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BCS Professional Certificate in Agile Business Analysis Syllabus

Version 1.2 April 2017 This professional certification is not regulated by the following United Kingdom Regulators - Ofqual, Qualification in Wales, CCEA or SQA



BCS Professional Certificate in Agile Business Analysis

Contents

Change History .................................................................................................................. 4

Introduction ........................................................................................................................ 5

Assessment Objectives ...................................................................................................... 5

Target Audience ................................................................................................................. 5

Eligibility for this Examination ............................................................................................. 5

Duration and Format of the Examination ............................................................................ 6

Additional time for candidates requiring Reasonable Adjustments ..................................... 6

Additional time for candidates whose native language is not that of the examination ......... 6

Format of the Examination ................................................................................................. 7

Syllabus ............................................................................................................................. 8

1. Agile Philosophy (10%, K4) ......................................................................................... 8

1.1 The rationale for adopting an Agile approach 8 1.2 The Agile manifesto 8 1.3 The three overarching aspects of Agile 8 1.4 Business Analysis thinking and how it is relevant in Agile business 8

2. Agile Principles (5%, K4) ............................................................................................. 8

2.1 The 12 core principles 8 2.2 Key principle – collaborative working 8 2.3 Key principle – self organising teams 8 2.4 Key principle – continuous improvement 8 2.5 Key principle – iterative development and incremental delivery 8 2.6 Key principle – building in change 8

3. Agile Methods (5%, K4) .............................................................................................. 8

3.1 Elements of a method 8 3.2 Defined V empirical methods 8 3.3 Characteristics of Agile methods 8 3.4 Advantages and Disadvantages of Agile methods 8

4. Understanding Stakeholders (10%, K4) ...................................................................... 9

4.1 Stakeholder groups 9

5. Agile Modelling (20%, K4) ........................................................................................... 9

5.1 Rationale and principles for Agile modelling 9 5.2 Hierarchy of models using the Functional Model Map (FMM) 9 5.3 MoSCoW prioritisation 9



6. Decomposing and organising business goals (10%, K4) ............................................. 9

6.1 Goal decomposition V Functional decomposition 9 6.2 Benefits of a goal decomposition approach as the basis for agile development 9 6.3 Prioritising business goals using the POPIT model 9 6.4 Modular business architecture as a strategic tool to enable business capability

reuse 9

7. Agile requirements (20%, K4) ..................................................................................... 9

7.1 Hierarchy of requirements and how this relates to agile projects 9 7.2 User Roles 9 7.3 User Stories 9

8. Managing requirements (2.5%, K4) ........................................................................... 10

8.1 The solution backlog 10 8.2 Managing the backlog 10 8.3 Levels of traceability through goals 10 8.4 Estimation techniques: 10

9. Managing the iteration (15%, K4) .............................................................................. 10

9.1 Planning the iteration 10 9.2 Calculating and utilising velocity 10 9.3 Techniques to manage the iteration: 10

10. BA role in Agile projects (2.5%, K4) .......................................................................... 10

10.1 Agile business analysis 10 10.2 The Generalising Specialist 10

Levels of Knowledge / SFIA Levels / Blooms ................................................................... 11

Question Weighting .......................................................................................................... 11

Recommended Reading List ............................................................................................ 12

Additional Reading ........................................................................................................... 14



Change History Any changes made to the syllabus shall be clearly documented with a change history log. This shall include the latest version number, date of the amendment and changes made. The purpose is to identify quickly what changes have been made.

Version Number Changes Made

Version 1.2

April 2017

Copyright information updated.

Version 1.1

December 2016

Strapline regarding regulated statement has been added.

Version 1.0

October 2015

Syllabus created.



Introduction The BCS Professional Certificate in Agile Business Analysis assesses competence with regard to the philosophy, methods, principles and techniques of the Agile approach and its relevance to business analysis.

Assessment Objectives The examination leading to the BCS Professional Certificate in Agile Business Analysis has the following assessment objectives. Candidates must be able to demonstrate that they can:

Describe the philosophy underpinning Agile approaches

State the core Agile values in the agile manifesto

Interpret the key Agile principles

The application of agile in the wider business context

Describe a range of Agile methods (process, roles, principles)

State the role of the BA in an agile team

Evaluate the applicability of an agile method for a given situation (Scaled methods

V’s Product development methods)

Analyse the stakeholders in Agile projects

Discuss the 8 wastes of Lean

Discuss the FMM

Illustrate the use of Agile analysis, modelling and documentation techniques

Analyse business goals and their decomposition

Identify and document user roles

Illustrate the application of the user story technique

Explain the role and management of the solution backlog

Explain techniques used to plan and manage an iteration

State the role of the BA in an Agile team

Target Audience This certification is relevant for anyone wishing to understand the Agile approach from a business perspective. This includes business architects, business analysts, project managers and business managers.

