IIBA Newsletter Jan 2011

8/3/2019 IIBA Newsletter Jan 2011

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BAJanuary 2011

Letter rom the President

IIBA Inside View

Dashboard

Monthly Poll

Business o Business Analysis

Chapter News

Proessional Development

Certication Update

Endorsed Education Providers

Events

Monthly Giveaway

The Last Word

Inside Sections:

I s s u e 1

What Requiring Minds Want to Know

IIBA

Monthly Newsletter

IN THIS ISSUE:

The Future of IIBA:

Making Predictions

page 4

Case Study The

Membership Committees

Global Membership Fee

Project

page 12

The Future of Business in

the New Economy, Part 3:

Value Analysis

page 13

Being a BA: Technical

Excellence

page 14

Real words that work

page 15

Career resolutions or 2011

Happy New Year! As we welcome 2011, many o us see the brand new year as an opportunity or

a new start. We look orward to the coming year, and make plans that will help us achieve our

proessional and personal goals.

Kathleen Barret, President and CEO o International Institute o Business Analysis (IIBA) wanted to

take this idea o planning or a new year a step urther. She asked the Executive Leadership Team

(ELT) and Product Managers o key IIBA products and services to look three years into the uture

and discuss their vision or these initiatives. Be sure to read the article The Future o IIBA: Making

Predictions on page 4.

The irst initiative IIBA launched in 2010 was the Global Membership Program. Now, the

Membership Committee has written a case study demonstrating how the committee applied

business analysis techniques to the implementation o this program. Read the article on page 12.

On the certiication ront, the exam or the Certiication o Competency in Business Analysis

(CCBA) designation launched on January 4. IIBA looks orward to congratulating the irst CCBA

recipients very soon. Is earning a certiication on your list o career resolutions? See page 17 or

more details.

On page 14, be sure to read the transcript rom the Being a BA Technical Excellence webinar.

Rick Clare, IIBA Vice President, Chapters and a highly experienced BA and manager, discusses

the beneits o the BA role, the dierences between Project BAs and Strategic BAs, and why it is

important to separate the BA and PM roles.

I you have proessional development goals on your resolution list, see page 16 or the upcoming

January webinars. You can also view any webinars youve missed by visiting the Archived Webinars

on the IIBA website.

This month: The Future o Business Analysis Spreading the word about business

analysis and IIBA to the global businesscommunity

Gaining recognition or the role o thebusiness analyst

Collaborating with complementaryproessional associations
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www.theiiba2BA Connection


The Future o Business AnalysisIts always great to get a resh start at the

beginning o a New Year, whether you

believe in New Years resolutions or not.

One approach is to look at everything a bit

dierently.

In August, IIBA underwent a reorganizationto better serve each o its key stakeholders

or customer groups. Each member o the Executive

Leadership Team (Dave Bieg, Kevin Brennan, Michael

Gladstone and I) was assigned primary responsibility or one

o the groups individual business analysts, employers o

BAs, training vendors, tool vendors, and chapters. We were

tasked with understanding their needs and identiying the

products and services that would be most valuable to them.

Because there are our o us, the groups and associated

products were divided by our primary stakeholders into our

categories.

The irst major customer stakeholder group is individual

BAs, speciically our members. IIBA is a proessional

organization with its vision and mission to help drive the

proession o business analysis globally. We do that through

the identiication and ormalization o business analysis

practices. An example is the Guide to the Business Analysis

Body of Knowledge. We reer to this area as developing the

proessional.

Our second major customer group is individuals who wish to

become certiied as qualiied proessional business analysts.

IIBA now oers two business analysis certiications: theCertiication o Competency in Business Analysis (CCBA)

and the Certiied Business Analysis Proessional (CBAP).

We reer to this area as recognizing the proessional.

Next, we consider the employers o business analysts. We

want to help them develop their BA programs and enable

their BAs to become more successul in the role, or the

beneit o their organizations. In this case, we talk about

enabling the proessional.

The inal group is comprised o those who support the

successul execution and development o business analysis

skills such as training vendors, sotware providers, andchapters. This group is supporting the proessional.

This month, as we consider our theme o The Future o

Business Analysis, we asked the executive leadership team

and product managers who are responsible or the products

in each o these areas to discuss the uture o their products.

We asked why they are passionate about their products,

where do they see the products headed in the next ew

years and how dierent will they be rom today, what are the

biggest hurdles to achieving their vision and how can they

ensure success. Be sure to read the article, The Future o

IIBA: Making Predictions on page 4.

I also participated in the exercise. My product incorporates

all the other areasit is IIBA and the proession o business

analysis. What makes me passionate is that I truly believe

business analysis will be the capability that distinguishes the

winners rom the losers in the global marketplace. Business

is about delivering products and services to customers.

Business analysis is about identiying the change needed

to more eectively deliver those products and services to

meet customers needs. I there is no change, you dont need

business analysis. But when there is changeand there is

always changebusiness analysis makes sure it is the right

change.

The world is evolving rapidly and companies are constantly

reacting to events happening all around them, generally

addressing challenges incrementally, not stepping back and

understanding the broader scope o events. To rise abovethe competition, companies will have to be more systematic

about how they approach recognizing and addressing

change. Business analysis is a critical capability to help

companies understand what they need to do to remain

competitive and succeed in their market space.

When I think about the world o business analysis in three

years time, I know that it will be substantially dierent. It

will have evolved and be more widely adopted throughout

that world. Partly, that is because I believe that companies

that havent embraced business analysis will be struggling

and ailing. In organizations that are successul andthriving, business analysis will be widely adopted. Dierent

organizations are at dierent levels o maturity, but I expect

to see BAs holding strategic planning positions, and to be

running portolios and making key investment decisions.

They will be the ones asking the tough questions o their

business partners to help steer the business in the right

direction. I expect that BAs will be essential to organizations,

helping them implement the necessary day-to-day changes

that will keep them moving orward.

The biggest challenge to widespread adoption o

business analysis is change atigue and lack o awareness.Organizations know they have to continue to evolve to

remain relevant but because o change atigue, they oten

cling to old habits. Other organizations are so used to

approaching problems a certain way, they dont know how to

think dierently. They dont recognize business analysis as a

solution because they dont clearly understand their problem.

IIBA needs to help organizations understand what business

analysis is and how it can help improve their perormance.


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So how do we ensure success? Organizationally, we will put

more eort into driving awareness o the business analyst

role. We will continue to introduce new products to help

expand the BA toolkit to help business analysts be more

eective. And we will enhance our current inrastructure to

ensure we have the tools in place to manage our business

better, as well as provide the unctionality to enable you,

the BA, to manage your careerideas include customerspeciic portals with tools and capabilities or each o our key

stakeholder groups.

New Years Resolutions or IIBA

I believe in making New Years resolutions as a way to plan or

changes in the coming year. Here are my resolutions or IIBA.

1. Operate more efectively in a virtual world.

Better communication is our number one New Years

resolution.

In case people dont know, IIBA is a virtual organization.For example, I am based in Toronto, Ontario, Canada, and

Dave Bieg, Chie Operating Oicer, is based in Atlanta,

Georgia in the United States. Yet we work together on a

daily basis. Being able to work virtually can be great but it

has its drawbacks. We dont actually see each other during

meetings and I cant walk down the hall to ask a question.

Weve done some things amazingly well considering we

operate virtually, but we oten orget that reaching out to

our colleagues needs to be more active. We now have about

20 paid sta (both employees and independent contractors)

and are planning to add more in 2011. We need to eel

were working together as a team, and as we ind tools andtechniques that help us work more eectively, we will share

these with our members.


2. Think about our customers in everything we do.

Members, employers o BAs, Endorsed Education Provider

(EEP) vendors, sponsors, chaptersyou are all the main

reason IIBA exists. We need to think about what you need

rom us to ensure you enjoy being part o the organization.

