IIBA Ottawa-Outaouais Chapter · 2020. 5. 26. · Welcome from the IIBA Ottawa-Outaouais Chapter...

IIBA Ottawa-Outaouais Chapter

ECBA™/CBAP®/CCBA® Study GroupMay 2020

Nancy Beatson, CBAP, CSM

Welcome from the IIBA Ottawa-Outaouais

ChapterOttawa, CanadaOur Mission:

To demonstrate and promote excellence in

professional business analysis in our

community and foster an environment for

engagement, learning and sharing.

Our Vision:

To build a strong BA community connected by a

common language and purpose while

embracing emerging trends and contributing to

the evolving role of the BA.

2

Nancy Beatson, CBAP, CSM

VP of Professional CertificationIIBA Ottawa-Outaouais Chapter

Welcome to the study group

So let’s hear about you…ZOOM Poll

1.1 & 1.2

Agenda

1 Opening and Announcements15

min

2 BABOK® Techniques Overview10

min

4

65 Upcoming Events for BAs

5

min

3 Technique Groupings10

min

Key Techniques for the BA50

min

Feedback ( linoit.com )

Purpose of the study group• To support BA certification candidates• To share knowledge and understanding of the

concepts and to share study tips• To provide information about the IIBA Core

Certification program• To learn about the application and exam

processes• To become aware of what to expect when writing

the exam

6

7

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

• until further notice, our chapter will be holding all our events online

• chapter meeting admission fees reduced to $5 for IIBA members and $10 for non-members

• as always, our Study Group and BA Trailblazer sessions are free

COVID-19 PROGRAMMING CHANGES

Thank you for your ongoing support. Stay safe and stay healthy!

chapter updates

8

Announcements from IIBA.org

• All IIBA exams are offered as online remote proctored exams - required:

– desktop computer or laptop– internet connection– working webcam– microphone

• All certification applications, exams, and re-certification expiry dates on or after March 23rd have been extended until June 30th

• 15% discount off exam fees on IIBA’sspecialized BA certifications when you pay by May 31st :

– Agile Analysis Certification (IIBA®-AAC)

– Certification in Business Data Analytics (IIBA®-

CBDA)

– Certificate in Cybersecurity Analysis (IIBA®-

CCA)

iiba.org updates

9

2 BABOK® Techniques Overview

1 2015. BABOK; A Guide To The Business Analysis Body Of Knowledge. 3rd ed. Toronto, Ontario, Canada: International Institute ofBusiness Analysis, p.454.

technique1

noun

1. A manner, method, or style for conducting a business analysis task or for shaping its output.

11

BABOK® Techniques

• What are “techniques”?

• How many are defined in the BABOK®?

• Must the BA use only the techniques defined in the BABOK®?

12

BABOK® Techniques

• BABOK® structure (for studying purposes):

– Purpose

– Description

– Elements

– Usage Considerations

13

3 Technique Groupings

Study approaches for techniques:

• Study the techniques to each KA as you go

• “Try out” any unfamiliar techniques

• Focus on techniques grouped:– by type: collaboration, research, experimentation

– by viewpoint: user, process, data

• Consider studying diagramming techniques categorized by relationship types (BABOK® p. 340)

• Above all… don’t underestimate the time needed to study the BABOK ® techniques!

