BAs IIBA and the BABOK

BAs, the IIBA and the BABOK

Presented by

Jennifer Colburn,

PMP

May 19, 2009

http://www.stellman-greene.com/2007/08/03/qa-

how-to-get-ahead-in-business-analysis-without-r

eally-trying/

Value of a Business Analyst

Anyone who has ever worked on a complex and lengthy software development project knows that the involvement of a business analyst can mean the difference between success and failure. ~ Thomas Wailgum, CIO

http://www.cio.com/article/343013/

What a Business Analyst is Not

A junior Project Manager A scribe for the PM QA Tester A programmer who likes people A trainer A technical writer

What is A Business Analyst?

Works as a liaison among stakeholders in order to elicit, analyze, communicate and validate requirements for changes to business processes, policies, and information systems.

Understands business problems and opportunities in the context of the requirements and recommends solutions that enable the organization to achieve its goals.

(from the Business Analysis Body Of Knowledge v. 1.6, p. 9)

BA Skills

Analyze & solve problems Understand the business Communicate effectively Manage client relationships Facilitate discussions Negotiate & build consensus Model data & processes Plan & manage activities Facilitate & develop business strategy Understand & manage organizational change

Why a Project Needs Both

http://developer.motorola.com/fromfasttrack/February_09/agile_versus_waterfall.gif/

Why a Project Needs Both

PM responsible for ensuring product delivered to customer on time and within budget.

BA responsible for ensuring product built according to requirements and built correctly.

Difference in focus is reason that both roles on team are critical.

~ Barbara Carkenord, President B2T Training

Business Analysis

Understanding: How an organization works Why the organization exists What are the organization’s goals and objectives How does an organization accomplish those goals

and objectives How does an organization need to change to better

accomplish those objectives and/or overcome challenges

Defining the scope of the solution

(from the IIBA “A Primer to the Business Analysis Body of Knowledge” presentation)

9

International Institute of Business AnalysisTM

Develop and maintain standards for the practice of business analysis and for the certification of its practitioners

The IIBATM is an international not-for-profit professional association for business analysis professionals.

Founded in 2003www.theiiba.org

VisionThe world's leading association for Business Analysis professionals

Mission

KBa

Analogous to the PMI and the PMBOK, the IIBA has authored the Business Analysis Body of Knowledge (BABOK) reflecting generally accepted practices in the Business Analysis community.

Released in 2005 Version 2.0 released March 31,2009

Business Analysis Body of KnowledgeTM

CBAP Certification

Certified Business Analysis Professional Twenty-one PDUs in Business Analysis Two professional references High School Diploma 7,500 hours business analysis work experience in last

ten years Experience and expertise in four of six knowledge areas Pass 150 question multiple choice exam Developed to meet ISO 17204 standard, seeking

certification Agree to Code of Conduct

12

BABOK Knowledge Areas

Enterprise Analysis

Understanding the “big picture” Define business goals the solution must meet Integrate requirements into larger business

architecture Support initiatives and long term planning Strategic planning, business case development,

CBA, feasibility studies “Why are we doing this?”

Business Analysis Planning and Monitoring

Focus on planning for the BA processes and activities.

“What do I need to do?” Specify the how the business analysis tasks

will be performed Identify the deliverables produced Describe how changes will be controlled and

managed

Requirements Management and Communications

Focus on presenting and communicating documented requirements to all stakeholders, including project team members, to bring the group to consensus on project scope.

Identify and manage change “Does everyone understand and agree?”

Elicitation

Focus on gathering requirements from various stakeholder groups

Identify the tasks, knowledge and techniques for capturing requirements

“What do the Stakeholders need?”

Requirements Analysis

Focuses on analyzing the data Defines the methods, tools, techniques to

structure raw data collected during elicitation Identifies gaps in requirements Defines the “solution” capabilities and can

serve as the foundation for selecting among solution alternatives.

“What must the solution do?”

Solutions Assessment & Validation

Focus on ensuring the best approach is chosen, that the solution will meet stakeholder objectives, that the solution is feasible, and guides solution “verification.”

“Does the solution do what it is suppose to do?”

PMBOK Knowledge Areas

http://www.projectmanagement.net.au/assets/images/PM.gif

Collect Requirements (5.1) PMBOK

The project’s success is directly influenced by the care taken in capturing and managing project and product requirements.

…need to be elicited, analyzed and recorded in sufficient detail to be measured once project execution begins.

Project requirements can include business requirements, project management requirements, delivery requirements, etc.

Product requirements can include information on technical requirements, security requirements, performance requirements, etc.

Requirements Definition

PMBOK A condition or capability that

must be met or possessed by a system, product, service or component to satisfy a contract, standard, specification, or other formally imposed document. Requirements include the quantified and documented needs, wants, and expectations of the sponsor, customer, and other stakeholders.

BABOK A condition or capability

needed by a stakeholder to solve a problem or objective.

A condition or capability that must be met or possessed by a solution or solution component to satisfy a contract, standard specification or other formally imposed documents.

A documented representation of a condition or capability as in 1) or 2).

PMBOK 4.0 BABOK 2.0

Collect Requirements Inputs: Project Charter,

Stakeholder Register Outputs: Requirements

documentation, Requirements Management Plan, Requirements Traceability Matrix

Conduct Rqmts Elicitation Inputs: Business Case,

Business Need, Solution Scope, Stakeholder list, Roles and Responsibilities, Organizational Process Assets, Requirements Management Plan, Scheduled Resources

Outputs: Document Elicitation Results

Techniques: PMBOK vs. BABOK

PMBOK Group creativity techniques Focus Groups Interviews Observations Prototypes Facilitated Workshops Questionnaires/Surveys Group decision making

techniques

BABOK Brainstorming Focus Group Interview Observation Prototyping Requirements Workshop Survey Document Analysis Interface Analysis

Complimentary Roles

PM – Project Scope: resources, budget, schedule, plan, risks, quality.

BA – Solution Scope: business risks/issues, requirements related tasks in WBS, solution quality, represent business.

How to Effectively Utilize a BA

Involve the BA as early as possible WBS tasks clearly assigned Roles and Responsibilities clearly defined Communications Plan clearly defined Communicate, communicate, communicate

Summary

Business Analysis is a formally defined profession Internationally acknowledged certification program Synergy with Project Management, not competition Valuable to PMs to prevent scope creep and reduce

project risks, including rework Deliver a feasible quality product that meets the

business needs