You need to be top o mind in everything we do.

3. Communicate the message about businessanalysis.

Getting the word out and letting people know the

importance the BA role brings to organizations has always

been on our to do list, but this year we are making it a top

priority. We need to make sure our message is getting out

there, that we are driving greater awareness or IIBA and the

business analysis proession.

I recommend that you think about what you want to

accomplish in the New Year whether or not you believe in

New Years resolutions. Start the year o with a planthink

about what you want to achieve in your own career in 2011.Dont attempt to over plan or make too many resolutions

because it may be too much and prevent you rom taking

action. Instead, apply your BA skills to your own career and

igure out the one thing you need to do this year to achieve

your goals as a BA.

One o the most excitingand most overwhelming

things about IIBA is that it is constantly growing, evolving

and expanding. And as we ace a brand new year, I look

orward with great anticipation to what 2011 will bring.

Happy New Year!

Kathleen Barret

President and CEO

Read Kathleens Blog

CBAP recipients Members Chapters

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Monthly Dashboard
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The Future o IIBA:

Making Predictions

In keeping with the January theme o The Future o

Business Analysis, we asked IIBA leadership and product

managers to make predictions about the uture o their IIBA

products and services. In each article, they have answered

the ollowing questions:

1. What makes you passionate about your product?

2. What do you imagine your product will look like in

three yearshow will it dier rom where it is today?

3. What do you think are the biggest hurdles in making

your vision a reality?

4. What would help to ensure your success?

Their answers have been divided into the our key IIBA

stakeholder groups as ollows:

Developing the proessionalThe Future o IIBA Standards and Publications by

Kevin Brennan, CBAP, IIBA Vice President, Proessional

Development and Communities

IIBA Business Analysis Competency Model by Angela Wick,

CBAP, PMP, Chair, BA Competency Model Committee

Career Path or BAs by Laura Brandenburg, Career Center

Product Manager

Emerging Technologies by Julian Sammy, IIBA Head o New

Media

Recognizing the proessionalCertiication by Michael Gladstone, CBAP, IIBA Vice

President, Certiication

Enabling the proessional

Corporate Membership by Dave Bieg, IIBA Chie Operating

Oicer

Supporting the proessional

Chapters by Rick Clare, IIBA Vice President, Chapters

Developing the proessional

The Future o IIBA Standards andPublicationsBy Kevin Brennan, CBAP, IIBA Vice President Proessional

Development and Communities

Ive been involved with IIBA rom almostthe very beginning. In November 2003,

when I irst got involved as a volunteer,

I had wanted to participate in the

development o a business analysis body

o knowledge.

Why? Well, or a number o years I had

been irst teaching mysel and later others about project

management, and to learn that proession one o the key

books I reerred to was the PMBOK Guide. Its become

almost trendy to complain about the PMBOK Guide, and

while Id developed irm opinions on its virtues and lawsby teaching project management, I also recognized that

it had done a lot to help build the project management

proession. I was hoping to get involved in building

business analysis in much the same way.

One o the greatest diiculties business analysts ace

is that people dont understand what we do or why it

matters, and many o us struggle to articulate the value

we bring. The point o a body o knowledge is to help us

build that common, shared understanding. We need a

body o knowledge so that we can understand what all o

us, IT systems analysts, business process analysts, business

architects, consultants, and the many other sub-groups that

make up the business analysis proession have in common.

Without that understanding, we cant move on to see how

we can work to make organizations more eective, to help

them stop wasting billions o dollars every year on eorts

that dont deliver value to stakeholders, and to really make

a dierence or people.

Ultimately, thats what we do, ater all. We solve problems.

Thats what I did as a BA and its what I do today. The

problems I most enjoy solving are the hard ones, the ones

that nobody has a straightorward or easy solution to. But

people dont recognize that problem solving is a skill. Its

something you can learn and get better at, but rather than

helping people to do that, most organizations simply end

up reinventing solutions to problems that were solved

long ago. They do that because there werent venues or

them to easily ind out what tools and methods already

exist and have been proven eective, or what skills and

competencies someone who works as a business analyst

needs to have. Thats what the BABOK Guide isits a

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description o what you have to know, and be able to do, in

order to help business do business better.

Like the proession itsel, the BABOK Guide will continue to

evolve. I think the team that built version 2 did a antastic

job, but there are new ideas that we have to incorporate

and areas o practice that we deliberately took out o the

scope o that eort in order to ensure we could deliver.

Now, as we come up to two years since it was released,

were starting to see how we can improve it to bring in

some o those concepts. Three years rom now, I expect

we will have completed that work and youll all be holding

copies o version 3 in your hands (or reading it online,

on your tablet computers or smart phones, or using the

annotated version linked in to online communities to share

additional resources with other BAs).

O course, version 3 will still be used as a reerence book

and as a textbook by many business analysts, and we will

work to make the revised version easier to read and easier

to use. That means looking at which sections may beconusing or diicult to understand and revisiting the text

to see where we can add or edit material to make it clearer,

as well as expanding on topics that need it.

Well introduce concepts rom new areas o practice, such

as agile methods and enterprise business analysis. While

we do that, its important to help people igure out which

material is most useul to them, so well be providing

guidance or applying the BABOK. The IIBA Business Analysis

Competency Modelis something you can take a look at to

see the early stages o this work. Version 3 o that model,

coming out in the near uture, has competency proiles ora number o business analysis specializations. The BABOK

Guide will support those directly in the next version.

The BABOK Guide will also not be the only source o

business analysis inormation provided by IIBA by that

time. Were beginning to develop a number oHandbooks

of Business Analysis which will provide speciic guidance

or proessionals with a particular area o interest. The irst

o those handbooks, the Handbook of Enterprise Business

Analysis, is actively under development and you can expect

to hear a lot about it in 2011. Others will ollow in the years

to come. Some o the topics were looking to cover includea handbook or new business analysts, one or IT systems

analysis, one or business process analysis, and possibly

othersbut none o those are deinitely on the schedule

yet, and i you think theres something we should be

covering, Id be happy to hear rom you.

My goal is or version 3 to remain concise and authoritative,

and to ensure that the reputation or quality o the current

version remains intact. We spent a lot o time with version 2

IIBA Inside View

working to ensure that the ramework we developed

wouldnt break when being amended to accommodate

new methodologies (such as Scrum, Lean, BPM, and

others). Where possible, were looking to work with other

organizations to develop clean linkages with other bodies

o knowledge and other standards, and were hoping to

build those relationships with other groups in the years to

come. For the record, our door is always open to any groupthat wants to collaborate with us on these eorts.

And or those o you who responded to our call or

volunteers earlier this year, thank you all very much. Laura

Paton, who served as the Project Manager or the inal

year o development o version 2 as well as leading the

development eort or the BABOK Learning Guide, has

accepted the position o Chair o the BABOK Committee or

version 3. Were currently working to interview candidates

or the core team, and over the next month or two we plan

to put the version 3 committee in place. I you volunteered

or that team, thank you or your patience and well be intouch soon.

To post a comment, visit the Community Network.

The Future o the IIBA Business AnalysisCompetency ModelBy Angela Wick, CBAP, PMP, Chair, BA Competency Model

Committee

The IIBA Business Analysis Competency

Model is bringing value to organizations

and business analysis proessionals

around the globe, and this is just the

beginning. The IIBA Competency Model

was launched in February o 2010

with an aggressive schedule to release

valuable content or organizations and business analysis

proessionals on what successul application o the business

analysis role looks like. In the uture we plan to continue

to develop the model with tools and alternative ormats as

well as benchmarking data about the model.