15

BA Planning and Monitoring Techniques

10.5 Brainstorming

10.7 Business Cases

10.9 Business Rules Analysis

10.18 Document Analysis

10.19 Estimation

10.20 Financial Analysis

10.22 Functional Decomposition

10.25 Interviews

10.26 Item Tracking

10.27 Lessons Learned

10.28 Metrics and Key Performance Indicators (KPIs)

10.29 Mind Mapping

10.31 Observation

10.32 Organizational Modelling

10.34 Process Analysis

10.35 Process Modelling

10.36 Prototyping

10.37 Reviews

10.38 Risk Analysis and Management

10.40 Root Cause Analysis

10.41 Scope Modelling

10.45 Survey or Questionnaire

10.50 Workshops

16

Elicitation & Collaboration Techniques

10.4 Benchmarking and Market Analysis

10.5 Brainstorming


10.10 Collaborative Games

10.11 Concept Modelling

10.14 Data Mining

10.15 Data Modelling


10.19 Estimation

10.21 Focus Groups

10.24 Interface Analysis

10.25 Interviews


10.29 Mind Mapping

10.31 Observation



10.36 Prototyping

10.37 Reviews


10.43 Stakeholder List, Map, or Personas


10.50 Workshops

17

Requirements Life Cycle Management Techniques

10.1 Acceptance and Evaluation Criteria

10.2 Backlog Management

10.7 Business Cases


10.13 Data Flow Diagrams

10.15 Data Modelling

10.16 Decision Analysis


10.19 Estimation



10.24 Interface Analysis

10.25 Interviews

10.26 Item Tracking

10.33 Prioritization


10.37 Reviews


10.47 Use Cases and Scenarios

10.48 User Stories

10.50 Workshops

18

Strategy Analysis Techniques


10.3 Balanced Scorecard


10.5 Brainstorming

10.6 Business Capability Analysis

10.7 Business Cases

10.8 Business Model Canvas

10.11 Concept Modelling

10.14 Data Mining


10.17 Decision Modelling


10.19 Estimation


10.21 Focus Groups


10.25 Interviews

10.26 Item Tracking

10.26 Item Tracking



10.29 Mind Mapping

10.31 Observation




10.36 Prototyping





10.46 SWOT Analysis

10.49 Vendor Assessment

10.50 Workshops

19

Requirements Analysis & Design Definition Techniques

10.1 Acceptance and Evaluation Criteria10.2 Backlog Management10.4 Benchmarking and Market Analysis10.5 Brainstorming10.6 Business Capability Analysis

10.7 Business Cases10.8 Business Model Canvas

10.9 Business Rules Analysis10.11 Concept Modelling10.12 Data Dictionary

10.13 Data Flow Diagrams10.15 Data Modelling

10.16 Decision Analysis10.17 Decision Modelling


10.19 Estimation10.20 Financial Analysis

10.21 Focus Groups10.22 Functional Decomposition10.23 Glossary

10.24 Interface Analysis10.25 Interviews

10.26 Item Tracking10.27 Lessons Learned10.28 Metrics and Key Performance Indicators (KPIs)10.29 Mind Mapping10.30 Nonfunctional Requirements Analysis

10.32 Organizational Modelling10.35 Process Modelling

10.36 Prototyping10.37 Reviews10.38 Risk Analysis and Management

10.40 Root Cause Analysis10.41 Scope Modelling

10.42 Sequence Diagrams10.43 Stakeholder List, Map, or Personas

10.44 State Modelling

10.45 Survey or Questionnaire10.46 SWOT Analysis

10.47 Use Cases and Scenarios10.48 User Stories10.49 Vendor Assessment

10.50 Workshops

20

Solution Evaluation Techniques



10.5 Brainstorming

10.7 Business Cases


10.14 Data Mining




10.21 Focus Groups

10.25 Interviews

10.26 Item Tracking



10.30 Nonfunctional Requirements Analysis

10.31 Observation


10.33 Prioritization



10.36 Prototyping


10.39 Roles and Permissions Matrix



10.46 SWOT Analysis

10.47 Use Cases and Scenarios

10.49 Vendor Assessment

10.50 Workshops

21

Technique Groupings

Mishra, L., 2018. A Mind Map For Babok V3 Techniques. [online] Linkedin.com. Available at: <https://www.linkedin.com/pulse/mind-map-babok-v3-techniques-ln-mishra-cbap/> [Accessed 1 May 2020].

22

We’ve covered 20 techniques so far this year…

*See: https://ottawa-outaouais.iiba.org/ecbatm-ccbar-cbapr-study-groups

October

•10.19 Estimation

•10.26 Item Tracking

•10.35 Process Modelling

November

•10.18 Document Analysis

•10.36 Prototyping

•10.50 Workshops

December

•10.2 Backlog Management

•10.33 Prioritization

•10.37 Reviews

January

•10.3 Balanced Scorecard

•10.4 Benchmarking

•10.7 Business Cases

February

•10.13 Data Flow Diagrams

•10.30 Non-Functional Requirements Analysis

•10.47 Use Cases and Scenarios

March

•10.1 Acceptance and Evaluation Criteria

•10.27 Lessons Learned

•10.28 Metrics and Key Performance Indicators

April

•10.29 Mind Mapping

•10.31 Observation

23

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

4 Key Techniques for the BA

• 10.10 Collaborative Games

• 10.16 Decision Analysis

• 10.21 Focus Groups

• 10.25 Interviews

• 10.39 Roles and Permissions Matrix

• 10.41 Scope Modelling

24

How Well Do You Know the BABOK® Techniques?