Eligibility for this Examination There are no pre-requisites for sitting this examination although candidates should be prepared to be assessed in line with the objectives listed in the previous section. While not compulsory, it is recommended that candidates attend a BCS accredited training course. Candidates should also understand the following techniques: CATWOE, Business Activity Model and Use Case Diagrams prior to attending an accredited course or sitting the examination.



Duration and Format of the Examination The format for the examination is a 90 minute assessment comprising two sections. Section A comprises 20 Multiple Choice Questions worth 2 marks each. Section B uses scenarios and asks candidates to answer Multiple Choice Questions and to construct short answer responses to questions. Section B is worth 60 marks in total. The examination is closed book i.e. no materials can be taken into the examination room. The pass mark is 65/100 (65%) overall and candidates must also achieve a score of at least 20/40 (50%) on Section A and at least 30/60 (50%) on Section B.

Additional time for candidates requiring Reasonable Adjustments Candidates may request additional time if they require reasonable adjustments. Please refer to the reasonable adjustments policy for detailed information on how and when to apply.

Additional time for candidates whose native language is not that of the examination If the examination is taken in a language that is not the candidate’s native / official language then they are entitled to 25% extra time. If the examination is taken in a language that is not the candidate’s native / official language then they are entitled to use their own paper language dictionary (whose purpose is translation between the examination language and another national language) during the examination. Electronic versions of dictionaries will not be allowed into the examination room.



Format of the Examination

Type Two Sections. Section A comprises 20 Multiple Choice Questions

worth 2 marks each. Section B uses scenarios and asks candidates to

answer Multiple Choice Questions and to construct short answer

responses to questions. Section B is worth 60 marks in total.

Duration 1 Hour and 30 Minutes. Candidates are entitled to an additional 23

minutes if they are sitting an examination in a language that is not their

native/official language.

Example

Question

Section A What are the 3Cs used in the development of user stories?

A. Card, Criteria, Conversation B. Criteria, Confirmation, Closure C. Card, Conversation, Confirmation D. Criteria, Conversation, Confirmation

Section B Scenario: A team of Business Analysts (BAs) are working on an Agile project and are using the Functional Model Map to decide on the models they wish to use to elaborate the requirements. The team is currently examining the business goals that have been defined for the project and wish to decompose and prioritise these business goals. Question: What level of the Functional Model Map are the team currently at? Summary

Pre-requisites Accredited training is strongly recommended but is not a pre-requisite

Supervised Yes

Open Book No

Pass Mark 65/100 (65%) overall and at least 20/40 (50%) on Section A and 30/60

(50%) on Section B.

Distinction Mark None

Calculators Calculators cannot be used during this examination

Delivery Paper-based examination



Syllabus For each top-level area of the syllabus a percentage and K level is identified. The percentage is the exam coverage of that area, and the K level identifies the maximum level of knowledge that may be examined for that area. 1. Agile Philosophy (10%, K4)

1.1 The rationale for adopting an Agile approach

Definition of Agile

3 pillars of Agile 1.2 The Agile manifesto

1.3 The three overarching aspects of Agile

Principles

Methods

Techniques 1.4 Business Analysis thinking and how it is relevant in Agile business

Systems thinking

Service thinking

Lean business analysis o Lean thinking o 8 wastes of Lean o Value proposition

2. Agile Principles (5%, K4)

2.1 The 12 core principles

2.2 Key principle – collaborative working

2.3 Key principle – self organising teams

Tuckman & Jenson theory of group development 2.4 Key principle – continuous improvement

Kaizen

DMAIC (from Lean) 2.5 Key principle – iterative development and incremental delivery

2.6 Key principle – building in change 3. Agile Methods (5%, K4)

3.1 Elements of a method

3.2 Defined V empirical methods

3.3 Characteristics of Agile methods

Product development methods o SCRUM o XP o Lean software

Scaled methods o DSDM o SAFe

3.4 Advantages and Disadvantages of Agile methods



4. Understanding Stakeholders (10%, K4)

4.1 Stakeholder groups

Business Stakeholders: Project sponsor; Business Managers; Business Architect

Project Stakeholders: Project Manager; Programme Manager

Technical Stakeholders: Technical Architect

Development Team: Subject Matter Expert; End-users; Business Analyst; Designer; Team Leader; Solution Developer; Solution Tester

