IIBA Ottawa-Outaouais Chapter

ECBA™/CBAP®/CCBA® Study GroupDecember 2018

Nancy Beatson, CBAP

2

Session Date BABOK Chapter

Topic

1 Tuesday, Sep 25th 1

2

Introduction BA Key Concepts

2 Tuesday, Oct 23rd 3 BA Planning & Monitoring

3 Tuesday, Nov 27th 4 Elicitation & Collaboration

4 Wednesday, Dec 12th 5 Requirements Life Cycle Management

5 Tuesday, Jan 22nd 6 Strategy Analysis

6 Tuesday, Feb 26th 7 Requirements Analysis & Design Definition

7 Tuesday, Mar 26th 8 Solution Evaluation

8 Tuesday, Apr 23rd

(location TBD)9 Underlying Competencies

9 Tuesday, May 28th 10 Techniques

10 Tuesday, June 25th

(tent.)11 Perspectives

End-of-Session Game

2018/2019 Study Group

Agenda

1 Introductions15

min

2 Chapter 5: Requirements Life Cycle Management30

min

4 Exam Study Tips10

min

6 Quiz10

min

5 Upcoming Events for BAs5

min

3 Technique Spotlight15

min

1 Introductions

• Name• Optionally:

– Current assignment, project, activity

– Your stage in the BA certification process:

❑My exam is booked!

❑All registered… just studying

❑Thinking about it

❑Business analysis? What’s business analysis?

Introductions

3 Chapter 5: Requirements Life Cycle Management

5.1 Trace Requirements

5.2 Maintain Requirements

5.3 Prioritize Requirements

5.4 Assess Requirements Changes

5.5 Approve Requirements

Chapter 5: Requirements Life Cycle Management

PURPOSE?

• to ensure that business, stakeholder, and solution requirements and designs are aligned to one another

• to ensure the solution implements them

• to ensure that business analysis information is available for future use

Chapter 5: Requirements Life Cycle Management

5.1 Trace Requirements• What does it mean to “trace” a requirement?• Name some ways that tracing requirements is

helpful?• Describe the following traceability relationships

– Derive– Depends– Satisfy– Validate

• See attached “trace” example

9

5.2 Maintain Requirements

What is the purpose of the Maintain Requirements task?

“The purpose of Maintain Requirements is to retain requirement accuracy and consistency throughout and beyond the change during the entire requirements life cycle, and to support reuse of requirements in other solutions.”

~BABOK® v3

5.2 Maintain Requirements

• Why is the BA responsible for conducting maintenance of requirements after an approved change?

• Name some requirement attributes that might change

• What is an example of a requirement that can & should be reused?

11

5.3 Prioritize Requirements• Purpose is to rank requirements in order of relative

importance• Name some typical factors that influence

prioritization- Benefit- Penalty- Cost- Risk- Dependencies- Time sensitivity- Stability- Regulatory or policy compliance

12

5.3 Prioritize Requirements

• What are some typical challenges when prioritizing requirements?

• How can the BA address these challenges?

5.4 Assess Requirements Changes

PURPOSE?

• To evaluate implications of proposed changes on requirements and designs

14

5.4 Assess Requirements Changes

• When is this task performed?

• When considering changes to requirements, BAs assess the impact by considering:– Benefit

– Cost

– Impact

– Schedule

– Urgency

15

5.5 Approve Requirements

• Purpose is to obtain agreement on and approval of requirements and designs for business analysis work to continue and/or solution construction to proceed.

• Which techniques can be used to approve requirements?

16

5.5 Approve Requirements

ELEMENTS

1. Understand Stakeholder Roles

2. Conflict and Issue Management

3. Gain Consensus

4. Track and Communicate Approval

3 Technique Spotlight

10.2 Backlog Management

10.33 Prioritization

10.37 Reviews

3 Technique Spotlight

10.2 Backlog Management

10.2 Backlog ManagementPurpose

The backlog is used to record, track, and prioritize remaining work items.