ZOOM Poll

1.1

10.10 Collaborative Games

- Purpose?

- Encourages participants in an elicitation activity to collaborate in building a joint understanding of a problem or a solution

- Inspired by game play

- Designed to facilitate collaboration

- Can be helpful in various areas of a BA initiative

26

How is it done?

27

BABOK® Examples

*

*Source: “A day in the life an an AgileUX Practicioner: Vision”, http://www.agile-ux.com/2011/03/04/a-day-in-life-of-an-agileux-practitioner-vision/ (Accessed May 2020)

28

http://www.agile-ux.com/2011/03/04/a-day-in-life-of-an-agileux-practitioner-vision/

10.10 Collaborative Games: Examples

• Skyline – Who Knew a Project Could be so Fun! (Collaborative Games to Define Project Scope)

– https://newisconsin.iiba.org/sites/newisconsin/files/Documents/Presentations/20170124%20Who%20Knew%20a%20Project%20could%20be%20so%20fun_1.pdf

• Innovation Games

– https://www.innovationgames.com/the-innovation-games/

29

https://newisconsin.iiba.org/sites/newisconsin/files/Documents/Presentations/20170124%20Who%20Knew%20a%20Project%20could%20be%20so%20fun_1.pdf

https://www.innovationgames.com/the-innovation-games/

Strengths

• May reveal hidden assumptions or differences of opinion

• Others?

Limitations

• The playful nature of the games may be perceived as silly and make participants with reserved personalities or cultural norms uncomfortable

• Others?

10.10 Collaborative Games: Pros & Cons

30


ZOOM Poll

1.1


Purpose?

- To formerly assess a problem and possible decisions in order to determine the value of alternate outcomes under conditions of uncertainty

- What is a decision?

- A decision is an act of choosing a single course of action from several uncertain outcomes with different values

- What causes a decision to be difficult?

32

10.16 Decision Analysis: Components

Decision to be Made / Problem Statement

• a description of what the decision question or problem is about

Decision Maker

• person or people responsible for making the final decision

Alternative

• a possible proposition or course of action

Decision Criteria

• evaluation criteria used to evaluate the alternatives33

How is it done?

34

10.16 Decision Analysis: Tools and Techniques• decision tables

• decision trees

• force field analysis

• pro versus con considerations

• comparison analysis

• analytical hierarchy process (AHP)

• totally-partially-not (TPN)

• multi-criteria decision analysis (MCDA)

• computer-based simulations and algorithms35

10.16 Decision Analysis: BABOK® Examples

36

10.16 Decision Analysis: analytical hierarchy process (AHP)

37

1 wikipedia.org. 2019. Analytic Hierarchy Process – Leader Example. [online] Available at: <https://en.wikipedia.org/wiki/Analytic_hierarchy_process_%E2%80%93_leader_example> [Accessed 7 May 2020].

Example

Board of Directors must select amongst 3 candidates: Tom, Dick, and Harry – their steps:

1. decide on 4 criteria to be used: experience, education, charisma and age

2. determine priorities for candidates wrt each criterion & the criteria wrt importance in reaching the goal

3. nodes at each level compared 2 by 2 according to their contribution to the nodes above them

4. results of these comparisons entered into a matrix which is processed mathematically to derive the priorities for all the nodes on the level

10.16 Decision Analysis: totally-partially-not (TPN)Once problems are identified, TPN can be used to identify which changes can be made by front line employees while other changes require approval from the leadership team.