What makes me passionate about moving this agenda

orward?

y Helping BA proessionals develop satisying careers

through competency development, career paths, and

leadership development

y Helping BA proessionals with more inormation on

what it takes to be successul in this career

y Helping BA proessionals become more aware o the

opportunities to grow proessionally in the industry
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y Seeing the amazing response to the product via

discussions with organizations using the model and

buying corporate licenses

y Helping organizations, especially BA Managers,

C-level management and BA COEs, manage BA talent

and develop strong BA practices. The demand or

corporate licenses and assistance in adopting and

implementing the model has been overwhelming

y An amazing committee o authors and reviewers to

work with on this product

y Being part o the big picture and innovation in the BA

industry

Within three years we would like the model to be an

online tool in addition to the document. The online tool

will enable BAs and organizations to proactively manage

competency development. Individuals will use the tool to

learn and explore their own competency development;

organizations can use the online tool as part o an overalltalent management process to develop competencies in

their BA team. We would also like to use the data gathered

rom the online tool usage to develop benchmark data on

the global community o BA competency development.

Other current discussions taking place around the uture

o the Competency Model include: Printing the model

and selling printed versions (like the BABOK Guide today),

translating it into other languages, and providing more

services or corporate license holders such as regular

networking discussions around various uses o the model

where corporate license holders can share experiences andlearn rom each other.

The biggest hurdles to making this three year plan

happen is unding to drive the technology and resources

needed to implement the capabilities or online tools and

benchmarking, cost o translations, printing, legal, graphic

design, and editing costs. Currently the Competency Model

has been a volunteer driven eort with very minimal

expense outlay or graphic design and legal copyright

protection expenses.

To ensure our continued success with the model, we rely

on continued membership growth to help provide unding,member eedback on the model and how the model

provides value to you as a BA and to organizations. We

also rely on member and public adherence to the product

copyrights to ensure that our revenue generation plans or

the model are able to be materialized and create revenue to

continue to evolve the product.


The Career Center in 2014By Laura Brandenburg, Career Center Product Manager

What is the Career Center?

The Career Center is an online website

where employers o business analysts

can post BA jobs and search or relevant

candidates. Candidates can post their

resume to the resume database, apply

or jobs, and sign-up or alerts so

they always know when new jobs are

available within their local area.

The Career Center is a proitable product or IIBA and

generates revenue each quarter. When an employer

designates their ailiate with a local Chapter, a portion o

this revenue is shared with the appropriate IIBA Chapter as

well.

What makes you passionate about your product?Finding a business analyst job is a challenge that many

within our proession ace. I believe that by creating a space

ocused speciically on business analyst jobs or employers

o business analysts can help make this a bit easier.

What do you imagine your product will look like inthree years the vision you have or your productand how will it dier in three years time romwhere it is today?

First and oremost, the Career Center will be the premier

place to ind a business analyst. At any given time o year,well have hundreds o jobs across the world. Business

analysts will be able to use this tool to ocus their job search

on relevant BA positions.

As ar as expanding the product itsel, it really depends on

unding, as there are so many initiatives sponsored by IIBA

and this is just one o them.

Setting aside these limitations or the present discussion,

Id oresee the Career Center truly helping business analysts

connect with potential employers and match job postings

to candidate qualiications. We will be providing tools to

help employers make smarter interview decisions and,

eventually, mapping their job postings back to the problem

they are trying to solve within their organization. We

will also be providing tools helping candidates position

their career experiences and competencies against open

positions. In short, well help improve the communication

between employers and candidates by making it more

meaningul and helping translate where necessary.

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At a high level, wed bring a bit o the structure o the

BABOK Guide and the Competency Model into the Career

Center so it can be leveraged in the job search process o

our candidates and the hiring process o our employers.

Another big need we would have solved would be

support or the contractor or consultant market. Many

o the best business analysts I know do not identiy with

the proession and are not looking at job boards or their

next opportunities. They hold titles like management

consultant. Does IIBA have a place in helping connect

consultants and big business problems? Maybe, and i so,

the Career Center could evolve to support this.

What do you think are the biggest hurdles inmaking your vision a reality?

Funding is a big one, as is the availability o volunteers to

make it work. While todays Career Center was designed

to be sel-sustaining (not much time is needed rom IIBA

or the volunteers to keep it going), the expanded solutionwould require ongoing support.

But more than unding, the above vision would represent

a disruption to the standard hiring process in place today

within many organizations. It might just not make sense

or us to be on the cutting edge here, but instead wait

until there are some models to ollow and implement.

Our job search engine provider is doing a good job o

implementing new eatures to stay up-to-date with the

latest job board trends, so it might make more sense or us

to ollow their lead and implement the most appropriate

eatures to the BA job market as they become available.


Emerging Technologies: Three Years HenceBy Julian Sammy, IIBA Head o New Media

What will your job look like at the end o

2013? What tools will you use to be more

eective and eicient as a BA? I expect

to see our major categories o emerging

technologies begin to make inroads into

big business by then: video conerencing,

real-time collaboration tools, requirement

interpretation and execution engines, and business analysis

planning tools.

Video Conerencing

Many companies will give many sta access to video-

conerencing services like Skype or Windows Live

Messenger. Larger organizations may use intranet-only

tools like Microsot Messenger (when the business has

trouble overruling IT security paranoia). Quality will be

good enough to allow multinational teams to interact in

useul ways.

y Main Uses: elicitation sessions, review sessions,

interviews, status reporting

y Beneits: Big improvement over conerence calls in

terms o eective communication, at much lower cost

(VoIP).

y Gotcha: Video conerencing will take time to get used

to: latency on the line is very disruptive, and camera

position is distracting. This tool is most useul when

combined with other real-time collaboration tools.

Real-time Collaboration Tools

Video conerencing allows BAs to interact with distant

stakeholders in a much richer way than previously possible.

Chat and collaborative document editing tools enhance

the productivity o virtual teamswhen training is

provided. Distant stakeholders are engaged in discussionand invention through shared whiteboards, Wave (now

an Apache project), real-time document editing, chat,

and other tools. They like seeing their words appear in the

document instantly.

y Main Uses: elicitation sessions, review sessions,

interviews, status reporting, requirement documents,

BA plans

y Beneits: Cycle time or edits and approvals can be

reduced by engaging stakeholders in developing,

reining and approving requirements: they can make

updates to requirements themselves (with appropriatecontrols) on an ongoing basis.

y Gotcha:These represent signiicant changes in

established worklows. I participants are assumed to

be competent in the toolsor able to pick it up on

their ownthe tools will not be adopted (best case)

or will impede communication and progress (worst

case). Real-time documentation is ugly and diicult.

Most people cannot listen, interpret and analyse all at

once; adding typing to the mix is oten a typo-laden

disaster. BAs will need virtuoso-level typing skills, with

a low number o errors.

Requirement Interpretation andExecution Engines

As process and rules engines become more common, hard-

coded requirements will move into business-controlled

systems. In many cases, a BA will be able to conigure a

solution that (in 2000 or 2005) would have required coding.

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y Main Uses: Projects that would have been IT heavy a

ew years ago are now completely in the control o the

Business, with little input rom IT and relatively little

impact to the IT inrastructure.

y Beneits: Time-to-market and time-to-implement

changes to business operations can be drastically

reduced. IT costs are also much lower.

y Gotcha: Enterprise business analysis, including a solid,well-deined and well-governed architecture (with

process, technology, data, organization, and more)

is desperately important, and oten missing. Parts o

the business can change signiicant aspects o their

capability in a ew days or weeks; all too oten these

changes conlict with the needs o other business

units, or with the purpose o the business itsel.