10.2 Backlog ManagementDescription

• backlog formed when # work items exceeds capacity to compete

• management of the backlog:- How to decide which items should be included

- How to describe & track

- How to review & prioritize

- How to select for addressing & how to remove

10.2 Backlog Management – Elements

s – Elements Can be used in the

following Knowledge

Areas and Tasks:

Requirements Life Cycle Management (5.3)

Requirements Analysis and Design Definition (7.6)

ELEMENTS:

Items in the Backlog May include use cases, user stories, functional & non-functional requirements,

designs, custom orders, risk items, change requests, defects, planned rework,

maintenance, conducting a presentation, completing a documentPrioritization - Items prioritized relative to each other

- May change over time

- Multi-phased approach may be used, e.g. high/med/low ➔ 1, 2, 3Estimation Initial estimates broad, more elaboration as items are worked on

Managing Changes to

the Backlog

- Items are moved to the top of the backlog based on their relative priority

- Items are selected based on capacity, interdependencies, size, complexity

- Items are removed when they are completed

10.2 Backlog Management – Example*

*Source: Microsoft. (2018, November 18). Add tasks to backlog items. Retrieved December 10, 2018 from https://docs.microsoft.com/en-us/azure/devops/boards/sprints/add-tasks?view=vsts&tabs=new-nav

Strengths Weaknesses

• Large backlogs may be cumbersome to manage

• It takes experience to be able to break down the work to be done into enough detail for accurate estimation

• A lack of detail in the items in the backlog can result in lost information over time

10.2 Backlog Management – Usage Considerations

• Effective approach when changing stakeholder needs and priorities

• Only items near the top of the backlog are elaborated and estimated in detail

• Can be an effective communication

3 Technique Spotlight

10.33 Prioritization

10.33 PrioritizationPurpose

Prioritization provides a framework for business analysts to facilitate stakeholder decisions and to understand the relative importance of business analysis information.

10.33 PrioritizationDescription

• Used to determine the relative importance of business analysis information

• Four approaches (see next page):

- Grouping

- Ranking

- Time boxing / Budgeting

- Negotiation

10.33 Prioritization

Can be used in the

following Knowledge

Areas and Tasks:

Requirements Life Cycle Management (5.3)

Solution Evaluation (8.5)

ELEMENTS:Grouping e.g. high, medium, low

Ranking From most to least, e.g. in a product backlog

Time Boxing/Budgeting - Based on allocation of a fixed resource

- Often used when solution approach has been determined

- Time boxing used to prioritize based on amount of work the project team

is able to deliver in a set period of time

- Budgeting used when the project team has been allocated a fixed amount

of moneyNegotiation Involves establishing consensus amongst stakeholders as to which

requirements will be prioritized

10.33 Prioritization– Example- see attached

Strengths Weaknesses

• Some stakeholders may try to avoid making choices

• The solution team may intentionally or unintentionally try to influence the prioritization

• Metrics and key performance indicators are often not available when prioritizing BA information

10.33 Prioritization – Usage Considerations

• Facilitates consensus building and trade-offs and ensures that solution value is realized and initiative timelines are met

3 Technique Spotlight

10.37 Reviews

10.37 ReviewsPurpose

Reviews are used to evaluate the content of a work product.

10.37 ReviewsDescription

• Different types are conducted for BA work products

• Each tailored to organization and BA needs

• Uses the following dimensions:

– Objectives

– Techniques

– Participants

10.37 ReviewsCan be used in the

following Knowledge

Areas and Tasks:

BA Planning and Monitoring (3.2, 3.3., 3.5)

Elicitation and Collaboration (4.3, 4.4)

Requirements Life Cycle Management (5.5)

Requirements Analysis and Design Definition (7.2, 7.3)

ELEMENTS

Objectives Should be clearly communicated to all participants prior to the review

Will include one or more goals, e.g. remove defects, ensure a work product is

complete, measure work product qualityTechniques Formal: Inspection, formal walkthrough (team review), single issue review

Informal: desk check, pass around, informal walkthrough, ad hocParticipants Author

Reviewer

Facilitator

Scribe

Strengths Weaknesses

• Rigorous team reviews take time and effort

• Informal reviews by one or two reviewers are practical in terms of the effort required, but provide less assurance of removing all significant defects

• may be difficult for the author to validate that an independent review was done by each participant for desk checks and pass around reviews

• If review comments are shared and discussed via e-mail there may be many messages to process