Example

• Acme Company Limited undertook a business improvement initiative• Changes identified that would address some problems• Used TPN Analysis to determine if a change was totally, partially, or not

within the control of the department:– problem of minor form copied but no longer used by anyone in the

department? solution = stop copying the form ➔ totally within dept control– problem of several managers needed to sign off holiday leave causing

weeks of delay? solution= change in Acme policy ➔ not within dept control– problem of process for requesting IT changes? solution = update dept

process to request assistance from IT ➔ partially within dept control38

10.16 Decision Analysis: multi-criteria decision analysis (MCDA)• a decision-making method that evaluates using multiple conflicting

criteria as part of the process

• people use this decision-making method in their daily lives

• comprised of five steps1:

1. Define the context

2. Identify the available options

3. Decide the objectives / select the criteria that represent value

4. Measure of each of the criteria to discern relative importance

5. Calculate the different values by averaging out weighting & scores

39

1 Janse, B., 2018. What Is A Multiple Criteria Decision Analysis (MCDA)? Definition | Toolshero. [online] toolshero. Available at: <https://www.toolshero.com/decision-making/multiple-criteria-decision-analysis-mcda/> [Accessed 12 May 2020].

10.16 Decision Analysis: force field analysis

*Source: “A way to map a path to your goals, using Kurt Lewin’s field theory”, https://www.sidewaysthoughts.com/blog/2015/03/a-way-to-map-a-path-to-your-goals-using-kurt-lewins-field-theory/ (Accessed May 2020) 40

https://www.sidewaysthoughts.com/blog/2015/03/a-way-to-map-a-path-to-your-goals-using-kurt-lewins-field-theory/

Strengths

• Provides business analysts with a prescriptive approach for determining alternate options, especially in complex or uncertain situations

• Others?

Limitations

• The information to conduct proper decision analysis may not be available in time to make the decision

• Others?

10.16 Decision Analysis: Pros & Cons

41


ZOOM Poll

1.1

10.21 Focus Groups

Purpose?

- A means to elicit ideas and opinions about a specific product, service, or opportunity in an interactive group environment.

- The participants share their perspectives and attitudes about a topic and discuss them in a group setting.

- When is focus group useful?

- Who should attend?

- In what way are Brainstorming and Focus Groups different?

43

Focus Group PlanningTask Activities

Purpose creating questions that answer the objective, identifying key topics to be discussed,

and recommending whether or not discussion guides will be used

Location identifying whether the session will be in-person or online, as well as which physical

or virtual meeting place will be used

Logistics identifying the size and set up of the room, other facilities that may be required,

public transportation options, and the time of the session

Participants identifying the demographics of those actively engaged in the discussion, if any

observers are required, and who the moderators and recorders will be. Consideration

may also be given to incentives for participants

Budget outlining the costs of the session and ensuring that resources are allocated

appropriately

Timelines establishing the period of time when the session or sessions will be held, as well as

when any reports or analysis resulting from the focus group are expected

Outcomes identifying how the results will be analyzed

44

10.21 Focus Groups: Best Practices

• Start with a clear and specific objective

• Plan, plan, plan

• Limit the focus group to 6 to 12 participants

• Validate your demographics against the objective

• Prepare a script for the moderator

• Assign both a Moderator AND a Recorder (Scribe)

• Transcribe the results into a report shortly after the session

45

Strengths

• The ability to elicit data from a group of people in a single session saves both time and costs as compared to conducting individual interviews with the same number of people

• Others?

Limitations

• In a group setting, participants may be concerned about issues of trust or may be unwilling to discuss sensitive or personal topics

• Others?

10.21 Focus Groups: Pros & Cons

46


ZOOM Poll

1.1

10.25 Interviews

Purpose?

- systematic approach to elicit business analysis information from a person or group of people by asking relevant questions and documenting the responses

- can establish relationships and build trust between BA and stakeholders, to increase stakeholder involvement, or build support for a proposed solution

- What are the two basic types of interviews?

- What type of questions are asked in each?48

10.25 Interviews: Planning & Follow-up

Before

• Have a goal for the interview & communicate it with interviewee(s)

• Identify potential interviewees

• Prepare interview questions (open-ended & closed)

After

• Organize collected information right away

• Share with the interviewee to confirm results

49

Strengths

• Encourages participation by and establishes rapport with stakeholders

• Others?