BA Planning and Monitoring Tools

BA tool vendors have begun to understand that eliciting

and managing requirements is not enough: successul BAsdevelop approaches to their work, plan their activities, and

integrate these into project plans. They also monitor their

progress against the plan, and adjust appropriately. New BA

planning tools have interaces to MS Project and major BA

tool packages, to connect the work BAs do to the outputs

o that work.

y Main Uses: BAs use these tools to describe the eort,

cost and risk associated with developing requirements.

On the plus side, this is a great way to build support

and get resources or the work BAs do. On the minus

side, its a great way to delect blame instead o

seeking value and success.

y Beneits: Better integration o BA activities into

project plans improves the solutions delivered by

those projects. General awareness o the work BAs

need to do increases. Low value activities are easier to

avoid; high value work is easier to ocus on.

y Gotcha: BAs must learn to plan their work at several

levels or the tools to be eective.

Developing a BA approach and

then a plan may still be seen as

wasteul by some PMs and business

partners; in many cases it is a lacko BA experience and competence

in Business Analysis Planning and

Monitoring activities that limits the

value realized by good planning.

To post a comment, visit the

Community Network.

Recognizing the proessional

The Future o IIBA CertifcationBy Michael Gladstone, CBAP, Vice President, Certication

While working as a business analyst, I

spent considerable time searching out

a proessional certiication that wouldrecognize me or the proessional that I

saw mysel as. Upon learning about and

getting involved with IIBA, I immediately

jumped at the opportunity to chair the

Certiication volunteer committee, delivering the Certiied

Business Analysis Proessional (CBAP) designation.

In the subsequent three years, awareness o and demand

or the CBAP designation grew, and the number o

CBAP recipients approached 1000 by the start o 2010.

However, the most common comments heard rom the

BA community were I want to be certiied, but dont have

enough BA experience to apply or the CBAP certiication

or We want to have our BA sta certiied, but they dont

meet the requirements or the CBAP designation. So,

in late 2010, IIBA responded by introducing the new

Certiication o Competency in Business Analysis (CCBA)

proessional certiication.

The CCBA designation is a proessional certiication in

the same ways as the CBAP designation is. In addition to

education and training requirements, it has a requirement

or a signiicant amount o BA proessional experience:

about two to three years worth. With two to three years o

experience perorming BA work (as deined by the BABOK

Guide), individuals will have developed the skills, experience,

and expertise to apply themselves to a wide range o projects

and tasks. By providing an opportunity or proessional

certiication at this stage o their BA careers, IIBA is

recognizing the signiicant investment candidates have made

in their BA careers, and is encouraging them to continue.

We expect the CCBA designation to

become the global standard proessional

certiication or business analysis

practitioners. BA career paths vary

widely, and many such paths lead out o

perorming business analysis activities on

a day-to-day basis. As such, it is only those

who truly devote their careers to business

analysis that are able to eventually meet

the BA proessional work experience

requirements o the CBAP designation,

making such individuals the elite, senior

members o the BA community.

IIBA Inside View
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9/19


It will certainly take some time or CCBA to become

industry standard, and or CBAP to be recognized as

the worldwide, elite designation or BA proessionals.

The main hurdle is the typical catch-22 with proessional

designations: candidates wont apply or the designation

unless it is in demand rom employers and clients, and

employers and clients wont seek it unless they witness

value rom recruiting certiied individuals and developingtheir own sta.

But, this is one area where IIBA is making signiicant

investment, by:

y Ensuring wide BA community awareness o the new

CCBA designation beore its launch, and reinorcing

awareness o the CBAP designation.

y Engaging with our certiied individuals and helping

them showcase their value and engage others.

y Leveraging our corporate members, and showing

them that not only should they be looking to recruit

certiied BAs, but that they should also be using

CCBA/CBAP certiication as a tool in the training and

proessional development o their BA sta.

With quick uptake o the CCBA designation and continued

success o the CBAP designation, certiication or BA

practitioners will soon be expected, and both individuals

and employers/clients will be looking to IIBA or that

certiication.


Enabling the proessional

The Future o IIBA Corporate MembershipBy Dave Bieg, IIBA Chie Operating Ofcer

Wow! is a common comment I hear

rom corporations considering a

Corporate Membership with IIBA, and

that comment is never a surprise. Once

an organization becomes aware o all the

products and services included in the IIBA

Corporate Membership program, and the

discounts extended on those products and services, they

realize the value the program oers.

First organizations should understand the undamentals

behind the corporate membership program. IIBA

approached a number o corporations less than two years

ago to ask them what they liked about IIBA and i they

might be interested in a corporate membership program.

The common themes we received were:

1. Their existing members were receiving value rom their

member beneits and as such they hoped to expand

membership to more BAs in their organization so they

too could receive value. A corporate membership

program made sense to them.

2. Some o the existing member beneits included

individual use licenses to IIBA products and they

hoped a corporate membership would oerenterprise-wide license agreements o those products.

The BABOK Guide and Competency Model are good

examples.

3. They hoped to develop a mutually beneicial

relationship with IIBA. The thought being were better

together i we partner together to advance the BA

proession.

These themes are at the heart o the program. We also

decided we required:

1. A low barrier to entry into the program,

2. Flexibility so organizations could decide based on their

maturity level and needs which products made the

most sense or them to acquire, and,

3. Signiicant discounts on those products and services.

Over the past year IIBA has spoken to approximately 250

organizations about Corporate Membership and have more

than 50 organizations in the program today. Many more are

building their business cases to join the program in 2011

too.

Corporate Membership is an evolving program that will

be inluenced by how the existing products and serviceschange over time as well as new products and services that

will be included in the program as these are developed and

rolled-out by IIBA. For example, IIBA recently rolled out the

CCBA certiication which was immediately included as a

beneit to our corporate members.

Nevertheless, we are already receiving inquiries or

Special Interest Groups where corporate members can

share advances, lessons learned as well as learn rom the

experiences o other corporate members. This is an area

where IIBA can provide the means and acilitation or

these groups to grow and prosper and create a communityo Corporate Members whose goal is to advance the

proession in their organizations. I can also see this group

collaborating on global BA practices so that the IIBA

standards are accepted by the global BA community.

Likewise as the use o the IIBA Competency Model grows

in the community we hope corporate members will share

non-attributable data with IIBA. This will show IIBA how

the model is being utilized in organizations and outcomes

will enable IIBA to produce benchmarking reports that will

IIBA Inside View


10/19


be relevant to our community. IIBA intends to make these

reports available to our corporate members who have

licensed the competency model or no additional cost.

BA Career Paths is a new initiative where IIBA sees beneits

or our corporate members. While the CCBA and CBAP

certiications are key milestones in the BA Career Path

today, we know we are at the tip o the iceberg in terms

o deining a thorough BA career path that would include

various entry points into the path as well as demonstrating

that a new college graduate can make their entire career

as a BA!

Finally, IIBA sees our corporate member community

as playing a critical role in the advancement o the BA

standards IIBA intends to implement in the oreseeable

uture!

To achieve this vision IIBA needs to continue to grow

Corporate Memberships so we can und our research and

provide the products and services our corporate membersrequire to advance the proession in their organizations.

Likewise, we need our corporate members to stay engaged

with us over time. IIBA understands our members are

very busy achieving their organizational goals so we

need to determine how to best work together to achieve

our mutually beneicial goals. Those partnerships and

relationships are critical success actors or this program.


Supporting the proessionalThe Future o Chapters in IIBABy Rick Clare, Vice President Chapters

This month, as part o a wider theme,

Kathleen has asked all the product

managers to write an article on the uture

o their area. As I manage the chapters or

IIBA (with a lot o help!), I thought it best

to address this theme by giving you some

insight into the direction that I think IIBA

Chapters will take in the uture.

