IIBA Ottawa-Outaouais Chapter

ECBA™/CBAP®/CCBA® Study GroupFebruary 2019

Nancy Beatson, CBAP

2

Session Date BABOK Chapter

Topic

1 Tuesday, Sep 25th 1

2

Introduction BA Key Concepts

2 Tuesday, Oct 23rd 3 BA Planning & Monitoring

3 Tuesday, Nov 27th 4 Elicitation & Collaboration

4 Wednesday, Dec 12th 5 Requirements Life Cycle Management

5 Tuesday, Jan 22nd 6 Strategy Analysis

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

7 Tuesday, Mar 26th 8 Solution Evaluation

8 Tuesday, Apr 23rd 9 Underlying Competencies

9 Tuesday, May 28th 10 Techniques

10 Tuesday, June 25th 11 PerspectivesEnd-of-Session Game

2018/2019 Study Group

NOTE: Location Change!

Agenda

1 Introductions15

min

2 Chapter 7: Requirements Analysis & Design Definition35

min

4 Exam Study Tips5

min

6 Quiz10

min

5 Upcoming Events for BAs5

min

3 Technique Spotlight15

min

1 Introductions

• Your Name

• Optionally:

– Current assignment, project,

– Your stage in the BA certification process:

❑My exam is booked!

❑All registered… just studying

❑Thinking about it

❑Business analysis? What’s business analysis?

Introductions

3 Chapter 7: Requirements Analysis & Design Definition

7.1 Specify and Model Requirements

7.2 Verify Requirements

7.3 Validate Requirements

7.4 Define Requirements Architecture

7.5 Define Design Options

7.6 Analyze Potential Value and Recommend Solution

Solution Evaluation

Transition Requirements

3 Chapter 7: Requirements Analysis & Design Definition

Requirements Analysis &

Design Definition

Strategy Analysis

Business Requirements

Stakeholder Requirements

Functional [Solution]

Requirements

Non-Functional [Solution]

Requirements

7.1 Specify and Model Requirements

• Purpose?

– Transforms elicitation results (any state) into representations of those results

– Focus on understanding need ➔ requirements

• When does it start? End?

• What are the two modeling formats?

7.1 Specify and Model Requirements – Model CategoriesCategory Useful for representing: Techniques include:

People and Roles

organizations, groups of people, roles and their relationships within and enterprise and with a solution

Organizational Modelling, Roles & Permissions Matrix

Rationale the “why” of a change Business Model Canvas, Decision Modelling

Activity Flow

a sequence of actions, events, or a course that may be taken

Process Modelling, User Stories

Capability features or functions of an enterprise or a solution

Prototyping, Functional Decomposition

Data and Information

characteristics and the exchange of information within an enterprise or a solution

Data Dictionary, Data Flow Diagrams, Glossary

BABOK® v3, p. 138

7.2 Verify Requirements

10

• Purpose?

– A quality check

– To ensure that requirements are well-written and ready to be validated and used in other project work e.g., design

• Which requirements can be verified?

Atomic

Complete

Consistent

Concise

Feasible

Unambiguous

Testable

Prioritized

Understandable

7.2 Verify Requirements – Quality Characteristics

BABOK® v3, p. 143

7.3 Validate Requirements

12

• Purpose?– To ensure requirements align to business

requirements

• But how?– Document/link to assumptions about realizing

business benefits

– If not done already, define measurement criteria

– Always align to the business case to prevent scope creep

7.4 Define Requirements Architecture

13

• Purpose?

– to ensure that the requirements collectively support one another to fully achieve the objectives

• Name some effective techniques

• Discuss inputs and outputs (next slide)

7.4 Define Requirements Architecture –Inputs & Outputs

14

7.5 Define Design Options

15

• Purpose?

– to define possible forms a solution will take

– to present multiple alternatives that can satisfy a set of requirements

– to identify design options that each may potentially achieve the desired future state

• What are some solution approaches?