Limitations

• Significant time is required to plan for and conduct interviews

• Others?

10.25 Interviews: Pros & Cons

50


ZOOM Poll

1.1

10.39 Roles and Permissions Matrix

Purpose?

- To ensure coverage of activities by denoting responsibility, to identify roles, to discover missing roles, and to communicate results of a planned change

Role and permission allocation involves

- identifying roles

- associating these with solution activities

- denoting authorities who can perform these activities

52

10.39 Roles and Permissions Matrix: Elements

Identify Roles

• Review org charts, job descriptions, processes and procedures

• Look for common functions performed by groups of people

Identify Activities

• Use functional decomposition to bread down work into tasks

• May use RACI to identify roles and responsibilities

• CRUD can be used for system responsibilities

Identify Authorities

• Who can perform which activities

• Consider delegations and inheritances

53

10.39 Roles and Permissions Matrix: Examples

54

10.39 Roles and Permissions Matrix: Examples

*Source: “The Role of Business Analysts in Roles & Permissions Mapping”, https://businessanalystlearnings.com/ba-techniques/2015/12/13/the-role-of-business-analysts-in-roles-permissions-mapping (Accessed May 2020) 55

https://businessanalystlearnings.com/ba-techniques/2015/12/13/the-role-of-business-analysts-in-roles-permissions-mapping

Strengths• Provides procedural checks and balances, as

well as data security, by restricting individuals from performing certain actions.

• Others?

Limitations• Appropriate level of detail for a specific

initiative or activity: too much is time-consuming and not provide value, too little can exclude necessary roles or responsibilities

10.39 Roles and Permissions Matrix : Pros & Cons

56


ZOOM Poll

1.1


Purpose?

- Helps define what is considered “in-scope” and “out-of-scope” for a solution or change

- Can be textual descriptions, diagrams or matrices

- Depending on the relationship being modelled, various diagramming techniques may be used

58

10.41 Scope ModellingAnswers the questions:

– “what is in-scope?”

– “what is out of scope?”

Useful:

– To define contractual obligations

– To estimate project effort

– To assess the completeness and impact of solutions

59

Scope

Modelling

STEPS:

1. Identify the basis for understanding the boundaries: scope of control, change, solution or need

2. Determine the type of model to use

3. Model the boundaries and elements using the selected modelling technique

4. Confirm the scope with stakeholders; readjust if required

60

Scope

Modelling

Shopper Buys

item_typeItem

item_price

item_source

EXAMPLE:Inventory software used in a retail shop will have a database that monitors elements such as purchases, item, item type, item source and item price.

Use an Entity-Relationship Diagram (ERD) to model the scope of data involved.

61

Scope

Modelling

Best Practices:

• Select the appropriate modelling technique for the relationship being modelled – refer to BABOK® p. 340

• Include both in-scope and out-of-scope content to set expectations

• Include explicit statements of critical assumptions and their implications

• Keep level of detail meaningful – A proper level of detail provides a meaningful reduction of uncertainty

62

5 Upcoming Events for BAs

63

May 27 BA Trailblazer: Business Data Analytics• May’s focus: Discuss the “Identify Research Questions” domain• Tuesday, May 27, 2020 - 5:30 to 7:00 pm• Admission: FREE

Jun 9 BA Trailblazer: BA Beginnings• June’s focus: The Art of Negotiation• Tuesday, Jun 9, 2020 - 5:30 to 7:00 pm• Admission: FREE

Jun 18 Meeting: Annual General Meeting (AGM)• Tuesday, Jun 18, 2020 - 5:00 to 7:00 pm• Admission: FREE• Everyone is welcome!

Jun 23 Study Group: “Chapter 11 & Session Wrap-Up”• Agenda: TBD• Tuesday, Jun 23, 2020 - 6:00 to 7:30 pm. • Admission: FREE

More info available at: www.ottawa-outaouais.iiba.org 64

Upcoming Chapter Events (online)

http://www.ottawa-outaouais.iiba.org/

65

SUPPLEMENTAL SLIDES

66

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

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

67

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

68

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

Questions?

[email protected]

69

Resources Available to IIBA Members

70

71

*Source: (Accessed January 2020)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®

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