To begin with, a good understanding o where we are now

will help. The individual chapters themselves are doing

well overall, with the expected mix o huge superstars and

smaller, struggling groups. The support structure to assist

the chapters as they grow is also in pretty good shape,

and a lot o the credit or that is due to Kitty Hass, who has

let the Chapters arena to ocus on her role with the IIBA

Board o Directors. I know that not every problem gets

solved in 15 minutes, and I also know that the resolution is

not always what everybody wants. I am very proud o the

structure that the Chapters volunteers have put together,

however, especially when you contrast it with the support

that is provided by most large proessional organizations

(essentially none!). IIBA currently provides chapter support

through the ollowing means:

y Regional Forums Six IIBA regions exist throughoutthe world, staed by hard-working volunteers eager to

help any o their chapters. All the chapters have to do

is show up at a regional meeting and ask.

y Chapter Re-launches A number o chapters, having

experienced problems with growth, decided to re-

launch. Chapter volunteers at all levels helped them

with this.

y Growth Committee This collection o senior Chapter

BAs rom around the world continually outputs kits on

subjects such as sponsorship and study groups.

y Development Committee Having built a processto guide a newly chartered chapter through its irst

year o lie, this committee assists with the chapters

business plan and arranges or a mentor/coach.

y Start-up Committee This group guides new

chapters through the process o receiving their charter.

y Ad-hoc Assistance Almost all o the Chapters

volunteers, including mysel, receive emails rom many

places asking questions and seeking guidance.

To understand the uture direction o Chapters, it is

necessary to divide the work into two areaschanging

and improving the Chapter support structure, and

changing the way that chapters work on a much deeper

level. The irst o these is easier to understand, but the

second exists mostly in the orm o ideas and concepts, and

it is going to take a lot o work by a lot o people to move

these ideas orward. Fortunately, I have access to some o

the best people in the world!

Our support structure is constantly improving. Over

the past year, we have located and put into place some

excellent leaders in the Regional Forums, and we are

going to leverage those leaders as we make the regions

even stronger. We are also going to change the ocus and

purpose o two o the primary committees. Development

is going to be re-branded as the On-boarding Committee,

and it will continue to streamline its task o guiding

chapters through the irst critical period o lie. The

hand-over will happen once the business plan exists,

and the Growth Committee, re-named as the Mentoring

Committee, will provide a mentor rom its ranks to the

chapter, someone who will stay in place as long as is

IIBA Inside View


11/19


needed. The Mentoring Committee will also continue its

task o creating and supporting kits. These changes will

take place over the irst part o 2011.

The work o changing the way chapters exist in the world

really started as we prepared or the conerence and the

special chapters event at its end. One o the presentation

areas dealt with dierent chapter models, and this

inormation was provided during that morning, and also in

an earlier article in this newsletter. I will quickly summarize

those ideas or context here:

y Classic Model most chapters are like this

y Country Model some o our largest, most successul

chapters represent entire countries

y Branch a smaller chapter associated with a larger

one

y Country Branch A variant o the branch chapter

associated with a primary country chapter

y Virtual a chapter where no one ever meetsphysically

y Corporate a chapter existing entirely inside a large

company

y Light a smaller, possibly unchartered group

y Proit an unusual and controversial idea, concerning

a possible revenue generating group

During a series o very exciting o-line meetings and

discussions that happened during and ater the conerence,

it became clear that these ideas, while valuable, would

not suiciently cover the changes that we will need in theuture. We need to support the growth pattern that IIBA

is currently experiencing, and also the projected growth

that it willexperience in the uture. What will be needed, in

addition to the concept o style (the models), is the concept

orank.

We have many chapters out there, and every one o them

is unique. Some are large and vital, and some are small

and sleepy. There are many reasons or this disparity the

nature o the

chapter leaders

(this is or eachchapter to control

i you are not

happy, change

it!), the state o

business analysis

in the area, the

local economic

situation, the local

culture, etc.

For whatever reasons, various chapters operate at dierent

levels o success and power. This is reality.

It is obvious that a large, vital chapter with a lot o things

going or it should be dealt with dierently than a smaller,

quieter chapter. What is needed is a series o points that will

help us determine the level at which the chapter operates,

and also to provide guidance or chapters who are seeking

to up their game. Some o the ideas that have been put

orward are here:

y Size How many members does the chapter actually

have? (not its mailing list!)

y Events How oten does the chapter meet?

y Attendance How much o the chapter membership

shows up or events?

y Proessional Development What is the chapter

doing to push its members orward?

y Dues Does the chapter charge dues?

y Conerence Is the chapter powerul enough toarrange a local conerence?

y Study Groups Is the chapter running study groups?

How many has it run?

y Sponsorship How many sponsors does the chapter

have and at what levels?

y Branches Is the chapter strong enough to generate

its own branches?

y Representation What percentage o BAs in the area

are chapter members?

These are just some examples o the sort o thing we arethinking about. To put this into play, a lot o thinking is

going to have to happen, and to enable that, Steve Erlank

(Deputy Director, Europe and Arica Region) and mysel

are going to issue a white paper during the year entitled

Chapters - A New Paradigm. A committee is being

assembled (by invitation) and each o those committee

members will contact many stakeholders, to bring as much

inormation and opinion into this eort as possible. The

results o this eort will beneit IIBA greatly, as a structure

is put into place to support chapters into the uture. The

paper will also, I believe, serve as a ocal point o thoughton proessional organizations and their chapters in general.

No matter how things go and what patterns emerge in

the uture, I want you to understand how proud I am to be

associated with IIBA, its members, the chapters out there,

and with each o the volunteers whose input has enriched

my lie. Thank you all, and I am looking orward to another

excellent year!


IIBA Inside View
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12/19


Case Study The MembershipCommittees Global Membership

Fee ProjectBy Maureen Winston, Volunteer, IIBA Membership Committee

Editors Note: In early 2010 International Institute o BusinessAnalysis (IIBA) implemented the Global Membership Program.

In this case study, the Membership Committee details how theyapplied business analysis techniques to successully implementthis program.

Introduction / Background

Since its inception, IIBA oered a single global

membership ee or all its members, regardless o their

country. The IIBA Senior Leadership Team elt that this was

aecting the growth o the organization in countries with

lower purchasing and earning power.

The Opportunity

The Senior Leadership Team decided to introduce three

levels o annual global IIBA membership ees based on the

concept o the World Banks Purchasing Power Parity (PPP)

and their published countries list.

PPP recognizes that it costs more or individuals living insome countries to acquire the same basket o goods than

i they were living in other countries. It also means the $95

USD annual membership ee or some countries was high

relative to other expenses and cost o living.

Furthermore, PPP equalizes the purchase power o dierent

currencies in their countries or a given basket o goods,

taking into account relative cost o living and inlation rates

o dierent countries.

With the idea to incorporate dierent ee levels into their

Membership oering, the Senior Leadership Team asked

the Membership Committee to create high level business

requirements. These requirements would then be handed

over to IT Systems or development o detailed system uses

cases and other requirements.

The Challenge

The Membership Committee was not amiliar with the

World Bank and its PPP concepts and had to gain a better

understanding on it beore proceeding. As well, the

Committee was not amiliar with current membership

processing and business rules (current state). In both cases

the Committee needed to have a better understanding in

order to move orward in the Project.

With that in mind and since Committee members are

also practicing business analysts, the Committee took an

organized approach using tasks and techniques outlined in

the Business Analysis Body of Knowledge (BABOK Guide).

Analysis Approach

The Committee ollowed these steps:

1. Ater reviewing the business case, the Committee met

with Kathleen Barret, IIBA CEO and Project Sponsor

to gain a better understanding o the Business vision

and problem that the initiative was addressing. We

also received clariication on Stakeholder classes and

other areas that would be impacted with the project

implementation.