5. Agile Modelling (20%, K4)

5.1 Rationale and principles for Agile modelling

Levels of definition

o Black box

o White box

5.2 Hierarchy of models using the Functional Model Map (FMM)

Organisation ideal view

o Business activity models

o Business use cases

System level view

o Context diagram

o System use cases

System component view

o component designs

5.3 MoSCoW prioritisation 6. Decomposing and organising business goals (10%, K4)

6.1 Goal decomposition V Functional decomposition

6.2 Benefits of a goal decomposition approach as the basis for agile development

6.3 Prioritising business goals using the POPIT model

6.4 Modular business architecture as a strategic tool to enable business capability reuse 7. Agile requirements (20%, K4)

7.1 Hierarchy of requirements and how this relates to agile projects

General

Technical

Functional

Non-functional

7.2 User Roles

o Identifying and documenting users roles

o Personas and extreme characters

7.3 User Stories

3 Cs

INVEST

Techniques to elicit user stories:

o Interviews;



o Surveys;

o Observation;

o Story-writing Workshops

Defining user stories

Hierarchy of user stories

o Themes

o Epics

o User story

User stories and non-functional requirements 8. Managing requirements (2.5%, K4)

8.1 The solution backlog

8.2 Managing the backlog

8.3 Levels of traceability through goals

8.4 Estimation techniques:

Delphi estimating

Planning poker with story points

9. Managing the iteration (15%, K4)

9.1 Planning the iteration

Iteration planning meeting

9.2 Calculating and utilising velocity 9.3 Techniques to manage the iteration:

Daily stand-ups

Agile boards

o Kanban

Burn-down charts

o Story

o Effort

Iteration reviews

o Show and tell

o Retrospectives

10. BA role in Agile projects (2.5%, K4)

10.1 Agile business analysis

The business view

The system view

Transition between the views

Exploring the system view: Scenarios; Storyboards; Wireframes; Prototyping

10.2 The Generalising Specialist



Levels of Knowledge / SFIA Levels / Blooms This course will provide candidates with the levels of difficulty / knowledge skill highlighted

within the following table, enabling them to develop the skills to operate at the levels of

responsibility indicated. The levels of knowledge and SFIA levels are explained in on the

website www.bcs.org/levels. The levels of knowledge above will enable candidates to

develop the following levels of skill to be able to operate at the following levels of

responsibility (as defined within the SFIA framework) within their workplace:

Level Levels of Knowledge Levels of Skill and Responsibility (SFIA)

K7 Set strategy, inspire and mobilise

K6 Evaluate Initiate and influence

K5 Synthesise Ensure and advise

K4 Analyse Enable

K3 Apply Apply

K2 Understand Assist

K1 Remember Follow

Question Weighting

Syllabus Area Target number of marks

1 – Agile Philosophy 10

2 – Agile Principles 5

3 – Agile Methods 5

4 – Understanding Stakeholders 10

5 – Agile Modelling 20

6 – Decomposing and Organising Business Goals

10

7 – Agile Requirements 20

8 – Managing Requirements 3

9 – Managing the Iteration 15

10 – BA Role in Agile Projects 2

Total 100 Marks

There is a variable number of questions in Section B, and a variable number of marks for each question. A syllabus area may be tested in Section A and / or Section B.

http://www.bcs.org/levels



Recommended Reading List

Title 7 Habits of Highly Effective People

Author Dr Stephen Covey

Publication Date January 2004

Publisher Simon and Schuster Limited

ISBN 978 0684858395

Title Agile Estimating and Planning

Author Mike Cohn & Addison Wesley

Publication Date November 2005

Publisher Prentice Hall ISBN 978 0131479418

Title Agile Retrospectives: Making Good Teams Great

Author Esther Derby, Diana Lawson

Publication Date August 2006

Publisher Pragmatic Bookshelf

ISBN 978 0977616640

Title Agile Software Development with SCRUM Author Ken Schwaber and Mike Beedle

Publication Date October 2001

Publisher Prentice Hall

ISBN 978 0130676344

Title Business Analysis 3rd Edition Author Debra Paul, Donald Yeates and James Cadle Publisher BCS, Learning and Development Limited Publication Date September 2014 ISBN 9781780172774 Title Business Analysis Techniques: 72 Essential Tools for Success Author James Cadle, Debbie Paul and Paul Turner Publisher BCS, Learning and Development Limited Publication Date February 2010 ISBN 9781906124236 Title DSDM: Business Focused Development 2nd Edition Author Jennifer Stapleton