7.5 Define Design Options

16

7.6 Analyze Potential Value and Recommend Solution

17

• Purpose?– To analyze the potential value of design options

– To determine the most appropriate option for the enterprise

• Considerations for determining potential value:– Expected benefits

– Expected costs ($, time)

– Functional scope

– Risks

• Could “do nothing” be a recommended solution?

7.6 Analyze Potential Value and Recommend Solution

Output = Your Solution Recommendation!

18

Solution Scope & Change Strategy

Other Inputs

Solution Recommendations

Design Options

Design Options

& Solution Recommendations

Inputs to 6.4 Define Change Strategy

19

STRATEGY ANALYSIS

3 Technique Spotlight

10.13 Data Flow Diagrams

10.30 Non-Functional Requirements Analysis

10.47 Use Cases and Scenarios

3 Technique Spotlight

10.13 Data Flow Diagrams

10.13 Data Flow Diagrams

- Used to model how data flows within a system:

- Where it comes from

- Which activities process the data

- Storage of data

- External flows

Q: What notation is this DFD using?

10.13 Data Flow Diagrams

- Typically multiple levels from highest (entire system) level to more detailed levels

- DFD Components:- Process

- Data Store

- Data Flow

- External (Entity, Source, Sink)

- What is another name for a “Level 0 DFD”?

Q: What notation is this DFD using?

• Strengths:– Excellent method for defining scope and interfaces

– Illustrates connections to other systems

– Can form part of system documentation

– Can be used for discovery of processes and data and uncover gaps

• Limitations:– Not as useful for large-scale systems

– Many levels may be confusing for stakeholders

– Doesn’t illustrate sequences of processes

– Processes are black boxes

10.13 Data Flow Diagrams – Usage Considerations

3 Technique Spotlight

10.30 Non-Functional Requirements Analysis

10.30 Non-Functional Requirements Analysis

• Non-functional requirements define the overall attributes/qualities of the solution (the “y”s)

• Often associated with system solutions, but could apply to people and processes too

• Typically expressed as declarative statements… and often includes a constraining factor

• 15 categories – use a checklist

10.30 Non-Functional Requirements Analysis – Categories

Availability Compatibility Functionality Maintainability

Performance Efficiency

Portability Reliability Scalability

Security Usability Certification Compliance

LocalizationService Level Agreements

Extensibility

• Strengths:– Clearly states the constraints (non-functional requirements)

– Leaves the functional requirements to focus on the functionality of the solution

• Limitations:– Can be difficult for stakeholders to anticipate needs of the solution

– Stakeholders may have different opinions on the requirements

– Compromises may arise amongst non-functional requirements

– Many of the requirements are qualitative therefor difficult to measure

10.30 Non-Functional Requirements Analysis – Usage Considerations

3 Technique Spotlight

10.47 Use Cases and Scenarios

10.47 Use Cases and Scenarios

• Describe how a person or system interacts with the solution to achieve a goal

– Use case - details different paths including primary and alternate flows

– Use case diagram – graphical illustration of the actors’ relationships with one or more use cases

– Scenario – describes one way an actor can achieve a goal

10.47 Use Cases and Scenarios – Use Case Diagram Example

10.47 Use Cases and Scenarios –Use Case Example

• Strengths:– Use case diagrams can clarify scope and provide a high-level

understanding of the requirements

– Use case descriptions are easily understood by stakeholders

– Having a goal ensures business value is articulated

• Limitations:– Use case description format may capture information that would be

best suited to other techniques, e.g. business rules

– Use cases do not relate to the solution design therefore there may be quite a bit of work to map the use case steps to the solution

– Use case descriptions tend to get very detailed

10.47 Use Cases and Scenarios – Usage Considerations

4 Exam Study Tips

*Source: https://www.knowledgehut.com/blog/business-management/10-useful-tips-for-cracking-the-cbap-exam, KnowledgeHut Editor, Feb 24, 2019 (Accessed February 2019)