To read more on these topics, see the BABOK Guide v2.0:

Enterprise Analysis: Defining Business Needs 5.1 though to

Business Case 5.5

Business Analysis Planning & Monitoring: Identifying

Stakeholders 2.2

To read the entire article or to post a comment, visit the

Community Network.

IIBA Inside View

Watch IIBA

Webinars Online

Did you know you can view past IIBA

webinars online? Visit the IIBA website

and click on the Archive o MemberWebinars or Archive o Public Webinars.

All IIBA webinars are archived and posted

to our website within ive business days

o the event. I you werent able to attend,

or want to review a topic o particular

interest, just visit the IIBA website.
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13/19


The Future o Business in the

New EconomyPart 3: Value Analysis

By Julian Sammy, IIBA Head o New Media

In Parts 1 and 2, we established the strange and powerul

relationship humans have with scarcity, value, abundanceand worthlessness. We deined dierent kinds o value

eatures, characteristics and experiencesand how they

are exchanged in amilial and contractual contexts. We

inished by looking at our ways that some value can be

saely converted into money.

In this part, we discuss ways that organizations can use this

knowledge to make better decisions about investing limited

resources. We start with an illustrative example, exploring a

single, simple transactiona very simplistic Value Network

Analysis. This example will lead to a discussion o the relative

nature o value, and the very narrow measure we call money.Finally, we will discuss ways you can use this inormation to

guide your business. This was intended to be a three part

series, with this being the inal part. During the writing o

part two and the research or part three, it became clear that

this is actually a our part series.

Ultimatelyin part 4we look at ways to integrate these

principles into organizational unding and resource allocation

decisions. This will extend the traditional business case

beyond money and scarcity, to include value and abundance.

This Abundant Business Case reocuses the organization on

generating and delivering value to customers and getting

customers to deliver value to the organization. Money plays a

key role, but is not the bottom line.

Giving and Receiving Value

This example takes the orm o a thought experimentwith our scenarios related to a simple transaction. In

each scenario you will be asked a question. Please take a

moment to record your answer in each case; at each stage,

your answer is very likely to change, and in ways that may

surprise you.

Remember, these are not riddles or trick questions; answer

them based on the inormation at hand, and presuming

that you cant do anything ancy like cutting up the

muins.

Scenario 1: Customer TestimonialYou are a baker. You ask three o your best customers to

record a short testimonial about your store and products,

in exchange or a dozen muins. They agree. A ew minutes

later, you have some nice material or your website, and

they have a box o 12 muins to split between them.

Question

How should the customers divide up the muins to be as

air as possible? Remember, you have to answer based on

the inormation availableyou dont know what kinds o

muins they are, how big they are, etc.

Discussion

Almost everyone agrees that each customer should take

our muins. This is related to air ways to divide a cake,

such as You cut, I choose.

To read the entire article, visit the Community Network.

Footnote reerences are contained in the ull version o the

document ound on the Community Network.

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14/19


Being a BA Technical Excellence

WebinarPresented by Rick Clare, OCP, PMP, CBAP, and

Vice President o Chapters, IIBA

Hosted by Julian Sammy, Head o New Media, IIBAJune 29, 2010

This is the transcript to one o the questions asked o Rick Clare

(VP Chapters and a very experienced BA and BA manger) in the

Being a BA Technical Excellence webinar rom June 29, 2010. You

can nd the complete audio o this webinar by clicking on the

webinars link at http://theIIBA.org/PD.

Question: Can you list the two biggest beneits an

organization would reap by identiying business analysis

work and the BA role?

Answer: The irst one is segregating the requirements rom

Project Managers. There really are two kinds o BA: one is a

Project BA, and that is really what you are asking about, but

the concept o strategic BA is a vital one as well. Someone

in the company acting at a very high level is preparing

business cases, easibility studies, managing business

enterprise and architecture; these are strategic BAs, and

are quite oten people that are operating at VP level. Many

companies have people doing this kind o work but may

not realize that they are business analysts.

Project BAs i you talk to any project manager, especially

in the absence o a BA, and ask them what is their pain

point the answer is the requirements, and there are two

reasons or that. The irst is requirements are hard. They

just are, and we have made so many mistakes over the

years in how requirements are handled.

I will give you an example the use o the word gather,

as opposed to elicit. Elicitation is a very dierent thing

than gathering. Gathering is when you walk into a room

and ask the users what they want a system to do, and

then you write it down. Then you tell them they will see it

in six months. And in six months when things dont work

you blame the user. That is why you get them to sign the

user sign-o document which is a mechanism to pass the

blame onto them when things dont go well. Elicitation is

an entirely dierent action. It is collaboration and detective

work. You work together to igure the requirements outbetween the two o you.

This is a mistake we make: we assume the users know

what they want. They dont know what the requirements

are because they cant know, any more then you can at

that stage o the project. That is why youan expert in

communicationwill sit down and work together to

come up with the requirements. That is the irst part

requirements are hard. The BA brings that skill set to the

company and the BA will solve that problem.

The second part is the PM having to handle the

requirementsevery PM that I have spoken with reports

the same thing. It never seems to work out that well

without a BA. First o, in almost every case the schedule

suers. What goes on is whatever I plan as a PM, when I put

on my BA hat it doesnt work out as well. There is a reason

or that. There is kind o a built in conlict between the two

roles. The PMs loyalties are to the Executive Sponsor and

their job is to make their project come in on time and on

budget. The BAs loyalty is to the customer, and their job is

to get it right.

Now think about those two opposing viewpoints. First I

want to state that o course PMs are about getting it right

and many BAs understand the importance o scheduling,

and meeting deadlines. I am trying to say that they are not

100% opposite. What I will say though, is thatespecially

when the two roles are in the same headyou start going

crazy because you are in opposition with yoursel. It is

very important to meet the deadline, but the deadline

isnt as important because we have to make sure we get

the requirements down properly. I the same person is

doing both roles then there is a problem. This is the second

beneit to making sure you bring a BA into a project: to

relieve the PM rom this conlict. Having two separatepeople who can now discuss things, and come up with

legitimate solutions that we both meet at the same time

these are the immediate advantages to project BAs.

To watch the entire webinar visit http://theIIBA.org/PD

under Archived webinars or members only.


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15/19


Chapter Spotlight ItalyBy Prassede Colombo, PMP, IIBA Italy Chapter President

The IIBA Italy Chapter was ounded in 2008. In the

beginning we were only a very small group, but today we

have grown to 22 members.

Last year with the economic crisis it was diicult or us

as a chapter. We received some interest in the businessanalysis proession and IIBA but we had no results. It was

not possible to ind a sponsor, but we participated in an

event organized by PMI Chapters and the Event Training

Organization in order to talk about IIBA and business

analysis. We also had the opportunity to talk about IIBA and

the Business Analysis Body of Knowledge (BABOK Guide) at

the SDA Bocconi University during the Master Classes.

The main issues our chapter has had to deal with include:

y How to ind channels to explain the IIBA mission and

vision because IIBA was not known in Italy.

y The economic crisiscompanies were shocked andwere not open to new investments or training.

y The IIBA membership ee.

At the end o 2009 and the start o 2010 we received more

interest in business analysis, IIBA and the Certiied Business

Analysis Proessional (CBAP) Certiication. We started

to receive requests or inormation through the IIBA Italy

Chapter website.

We began the ollowing initiatives:

y Creation o a study group or the CBAP

certiication. The irst group started in March 2010

and inished in July. This was a good way to get

subscriptions to the Chapter and to create a network

with specialists. We have had good eedback.

y Evening events. We have organized evening events to

ocus on speciic areas o the BABOK Guide, and howto apply the tools and techniques to a company. There

was good participation at the irst o these events on

June 15 during which we covered Enterprise Analysis

the BABOK Guide Ericsson application. Another

meeting was hosted in October/November which

involved IIBA members and companies to cooperate in

the organization.

y Participation in events with other associations and

organizations.

