IIBA Ottawa-Outaouais Chapter
47
IIBA Ottawa-Outaouais Chapter ECBA™/CBAP®/CCBA® Study Group March 2020 Nancy Beatson, CBAP
Transcript of IIBA Ottawa-Outaouais Chapter
IIBA Ottawa-Outaouais Chapter
ECBA™/CBAP®/CCBA® Study GroupMarch 2020
Nancy Beatson, CBAP
Due to the COVID-19 pandemic we are making changes to our programming to continue serving our BA community in a safe environment:
• until further notice, we will be holding all our events online
• we are rescheduling and changing the topic of the March meeting, which will now be held via Zoom meeting on March 31
• admission fees to chapter meetings have been reduced to $5 for IIBA members, and $10 for non-members (note that our study group and BA Trailblazer sessions are free, as usual)
Thank you for your ongoing support, and stay healthy!
COVID-19 PROGRAMMING CHANGES
3
Session Date Chapter Topic
1 Sep 24, 2019 1
2
Introduction BA Key Concepts
2 Oct 23, 2019 3 BA Planning & Monitoring
3 Nov 26, 2019 4 Elicitation & Collaboration
4 Dec 10, 2019 5 Requirements Life Cycle Management
5 Jan 28, 2020 6 Strategy Analysis
6 Feb 25, 2020 7 Requirements Analysis & Design Definition
7 Mar 24, 2020 8 Solution Evaluation
8 Apr 28, 2020 9 Underlying Competencies
9 May 26, 2020 10 Techniques
10 Jun 23, 2020 11 PerspectivesEnd-of-Session Game
2019/2020 Study Group
Agenda
1 Introductions10
min
2 Chapter 8: Solution Evaluation35
min
4 Exam Study Tips5
min
6 Quiz
5 Upcoming Events for BAs5
min
3 Technique Spotlight15
min
( Homework )
1 Introductions
• Your Name
• Optionally:
– Current assignment or activities
– Your stage in the BA certification process
Introductions
Solution Evaluation
Transition Requirements
2 Chapter 8: Solution Evaluation
Requirements Analysis &
Design Definition
Strategy Analysis
Business Requirements
Stakeholder Requirements
Functional [Solution]
Requirements
Non-Functional [Solution]
Requirements
Change
Need
Solution
Stakeholders
Value
Context
Determine if a solution is delivering potential value
Elicit information from stakeholders about solution performance and value delivery
Recommend a change to the solution or the enterprise in order to realize a solution’s potential value
Assess solution performance to see if it is delivering the potential value
Determine solution performance measures and limitations within the context of the project and the enterprise
Evaluate how a solution or solution component is fulfilling a business need
Core Concept The Business Analyst’s Responsibilities
BACCM™
3 Chapter 8: Solution Evaluation
8.1 Measure Solution Performance
8.2 Analyze Performance Measures
8.3 Assess Solution Limitations
8.4 Assess Enterprise Limitations
8.5 Recommend Actions to Increase Solution Value
8.1 Measure Solution Performance
• Why measure solution performance?
• What does BABOK® state are the 2 key inputs to this task?
• Can Solution Performance be performed on any solution?
8.1 Measure Solution Performance
What are the steps?
1. Define solution performance measures
2. Validate solution performance measures
3. Collect solution performance measures
8.2 Analyze Performance Measures
• Purpose: “To provide insights into the performance of a solution”
• What options does the BA have if the measures are not sufficient to help stakeholders determine solution value?
8.2 Analyze Performance Measures
• What are the inputs to analyzing performance measures?
– Solution Performance Measures
– Potential value
• Discuss “quantitative” vs “qualitative” solution performance measures
8.3 Assess Solution Limitations
• What is the purpose?
• Discuss technique: Root Cause Analysis
– What are the four main activities of RCA, according to the BABOK?
– Name two methods used for RCA
8.3 Assess Solution Limitations
What are some examples of solution components?
8.4 Assess Enterprise Limitations
• Purpose: To determine how factors external to the solution are restricting value realization
• Which enterprise factors may limit value realization?– Enterprise culture
– Stakeholder impact
– Organizational structure changes
– Operational
8.5 Recommend
Actions to
Increase
Solution Value
Where were these defined?
8.5 Recommend Actions to Increase Solution Value
Common Solution Recommendations:
Do nothingOrganizational
Change
Reduce Interface
Complexity
Eliminate Redundancy
Avoid WasteIdentify
Additional Capabilities
Retire the Solution
3 Technique Spotlight
10.1 Acceptance and Evaluation Criteria
10.28 Metrics and Key Performance Indicators
10.27 Lessons Learned
3 Technique Spotlight
10.1 Acceptance and Evaluation Criteria
Acceptance Criteria
❑ Minimal set of requirements that must be met by a single solution to be considered acceptable
❑ Defined early in the project life cycle and must be met by the solution
❑ Test cases important
Evaluation Criteria
❑ Set of requirements used to choose between multiple solutions to a particular problem
❑ Typically used for scoring
❑ Are prioritized before use
❑ Used to rank solutions using a pre-established scale (e.g. weighting)
10.1 Acceptance and Evaluation Criteria
10.1 Acceptance and Evaluation Criteria
• Strengths:– Acceptance criteria used in Agile methodologies
– Acceptance criteria necessary for contractual obligations
– Evaluation criteria assists with delivering expected ROI
– Evaluation criteria helps define priorities
• Limitations:– Acceptance criteria may be tied to contractual obligations and be
therefore difficult to change
– Agreement on evaluation criteria may be difficult among stakeholders who have diverse needs
10.1 Acceptance and Evaluation Criteria – Usage Considerations
• See attached
10.1 Acceptance and Evaluation Criteria - EXAMPLE
3 Technique Spotlight
10.28 Metrics and Key Performance Indicators
10.28 Metrics and Key Performance Indicators
- Purpose: to measure the performance of solutions, solution components, and other matters of interest to stakeholders
- Metrics & Reporting: key components of monitoring and evaluation
- Metric – quantifiable level of an indicator used to measure progress
- KPI – a metric that measures to progress toward a strategic goal or objective
METRICS – Examples
❑ Revenue per Employee
❑ Order Fulfillment Time
❑ Turnaround Time
A quantifiable level of an
indicator
KPIs – Examples
❑ Cost per New Subscriber
❑ Look-to-Book Ratio
❑ Sales by Region
A metric that measures to progress toward a strategic goal
10.28 Metrics and Key Performance Indicators
• Strengths:– Allows stakeholders to understand extent to which a solution meets an
objective
– Facilitates alignment of goals to objectives, solutions, tasks, etc.