Publication Date 2002

Publisher Addison Wesley

ISBN 978 0321112248

Title Extreme Programming Explained Embrace Change Author Kent Beck & Addison Wesley



ISBN 978 0321278654

http://www.amazon.co.uk/Habits-Highly-Effective-People/dp/0684858398/ref=sr_1_1?s=books&ie=UTF8&qid=1431099154&sr=1-1&keywords=7+habits+of+highly+effective+people

http://www.amazon.co.uk/Agile-Estimating-Planning-Robert-Martin/dp/0131479415/ref=sr_1_1?s=books&ie=UTF8&qid=1431099308&sr=1-1&keywords=%E2%80%A2+Agile+Estimating+and+Planning%2C+Mike+Cohn

http://www.amazon.co.uk/Agile-Retrospectives-Making-Pragmatic-Programmers/dp/0977616649/ref=sr_1_1?s=books&ie=UTF8&qid=1431099780&sr=1-1&keywords=Agile+Retrospectives%3A+Making+Good+Teams+Great

http://www.amazon.co.uk/Agile-Software-Development-SCRUM-Schwaber/dp/0130676349/ref=sr_1_1?s=books&ie=UTF8&qid=1431100584&sr=1-1&keywords=Agile+Software+Development+With+Scrum%2C+Ken+Schwaber

http://shop.bcs.org/

http://shop.bcs.org/

http://www.amazon.co.uk/DSDM-Business-Development-Consortium-published/dp/B00EKYY3KK/ref=sr_1_2?s=books&ie=UTF8&qid=1431101091&sr=1-2&keywords=DSDM%3A+Business+Focused+Development

http://www.amazon.co.uk/Extreme-Programming-Explained-Embrace-Change/dp/0321278658/ref=sr_1_1?s=books&ie=UTF8&qid=1431101384&sr=1-1&keywords=Extreme+Programming+Explained%3A+Embrace+Change



Title Getting Started with Kanban Author Paul Klipp

Publication Date February 2014

Publisher CreateSpace Independent Publishing Platform ISBN 978 1495311970 Title Lean Software Development: An Agile Toolkit Author Mary Poppendieck and Tom Poppendieck

Publication Date May 2003


ISBN 978 0321150783 Title Mastering the Requirements Process Author Suzanne and James Robertson



ISBN 978 0321815743

Title Out of the Crisis Author W Edwards Deming


Publisher MIT Press

ISBN 978 0262541152 Title Process Dynamics Modeling and Control Author Babatunde Ogunnaike and W. Harmon Ray

Publication Date February 1995

Publisher OUP USA

ISBN 978 0195091199 Title Software Engineering Economics Author Barry Boehm


Publisher Prentice Hall

ISBN 978 0138221225

Title Software Estimation Demystifying the Black Art Author Steve McConnell

Publication Date 2006

Publisher Microsoft Press

Title Systems Thinking, Systems Practice Author Peter Checkland

Publication Date April 1981

Publisher John Wiley and Sons

ISBN 978 0471279112 Title The Art of Agile Development Author James Shore and Shane Warden

http://www.amazon.co.uk/Getting-Started-Kanban-Paul-Klipp/dp/149531197X/ref=sr_1_1?s=books&ie=UTF8&qid=1431101696&sr=1-1&keywords=Getting+Started+with+Kanban%2C+Paul+Klipp

http://www.amazon.co.uk/Lean-Software-Development-Agile-Toolkit/dp/0321150783/ref=sr_1_1?s=books&ie=UTF8&qid=1431101953&sr=1-1&keywords=Lean+Software+Development%3A+An+Agile+Toolkit

http://www.amazon.co.uk/Mastering-Requirements-Process-Getting-Right/dp/0321815742/ref=sr_1_1?s=books&ie=UTF8&qid=1431103797&sr=1-1&keywords=Mastering+the+Requirements+Process

http://www.amazon.co.uk/Out-Crisis-W-Edwards-Deming/dp/0262541157/ref=sr_1_1?s=books&ie=UTF8&qid=1431103593&sr=1-1&keywords=out+of+the+crisis+deming

http://www.amazon.co.uk/Process-Dynamics-Modeling-Chemical-Engineering/dp/0195091191/ref=sr_1_1?s=books&ie=UTF8&qid=1431103933&sr=1-1&keywords=Process+Dynamics%2C+Modeling+and+Control

http://www.amazon.co.uk/Engineering-Economics-Prentice-Hall-computing-technology/dp/0138221227/ref=sr_1_1?s=books&ie=UTF8&qid=1431104278&sr=1-1&keywords=Software+Engineering+Economics%2C+Barry+Boehm

