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).