November 10-11 BA &PM Forum, IIR, BABOK

Guide presentation

November 19 PMO Observatory PMI-NIC

Business Needs and PMO

December 10 Standard Versus Standard vs.

Standard An International view PMI-NIC

The main issues our chapter is currently acing include

inding Sponsors to get support or the creation o a

Centre o Competency, Survey, BABOK Guide translation

in Italian, events, workshops and projects, and increasing

membership

To read the entire article or to post a comment,visit the

Community Network.

Chapter News

Real words that workBy Patricia Davies, President, Patricia Davies Communications

BABOK8.4 stresses that

BAs need to show in their

written communications

an understanding o

which idioms and terms

will be readily understood

by the audience. In ourcontinuing series on how

BAs can sel-assess their own writing, below are more hints

and tips on the mineields o idioms and terms.

1. Jargon jugglingIn its 2009 annual report, Tim Hortons happily inormed

me, a shareholder, about its 2010-2013 Strategic Plan. The

companys irst goal is to grow aternoon and evening

snacking dayparts. Im all or this leap orward i it

boosts the stock price, except I havent got a clue what a

snacking daypart is. Conusion equals doubt, and I am

a little worried this daypart thing isnt going to help my

retirement und.

Guideline:

Industry terminology is useul when you are

communicating with your colleagues but conusing to

people outside your ield. I you arent absolutely certain

your readers will understand a particular word or phrase,

dont use it.

Fix:

Ater a little research I learned that a snacking daypart is the

time o day when North Americans buy snacks, traditionally

rom 3 p.m. to 5 p.m. and 10 p.m. to 2 a.m.

Tims goal? To grow revenue during the traditional snack

times o late aternoon and late evening.

Sounds like a good plan.



16/19


2. Aim to express, not impress

What do these terms (quoted rom clippings in my huh?

ile) have in common?

y Eect an extinguishment

y Re-engage with the learning environment

y Anti-reeloader shampoo

They are all examples o good, clear English terms that

someone has pued up beyond recognition. Readers are

let baled and irritated that they have to ight their way

through the verbiage to ind the hidden meaning.

Guideline:

Be kind to your readers. I theres a perectly simple and

straightorward expression, use it. When you make people

work too hard to understand your point, you will lose them.

Worse, they will laugh at your need to impress.

Fix:

y Put out a ire

y Go back to school

y Flea shampoo


IIBA Webinar Series

Being a BA Your Career

Tuesday, January 11, 2011 at 12 p.m. to 1 p.m. EST

(UTC/GMT -4 hours)

Presented by Laura Brandenburg

Laura is the author o the eBookHow to Start a BA Career

and an active blogger at Bridging-the-Gap.com. She is the

IIBA Career Center Product Manager, and a practicing BA

consultant.

This webinar is or members only. Register now.

ABC: Authors, Books and ConversationsWebinar Series

Tuesday, January 18, 2011 at 12 p.m. to 1 p.m. EST(UTC/GMT -4 hours)

This month, our author is Scott W. Ambler who has

authored many books including Agile Modeling and The

Elements o UML 2.0 Style.

Scott W. Ambler is Chie Methodologist or Agile and Lean

with IBM Rational, working with IBM customers around the

world to help them to improve their sotware processes. He


is the ounder o the Agile Modeling (AM), Agile Data (AD),

Agile Uniied Process (AUP), and Enterprise Uniied Process

(EUP) methodologies and creator o the Agile Scaling

Model (ASM). Scott is the (co-)author o 19 books, including

Refactoring Databases, Agile Modeling, Agile Database

Techniques, The Object Primer 3rd Edition, and The Enterprise

Unified Process. Scott is a senior contributing editor with

Dr. Dobbs Journal. His personal home page is http://www.ibm.com/sotware/rational/leadership/thought/

scottambler.html and his Agility@Scale blog is www.ibm.

com/developerworks/blogs/page/ambler.

This webinar is or IIBA members only. Register now.

Being a BA Series Technical ExcellencePresented by Tom Karasmanis

Tuesday, January 25, 2011 at 12 p.m. to 1 p.m. EST

(UTC/GMT -4 hours)

Tom is the Chie Architect o IIBA, and a very experiencedBA. Over the last 25 years he has worked at all

organizational levels and in various roles including project

business analysis, strategic work, managing teams o BAs

and more.

This webinar is open to IIBA members. Register now.

Eective Communication

Tuesday, February 1, 2011 at 12 p.m. to 1 p.m. EST

(UTC/GMT -4 hours)

Join us on the irst Tuesday o each month to hear our

panel o communications experts communicate eectively,

whether speaking, writing or using technology to bridge

distance.

Eective Writing: Patricia Davies is an award-winning

writer who has provided writing, editing, consulting and

training services to major corporations, non-proit agencies

and government ministries or the past 20 years.

Eective Speaking: Halina St. James got into her share o

scrapes in more than 20 years as a producer and reporter

or CBC, Newsworld and CTV. She has developed a

breakthrough technique, which she calls Talkitout.

Eective Virtual Tools: Julian Sammy has a passion or

the intersection o technology, behaviour and inormation.

He is developing a science-based approach to business

analysis based on a human theory o business analysis.

This webinar is or members only. Register now.
http://community.theiiba.org/library.htm?mode=view&did=129714&lid=5&wf=129637http://bridging-the-gap.com/https://www2.gotomeeting.com/register/896066434http://www.ibm.com/software/rational/leadership/thought/scottambler.htmlhttp://www.ibm.com/software/rational/leadership/thought/scottambler.htmlhttp://www.ibm.com/software/rational/leadership/thought/scottambler.htmlhttp://www.ibm.com/developerworks/blogs/page/amblerhttp://www.ibm.com/developerworks/blogs/page/amblerhttps://www2.gotomeeting.com/register/891595939https://www2.gotomeeting.com/register/545312891https://www2.gotomeeting.com/register/545312891https://www2.gotomeeting.com/register/704680074https://www2.gotomeeting.com/register/704680074https://www2.gotomeeting.com/register/545312891https://www2.gotomeeting.com/register/891595939http://www.ibm.com/developerworks/blogs/page/amblerhttp://www.ibm.com/developerworks/blogs/page/amblerhttp://www.ibm.com/software/rational/leadership/thought/scottambler.htmlhttp://www.ibm.com/software/rational/leadership/thought/scottambler.htmlhttp://www.ibm.com/software/rational/leadership/thought/scottambler.htmlhttps://www2.gotomeeting.com/register/896066434http://bridging-the-gap.com/http://community.theiiba.org/library.htm?mode=view&did=129714&lid=5&wf=129637


17/19


Certication Program UpdateBy Suzanne Bertschi, Certication Product Manager

CCBA Exam Now Available!

IIBA is pleased to announce the successul launch o theCertiication o Competency in Business Analysis (CCBA)

exam eective January 4, 2011. Everything you need to

know about the CCBA designation is documented in the

CCBA Handbook.

Since the CCBA online application launched on November

29, 2010, there has been a great deal o excitement in the

BA community about the new designation. More than 400

applications have been initiated rom business analysis

proessionals in over 25 countries around the world. Many

candidates have already been approved to write the exam,

and we look orward to congratulating our irst CCBArecipients very soon.

I you have not already started your CCBA application, you

can do so by ollowing this linkCCBA Online Application.

Once your application is approved and IIBA has received

your exam ee payment, you will receive an email rom our

exam administrators so you can register online to take the

exam at one o our many computer-based testing (CBT)

Locations, with 406 locations in North America and over

100 international locations.