10 Useful Tips For Cracking The CBAP Exam*

Set An Action Plan Collect Your ResourcesBABOK—The Quintessential Guide

Demonstrate Your Knowledge

Have A Clear Understanding Of The Concepts

Know A-Z About Knowledge Areas

Use Flash Cards Practice Is The Key Get A CBAP Simulator

Consider Training

5 Upcoming Events for BAs

Upcoming Events:

(Mar 19) Special Event: “Networking and Speed Recruiting”• Tuesday, Mar 19, 2019 - 5:00 to 7:00 pm• Ottawa Police Association, 141 Catherine St., Ottawa• Admission: $11 (IIBA members) | $16 (non-members)

(Mar 23) Skills Workshop: “Business Analysis Planning: Set Yourself up for Success”

• Saturday, Mar 23, 2019 – 8:00AM – 4:00PM• Algonquin College Corporate Training Centre, 340 Albert Street, Ottawa • Admission: $83 (IIBA members) | $110 (non-members)

(Mar 26) Study Group Session: BABOK®v3 Chapter 8• Tuesday, Mar 26, 2019 - 6:00 to 7:30 pm• Ottawa Public Library – Room B125, 120 Metcalfe Street, Ottawa• Admission: FREE

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

6 Pop Quiz

• 10 questions

• Open-book

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

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

QUIZ REVIEW

– How’d you do?

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

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

Get on the Chapter Mailing List

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

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

Questions?

certification@ottawa-outaouais.iiba.org

SUPPLEMENTAL SLIDES

Chapter 7: BACCM™

Core Concept During Requirements Analysis and Design Definition, business

analysts...Change transform elicitation results into requirements and designs to define the

changeNeed analyze the needs & recommend a solution that meets those needs.

Solution define solution options & recommend the one offering the most value to

the business

Stakeholder tailor the requirements & designs so that each stakeholder group can

understand& use them

Value analyze and quantify the potential value of the solution options

Context model and describe the context in formats that are understandable and

usable by all stakeholders

> Chapter 7 – Business Analysis Value Spectrum

Eligibility: ECBA

• Minimum of 21 hours professional development in last 4 yrs

Eligibility: CCBA

• Minimum of 3,750 hours of BA work experience in last 7 yrs; of these: – 900 hours must be completed in 2 of the 6 BABOK® Knowledge Areas

– OR

– 500 hours must be completed in 4 of the 6 BABOK® Knowledge Areas

• Minimum of 21 hours professional development in last 4 yrs

• References

Eligibility: CBAP

• Minimum of 7,500 hours of BA work experience in last 10 yrs; of these:– 900 hours must be in 4 of the 6 BABOK® Knowledge Areas

• Minimum of 35 hours professional development in last 4 yrs

• 2 references *Source: (Accessed January 2019) https://www.iiba.org/certification/core-business-analysis-certifications/ecbahttps://www.iiba.org/certification/core-business-analysis-certifications/ccba https://www.iiba.org/certification/core-business-analysis-certifications/cbap

48

*Source: (Accessed January 2019)https://www.iiba.org/certification/core-business-analysis-certifications/ccba https://www.iiba.org/certification/core-business-analysis-certifications/cbap

12%

20%

18%

12%

32%

6%

14%

12%

15% 15%

30%

14%

0%

5%

10%

15%

20%

25%

30%

35%

Business AnalysisPlanning andMonitoring

Elicitation andCollaboration

Requirements LifeCycle Management

Strategy Analysis Requirements Analysisand Design Definition

Solution Evaluation

Exam Blueprint - CCBA & CBAP*

CCBA® CBAP®

*Source: https://www.iiba.org/certification/certification-fees/ (Accessed January 2019)

Need more information on certification?

• IIBA Core Business Certifications

– refer to https://www.iiba.org/certification/core-business-analysis-certifications/

• IIBA Certification Program FAQs

– refer to https://www.iiba.org/certification/certification-faq/