http://www.amazon.co.uk/Software-Estimation-Demystifying-Practices-Microsoft/dp/B00ES27UJ0/ref=sr_1_3?s=books&ie=UTF8&qid=1431104601&sr=1-3&keywords=Software+Estimation%3A+Demystifying+the+Black+Art

http://www.amazon.co.uk/Systems-Thinking-Practice-Peter-Checkland/dp/0471279110/ref=sr_1_4_twi_2_har?s=books&ie=UTF8&qid=1431104976&sr=1-4&keywords=peter+checkland

http://www.amazon.co.uk/Art-Agile-Development-James-Shore/dp/0596527675/ref=sr_1_1?s=books&ie=UTF8&qid=1431105230&sr=1-1&keywords=The+Art+of+Agile+Development




Publisher O’Reilly Media

ISBN 978 0596527679 Title The Goal: A Process of Ongoing Improvement Author Eli Goldratt


Publisher North River Press Inc

ISBN 978 0566086656 Title The Lean Startup: How Constant Innovation Creates Radically

Successful Businesses Author Eric Ries


Publisher Portfolio Penguin

ISBN 978 0670921607 Title The Reengineering Alternative: A Plan for Making Your Current Culture

Work Author William E. Schneider Publication Date March 1994

Publisher Irwin Professional Publishing

ISBN 978 0786301201 Title Use Case Modelling Author Kurt Bitner and Ian Spence



ISBN 978 0201709131 Title User Stories Applied: For Agile Software Development Author Mike Cohn

Publication Date March 2004


ISBN 978 0321205681 Title Writing Effective Use Cases: The Agile Software Development Series Author Alistair Cockburn



ISBN 978 0201702255

Additional Reading Agile Manifesto

DSDM Atern Reference Manual

Managing the Development of Large Software Systems by Winston Royce

http://www.amazon.co.uk/Goal-Process-Ongoing-Improvement/dp/0566086654/ref=sr_1_1?s=books&ie=UTF8&qid=1431105391&sr=1-1&keywords=The+Goal%3A+A+Process+of+Ongoing+Improvement

http://www.amazon.co.uk/Lean-Startup-Innovation-Successful-Businesses/dp/0670921602/ref=sr_1_1?s=books&ie=UTF8&qid=1431105601&sr=1-1&keywords=The+Lean+Startup%3A+How+Constant+Innovation+Creates+Radically+Successful+Businesses

http://www.amazon.co.uk/Lean-Startup-Innovation-Successful-Businesses/dp/0670921602/ref=sr_1_1?s=books&ie=UTF8&qid=1431105601&sr=1-1&keywords=The+Lean+Startup%3A+How+Constant+Innovation+Creates+Radically+Successful+Businesses

http://www.amazon.co.uk/Reengineering-Alternative-Making-Current-Culture/dp/0786301201/ref=sr_1_2?s=books&ie=UTF8&qid=1431105871&sr=1-2&keywords=The+Reengineering+Alternative%3A+A+Plan+for+Making+Your+Current+Culture+Work%2C

http://www.amazon.co.uk/Reengineering-Alternative-Making-Current-Culture/dp/0786301201/ref=sr_1_2?s=books&ie=UTF8&qid=1431105871&sr=1-2&keywords=The+Reengineering+Alternative%3A+A+Plan+for+Making+Your+Current+Culture+Work%2C

http://www.amazon.co.uk/Case-Modelling-Addison-Wesley-Object-Technology/dp/0201709139/ref=sr_1_1?s=books&ie=UTF8&qid=1431106164&sr=1-1&keywords=Use+Case+Modelling%2C+Kurt+Bittner

http://www.amazon.co.uk/User-Stories-Applied-Development-Addison-Wesley/dp/0321205685/ref=sr_1_1?s=books&ie=UTF8&qid=1431106348&sr=1-1&keywords=User+Stories+Applied%3A+For+Agile+Software+Development

http://www.amazon.co.uk/Writing-Effective-Crystal-Software-Development/dp/0201702258/ref=sr_1_1?s=books&ie=UTF8&qid=1431192295&sr=1-1&keywords=Writing+Effective+Use+Cases%3A+The+Agile+Software+Development+Series%2C+Alistair+Cockburn%2C

http://www.agilemanifesto.org/

http://www.dsdm.org/dig-deeper/book/dsdm-atern-handbook

http://leadinganswers.typepad.com/leading_answers/files/original_waterfall_paper_winston_royce.pdf

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