Reminder: As a special promotion or the CCBA

designation, IIBA will waive the CCBA application ee i:y You submitted a CBAP application, with the

application ee, prior to the CCBA launch on

November 29th.

y Your CBAP application was declined due to either:

Not meeting the Work Experience requirements

Not meeting the Knowledge Area requirements

y Please note: applicants have until January 31, 2011

to submit the CCBA application in order or the

application ee to be waived.

CBAP Call-in Webinar

Monday, February 7, 2011 at 12 p.m. to 1 p.m. EST

IIBA is inviting all Certiied Business Analysis Proessional

(CBAP) recipients to attend a quarterly webinar dedicated

to you! The irst one held in November was a successwe

received a lot o great questions and good eedback.

The next CBAP webinar is scheduled or Monday, February

7, 2011 rom 12 p.m. to 1 p.m. EST so book it now in your

calendar. Michael Gladstone, CBAP and IIBA Vice President

o Certiication, will be hosting this one hour call-in

webinar. CBAP recipients will have the opportunity to

share their experience as a CBAP and pose questions to

Michael.

As this is a CBAP only event it is not listed on the website

so make sure you register now.

Stay tuned or a schedule o these quarterly CBAP

webinars to be posted on our website, and updates will be

provided in uture monthly newsletters. All webinars will

be archived and posted to our website within ive business

days o the event.

CBAP Update

To date we have 1,108 CBAP recipients. For a listing o

CBAP recipients, visit CBAP Listing.

Please note that we mail out the CBAP packages including

the wallet card and certiicate on a quarterly basis.

For more inormation on the Certiication program, visit the

IIBA website. For Certiication questions not addressed onthe website, email [email protected].

Certication Update

Benefts o CBAP Certifcation

Calling all CBAP recipients! IIBA wants to know

how the CBAP certiication has helped you in

your daily job, to share this inormation with IIBA

members and potential CBAP applicants.

In 500 words or less tell us:

y

Why you chose to obtain the CBAPcertiication

y How the certiication has helped you

proessionally

y What study advice you would give to CBAP

exam applicants

Send your stories to [email protected].

You could be eatured in an upcoming newsletter!

Toronto

May 16-19, 2011

Toronto Metro Convention Centre

www.businessanalystworld.com
http://www.theiiba.org/Content/NavigationMenu/Certification/IIBACertification/CCBADesignation/CCBA_Handbook_Jan_2011.pdfhttp://www.theiiba.org/source/iiba_ccba/index.cfm?Section=Certificationhttps://www2.gotomeeting.com/register/288915362http://www.theiiba.org/AM/Template.cfm?Section=Certification_Registry&Template=/CM/HTMLDisplay.cfm&ContentID=7711mailto:certification%40theiiba.org?subject=mailto:IIBANewsletter%40theiiba.org?subject=http://www.businessanalystworld.com/http://www.businessanalystworld.com/mailto:IIBANewsletter%40theiiba.org?subject=mailto:certification%40theiiba.org?subject=http://www.theiiba.org/AM/Template.cfm?Section=Certification_Registry&Template=/CM/HTMLDisplay.cfm&ContentID=7711https://www2.gotomeeting.com/register/288915362http://www.theiiba.org/source/iiba_ccba/index.cfm?Section=Certificationhttp://www.theiiba.org/Content/NavigationMenu/Certification/IIBACertification/CCBADesignation/CCBA_Handbook_Jan_2011.pdf


18/19


Endorsed Education Provider

(EEP) Update

New EEP vendors

IIBA is pleased to present several new EEP vendors listed

below:

Blueprint Sotware Systems, Inc.

www.blueprintsys.com

Ohio, U.S.A.

Eliciting & Deining Business / System Requirements

Globmacs

www.glomacs.com

Dubai, United Arab Emirates

Business Analysis

MindLeaders, Inc.

www.mindleaders.com

Ohio, U.S.A.

Certiied Business Analysis Proessional (CBAP v2):

Practice Exam 5


Practice Exam 4

Endorsed Education Providers


Practice Exam 3


Practice Exam 2


Practice Exam 1

Underlying Fundamentals

Solution Assessment & Validation

Requirements Analysis & Documentation

Enterprise Analysis

Requirements Elicitation

Requirements Planning & Management

Requirements Communication

Newly Endorsed Courses

IIBA is pleased to present these newly endorsed courses

rom our existing EEP vendors listed below:

Radord Institute Australia PTY LTD

www.radordinstitute.com.au

South Australia, Australia

Advanced Better Business Analysis

Enterprise Analysis and Business Architecture

International Institute o Business Analysis (IIBA) has partnered with Lands End Business Outitters

to oer top-quality products eaturing the IIBA logo.

Check out the wide selection o items available or purchase at the IIBA store.

IIBA Merchandise Now Available

Polo Shirts Dress Shirts Jackets Vests Bags Mugs and More!

Choose From:
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19/19

19BAC i

Advertise in the IIBA Newsletter PoliciesIIBA will only accept advertisements from organizations directly related

to the IIBA mission of providing information valuable to our readers. IIBA

reserves the right to reject advertisers who offer products or services that

directly compete with those offered by IIBA. All ad copy and design must be

approved by the IIBA marketing department.

Content for ads should keep in mind the international nature of IIBA.

However, ads specific to a certain geographical area may be approved on a

case by case basis. Such advertisers should also consider individual chapter

newsletters.

Interested parties should email [email protected] . Be sure to

include the size of ad you would like to place, a short company description

and the newsletter issue in which you would like to advertise.

For information about other IIBA Advertising Opportunities including Website

Advertising, Website Events Calendar, Monthly Webinar Series and Monthly

Quick Tips for Better Business Analysis Bulletin, please visit Advertising on our

website.

New Ad Rates or 2010(all prices are in U.S. dollars)

1/8 page ad $275

page ad $440

page ad $600

Full back page ad $750

Discounts

IIBA Sponsor 20% discount

Three to six ads purchased at once Additional 10% discount

Seven to twelve ads purchased at once Additional 15% discount

The opinions expressed here are those o the authors

and do not necessarily relect the position o IIBA.Please note: Paid advertising does not implyIIBA endorsement.

IIBA, the IIBA logo, BABOKand Business Analysis Body of Knowledgeare registered

trademarks owned by International Institute o Business Analysis.

CBAP is a registered certiication mark owned by International Institute o Business

Analysis.

Certiied Business Analysis Proessional, EEP and the EEP logo, Certiication o Competencyin Business Analysis, CCBA and the CCBA logo are trademarks owned by International

Institute o Business Analysis.

International Institute o Business Analysis 2010. This newsletter is the copyrighted

property o I nternational Institute o Business Analysis. All rights reserved.

Questions or Comments?

I you would like to contact the editorial sta

regarding uture topics or suggestions, or i you

would like to unsubscribe, please contact us at

[email protected].

Monthly Giveaway

Play to Win!In the December newsletter, we asked What two key

relationships rame the power and success o organizations

in the internet economy?

The correct response is: abundance vs. scarcity;

ree vs. paid.

Our winner is Ali Mazer with Sigma Sotware Solutions in

Toronto, Ontario.

Now heres your chance:

According to the December newsletter, what was the irst

major deliverable o 2010 or IIBA?

Please email your responses to [email protected]

by January 13th, 2011.

The winner will receive the FASTFacilitator Reerence

Manual rom MG Rush.

FAST Facilitators Reerence Manual (value USD$300.00)Vast (500+ pages) acilitators body o knowledge about

acilitative leadership, acilitator skills, and group decision-

making tools designed to build collaboration and galvanize

consensus around actions and ownership.

FASTacilitative leadership ampliies the principles,

techniques, skills, experience, and conidence to

success

IIBA Newsletter Jan 2011

Documents

Transcript of IIBA Newsletter Jan 2011