are particularly important to remember (see pps. 17, 19, 25, 30, 33). Good to Know!