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CBAP Study Guide for the Business 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.

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cbap study guide for the business analyst body of knowledge babok version 2 0

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

chapter 2 overview

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
chapter 2 overview cont

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.)
chapter 2 overview cont1

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)
section 2 1 plan ba approach

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
further approach considerations

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
techniques to determine a pproach

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
identify stakeholders

Customer, Domain SME, End User or Supplier

  • Implementation SME
  • Project Manager
  • Tester
  • Regulator
  • Sponsor
Identify Stakeholders
output ba approach

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
2 2 stakeholder analysis inputs

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
stakeholder assessment elements

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
stakeholder analysis techniques

Brainstorming

  • Interviews
  • Organization Modeling
  • Requirements Workshops

These and more are described in detail in Chapter 9

Stakeholder Analysis: Techniques
technique raci matrix

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
2 3 plan ba activities

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
to accommodate change

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
plan ba activities input

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
plan ba activities elements

Geographic Distribution of Stakeholders

  • Type of Project or Initiative
  • Deliverables
  • Determine Activities (Work Breakdown Structure)
  • Optional: Assumptions, Dependencies, Milestones
Plan BA Activities: Elements
plan ba activities techniques

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
plan ba activities stakeholders

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
plan ba activities output

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
good to know

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!