• Limitations:– Overhead involved in gathering excessive amounts of data above what
is required; may distract project members
– May collect too much data and not generate useful reports for timely action
10.28 Metrics and Key Performance Indicators – Usage Considerations
10.28 Metrics and Key Performance Indicators – KPI EXAMPLE
*Source: https://www.clearpointstrategy.com/what-is-a-kpi-report-how-do-i-create-one/, ClearPoint Strategy (Accessed March 2019)
3 Technique Spotlight
10.27 Lessons Learned
10.27 Lessons Learned
- Purpose: to compile and document successes, opportunities for improvement, failures, and recommendations for improving the performance of future projects or project phases
- Done in sessions
- Also known as “retrospective”
- Helpful at milestones; build on future phases
- Can be done formally or informally
- If noteworthy success, a celebration can be included
• Strengths:– Simple and effective method of identifying areas of improvement
– Reinforces positive experiences and successes
– Reduces risks for future, similar initiatives
– Can build team morale after a difficult period
• Limitations:– Honest discussion may not occur if participants try to assign blame
– Participants may be reluctant to be document and discuss problems
– Facilitation required to ensure that discussions remain on improvement opportunities
10.27 Lessons Learned – Usage Considerations
10.27 Lessons Learned - EXAMPLE
• See attached
Top 5 Tips for Passing Your CBAP or CCBA Exam*
1. Know the BABOK v3
2. Study one KA at a time
3. Absorb the BABOK
4. Final Preparation
5. Pro Tip: On Exam Day reduce your test anxiety
35
*https://www.watermarklearning.com/certification/business-analysis-training/cbap-ccba/cbap-resources.php
Top 5 Tips for Passing Your CBAP or CCBA Exam*
#1: Know the BABOK v3
– Invest in a copy of the BABOK
– Use terms from the BABOK
– Refer to accepted practice from BABOK
36
*https://www.watermarklearning.com/certification/business-analysis-training/cbap-ccba/cbap-resources.php
Top 5 Tips for Passing Your CBAP or CCBA Exam
#2: Study one Knowledge Area at a time
– Read the KA and do practice exam questions
– Try to apply the KA to your past/current projects and assignments
– Pro Tip: focus on the KA where you are least experienced or comfortable
37
38
*http://www.iiba.org/certification-handbook/ccba-blueprint.htmhttp://www.iiba.org/certification-handbook/cbap-exam.htm
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®
Top 5 Tips for Passing Your CBAP or CCBA Exam
#3: Absorb the BABOK according to your preferred learning style
– For some, reading and rereading the BABOK
– For others, attending study groups
– For others, answering exam questions
– For others, attending classes
– According to research, “…successful CBAP/CCBA candidates spend 100 hours of study time on average before their exams.”*
39
*https://watermarklearning.leadpages.net/cbap-ccba-resource-guide/
Top 5 Tips for Passing Your CBAP or CCBA Exam
#4: Final Preparation
– In this phase, begin practicing exams
– Ideally, 150-question exams
– Do a few timed simulations to check your speed
40
Top 5 Tips for Passing Your CBAP or CCBA Exam
#5: Exam Day Pro Tip: Reduce Your Test Anxiety
– Do something relaxing
– Don’t schedule the exam too early in the day
– Allow plenty of time to get to the exam location
– “brain dump” just before the start of the exam (in the exam room); include an affirmation such as “I will pass this exam!”
41
5 Upcoming Events for BAs
Upcoming Events:(Mar 31) Chapter Meeting: “The Impact of DevOps on the Business Analyst”
• Tuesday, Mar 31, 2020 - 5:45 to 7:00 pm• Online• Admission: $5 (IIBA members) | $10 (non-members)
(Apr 2) BA Trailblazer: BA Beginnings• Tuesday, Mar 28, 2020 - 6:00 to 7:30 pm• Online • Admission: FREE
(Apr 28) Study Group Session: BABOK® Chapter 9 – Underlying Competencies
• Tuesday, Mar 28, 2020 - 6:00 to 7:30 pm• Online • Admission: FREE
More info is available at: www.ottawa-outaouais.iiba.org
6 Pop Quiz
• 10 questions
• Open-book
• Emailed to attendees
• 1.5 PD hours earned by anyone who returns the quiz within 2 weeks
• Quiz results posted online > 2 weeks
