cbap study guide for the business analyst body of knowledge (babok) version 2.0 kris hicks-green...
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CBAP Study Guide for the
Business Analyst Body of Knowledge (BABOK) Version 2.0
Kris Hicks-GreenApril 23, 2013
IIBA Austin
Sections 2.1: Plan Business Analysis Approach2.2: Conduct Stakeholder Analysis2.3: Plan Business Analysis Activities
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 (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)
Everything a BA does—the process followedhow and when the tasks are performedthe techniques usedthe 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.
Section 2.1: Plan BA Approach
Inputs to ConsiderBusiness Need
◦Problem/Opportunity Risks TimeframeExpert Judgment
◦You Stakeholders Ctrs of Comp OtherOrganizational Process Assets
◦BA/Process Change/Software Dev Approaches Stakeholder Tools Governance Standards Templates Guidelines
What Methodology Fits Input?
Plan-driven (Waterfall) Change-driven (Agile)Why
Minimize up-front uncertainty Exploratory/incremental
Maximize control Rapid delivery
Minimize risk Frequent feedback pointsWho
Sponsors approve Project Owner approves
When
BA work mostly at beginning or one specific project stage
List of Req. created earlyDetail reqs. when ready for dev.
Plan-driven (Waterfall) Change-driven (Agile)
How
High ceremony, detailed deliverables
Limited documentation, may come after product completion
Formal approval req’d to advance
Define reqs., obtain approval through team interaction
Changes occur only when necessary & justified. Changes as “mini projects”
Changes integrated into production: prioritized alongside
other features
Formal, frequently written, predefined communication methods
Frequent, informal. Documentation follows
implementation to “catch up”
What Methodology Fits Input?
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
Techniques to Determine Approach
Decision Analysis◦Rates available methodologies against org
needs and objectivesProcess Modeling
◦Defines and documents BA approachStructured Walkthrough
◦Validates a created, selected, or tailored BA approach
These are discussed in detail in Chapter 9
Identify Stakeholders
Customer, Domain SME, End User or Supplier
Implementation SMEProject ManagerTesterRegulatorSponsor
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
2.2: Stakeholder Analysis: Inputs
Business NeedsEnterprise Architecture
◦Org units, incl. roles and relationships, and those units’ interactions, customers, suppliers, responsibilities
Organizational Process Assets◦Policies and procedures, forms, methodologies,
templates, guidelines
Stakeholder Assessment Elements
IdentificationComplexity
◦Number and variety of direct end users◦Number of interfacing business processes and
automated systemsAttitudeInfluence
◦Influence on project, in org, needed for the good of project, with other stakeholders
Stakeholder Analysis: Techniques
BrainstormingInterviewsOrganization ModelingRequirements Workshops
These and more are described in detail in Chapter 9
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
Change Request Process RACI
Executive Sponsor A
Business Analyst R
Project Manager C
Developer C
Tester I
Trainer I
Technique: Stakeholder Map
Diagrams that depict the relationship of stakeholders to the solution and one another.
2.3: Plan BA Activities
Determines activities that must be performed and deliverables to be produced
Defines scopeEstimates effort requiredIdentifies management tools to measure
progress
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 knownFollow a well-defined, time limited process
for developing requirements. Limit each iteration to work that can be completed in time allotted. (Change-driven Projects)
Plan BA Activities: Input
BA ApproachBA Performance Assessment
◦Prior experienceOrganizational Process Assets
◦May mandate particular deliverables◦Lessons learned from previous efforts
Stakeholder List, Roles, Responsibilities
Plan BA Activities: Elements
Geographic Distribution of StakeholdersType of Project or InitiativeDeliverablesDetermine Activities (Work Breakdown
Structure)Optional: Assumptions, Dependencies,
Milestones
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: 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 scheduleOperational Support
◦ May use BA deliverables for planning support workProject Manager
◦ BA Plan integrated with overall project planTester
◦ Can participate to learn deliverable form and scheduleSponsor
◦ Must participate in approval of BA deliverables
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
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).