10.37 Reviews – Usage Considerations

• Helps identify defects early in the work product life cycle

• All parties involved in a review become engaged with the final outcome

• Desk checks and pass around reviews can be performed by a reviewer at a convenient time

4 CBAP Study Tips from Recent* Credential Holders

Global Observations about the CBAP Exam

How They Prepared for the CBAP Exam

What to Study

*Source: Watermark Learning. (2017, June 21). How to Pass the CBAP Exam: Study Tips from Recent Credential Holders [Blog post]. Retrieved December 9, 2018 from https://www.watermarklearning.com/blog/pass-cbap-exam-study-tips/

CBAP Study Tips from Recent* Credential Holders

Global Observations

• Exam harder than expected

• More application than memorization

• ~40 case studies; remaining scenario-based

*Source: Watermark Learning. (2017, June 21). How to Pass the CBAP Exam: Study Tips from Recent Credential Holders [Blog post]. Retrieved December 9, 2018 from https://www.watermarklearning.com/blog/pass-cbap-exam-study-tips/

CBAP Study Tips from Recent* Credential Holders

How They Prepared

• 150 – 200 hours of time studying

• Ready the BABOK®v3 at least 2X… some 3X

• Took lots of practise tests

• Helpful to take a prep class or use a study guide

*Source: Watermark Learning. (2017, June 21). How to Pass the CBAP Exam: Study Tips from Recent Credential Holders [Blog post]. Retrieved December 9, 2018 from https://www.watermarklearning.com/blog/pass-cbap-exam-study-tips/

CBAP Study Tips from Recent* Credential Holders

What to Study• Know your techniques• Review the estimating and financial

calculations• Know all the tasks in each KA• Know what to do next (connect-the-dots)• Stakeholders, inputs/outputs, perspectives• Figure out the essence of the question

(terms!)

*Source: Watermark Learning. (2017, June 21). How to Pass the CBAP Exam: Study Tips from Recent Credential Holders [Blog post]. Retrieved December 9, 2018 from https://www.watermarklearning.com/blog/pass-cbap-exam-study-tips/

5 Upcoming Events for BAs

Upcoming Events:

– (Dec 18) Chapter Meeting & Holiday Social• Tuesday, Dec 18, 2018 - 5:30 to 7:00 pm+

• Chapter updates, introductions, BBC highlights, networking, socializing

• Vimy Brewing Company, 145 Loretta Ave N #1, Ottawa• Admission: Free

– (Jan 22) Study Group Session• Tuesday, Jan 22, 2018 - 6:00 to 7:30 pm

• Chapter 6 – Strategy Analysis

• Admission: Free

More info is available at: www.ottawa-outaouais.iiba.org

Note: new location

6 Pop Quiz

• 10 questions

• Open-book

• Hand back your quiz (to earn 1.5 PD hrs)

• Make note of or take a photo of your answers if you want to grade yourself

QUIZ REVIEW

– How’d you do?

Study group materials are available for download at the Ottawa-Outaouais Chapter website

– https://ottawa-outaouais.iiba.org/ecbar-ccbar-cbapr-study-groups

Get on the Chapter Mailing List

From the IIBA Ottawa-Outaouais homepage, go to ottawa-outaouais.iiba.org → News →Newsletter Subscription

https://ottawa-outaouais.iiba.org/newsletter-subscription

Questions?

certification@ottawa-outaouais.iiba.org

SUPPLEMENTAL SLIDES

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*http://www.iiba.org/certification-handbook/ccba-blueprint.htmhttp://www.iiba.org/certification-handbook/cbap-exam.htm

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32%

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Business AnalysisPlanning andMonitoring

Elicitation andCollaboration

Requirements LifeCycle Management

Strategy Analysis Requirements Analysisand Design Definition

Solution Evaluation

Exam Blueprint - CCBA & CBAP*

CCBA® CBAP®

IIBA Certification Program: 4 Levels

*Source: https://www.iiba.org/certification-handbook/fees-summary.htm (Accessed November 2018)

Need more information on certification?

• IIBA Mult-Level Certification Handbook

– refer to http://www.iiba.org/certification-handbook/intro-cert-framework-intro.htm

• IIBA Certification Program FAQs

– refer to http://www.iiba.org/Certification-Recognition/Certification-FAQs.aspx