Beruflich Dokumente
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1
Richard Larson, PMP, CBAP Richard Larson, PMP, CBAP Richard Larson, PMP, CBAP Richard Larson, PMP, CBAP
President and Founder President and Founder President and Founder President and Founder
Watermark Learning Watermark Learning Watermark Learning Watermark Learning
BASSA BASSA BASSA BASSA
4 September, 2013 4 September, 2013 4 September, 2013 4 September, 2013
WatermarkLearning.com
Enhanced Performance. Enduring Results.
Training organisation established in 1992, offering private and
public classes in a broad range of training programs:
Business Analysis
Project Management
Business Process Management
Influencing Skills
Numerous clients in many industries
Industry Partnerships
An original PMI Global Registered
Education Provider
A Charter IIBA Endorsed Education
Provider
Strategic partnership with FTI, South Africas leading provider of
Business Analysis and Project Management training
Offering BA and PM Masters Certificate
programs through Auburn University
WatermarkLearning.com
Enhanced Performance. Enduring Results.
List a 7-step plan to become CBAP
or CCBA
.
Put the BABOK
Stakeholders
You are the sponsor, the PM, and the BA on this one
Family members and co-workers, too
Charter
Your charter (to yourself) is to become a Certified
Business Analyst
Benefits to your sponsor (you) are:
Sense of accomplishment
Career enhancement/advancement
Increased Knowledge
Attractiveness to employers
Charter (cont.)
Benefits to other stakeholders are:
Employers can hire with more confidence
Shows a commitment to the BA profession
Demonstrates a high level of professional
knowledge
Family members are proud (and relieved )
Product Deliverables
CBAP or CCBA Credential
Enhanced Performance. Enduring Results.
Hi Mom, Hi Mom, Hi Mom, Hi Mom,
Guess what? I just got my CBAP certification today! Guess what? I just got my CBAP certification today! Guess what? I just got my CBAP certification today! Guess what? I just got my CBAP certification today!
Love, John Love, John Love, John Love, John
John Doe, CBAP
From: M Hubbard From: M Hubbard From: M Hubbard From: M Hubbard
[mailto: mhubbard@aol.com] [mailto: mhubbard@aol.com] [mailto: mhubbard@aol.com] [mailto: mhubbard@aol.com]
Sent: Wednesday, August 12, 201x 4:20 PM Sent: Wednesday, August 12, 201x 4:20 PM Sent: Wednesday, August 12, 201x 4:20 PM Sent: Wednesday, August 12, 201x 4:20 PM
To: John Doe To: John Doe To: John Doe To: John Doe
Subject: How did your big exam go? Subject: How did your big exam go? Subject: How did your big exam go? Subject: How did your big exam go?
1) Logo 1) Logo 1) Logo 1) Logo
to use: to use: to use: to use:
2) Initials 2) Initials 2) Initials 2) Initials
(for emails, (for emails, (for emails, (for emails,
business business business business
cards) cards) cards) cards)
Work Products
CBAP
or CCBA
Application
2 References
BA Education hours
BABOK
Scope Statement
Features in Scope
CBAP or CCBA credential
Features out of Scope
Non-BABOK
knowledge or skills
Comparing the BABOK
to your experience
Major Milestones:
1.Getting your application approved by IIBA
to
start
Seven Knowledge Areas (KAs)
32 Tasks
34 General Techniques
15 Task-specific Techniques
40 Inputs and 35 Outputs
Many more KA-specific techniques and elements
Knowledge Area
BABOK
Chapter
Number
CBAP
Percent
1
Approximate
Questions
2
CCBA
Percent
1
Approximate
Questions
2
General
3
1
no % stated
~3
no % stated
~3
BA Planning and
Monitoring
2 19.33% 27 20% 29
Elicitation 3 14% 20 13.33 18
Requirements
Mgmt & Comm.
4 16% 23 16 23
Enterprise Analysis 5 15.33% 22 15.33 22
Requirements
Analysis
6 19.33% 27 19.33 27
Solution
Assessment
7 16% 23 16 23
Underlying
Competencies
3
8
no % stated
~5
no % stated
~5
TOTAL 100% 150 100% 150
1 As given by IIBA.
2 Computed from percentages.
3 No stated number of questions; number listed is an estimate.
BABOK
BABOK
General Techniques
Nbr Technique Name Nbr Technique Name
9.1 Acceptance and Eval Criteria Definition 9.18 Observation
9.2 Benchmarking 9.19 Organization Modeling
9.3 Brainstorming 9.20 Problem Tracking
9.4 Business Rules Analysis 9.21 Process Modeling
9.5 Data Dictionary and Glossary 9.22 Prototyping
9.6 Data Flow Diagrams 9.23 Requirements Workshops
9.7 Data Modeling 9.24 Risk Analysis
9.8 Decision Analysis 9.25 Root Cause Analysis
9.9 Document Analysis 9.26 Scenarios and Use Cases
9.10 Estimation 9.27 Scope Modeling
9.11 Focus Groups 9.28 Sequence Diagrams
9.12 Functional Decomposition 9.29 State Diagrams
9.13 Interface Analysis 9.30 Structured Walkthrough
9.14 Interviews 9.31 Survey/Questionnaire
9.15 Lessons Learned Process 9.32 SWOT Analysis
9.16 Metrics and Key Performance Indicators 9.33 User Stories
9.17 Non-functional Requirements Analysis 9.34 Vendor Assessment
Depending on your
learning style, plan techniques that
work best for you
Basic Styles:
Blue - Let me Study!
Red - Get to the Point!
Yellow - Get me Involved!
Green - Let me Review!
Blue Red
Green Yellow
Learning Preference Learning Preference Learning Preference Learning Preference Study Mode Ideas Study Mode Ideas Study Mode Ideas Study Mode Ideas
Blue Blue Blue Blue - Let me Study!
Read BABOK Read BABOK Read BABOK Read BABOK
Study Guide
Practice Exams
Red Red Red Red - Get to the Point!
Practice Exams Practice Exams Practice Exams Practice Exams
Classes
Study Guides
Yellow Yellow Yellow Yellow - Get me Involved!
Classes Classes Classes Classes
Study Groups
Flashcards
Read BABOK
Green Green Green Green - Let me Review!
Study Groups Study Groups Study Groups Study Groups
Classes
Practice Exams
Read BABOK
Example:
What do you as a business analyst also deliver
when documenting your elicitation results?
a. Unstated and stated requirements.
b. Stated requirements, stakeholder concerns.
c. Elicitation results, stakeholder concerns.
d. Functional and non-functional stated
requirements.
b. Stated requirements, stakeholder concerns.
Exam-Taking tips
Start with a brain dump
1
st
Pass: skip questions you are not
sure of
2
nd
Pass: complete questions
Dont change your answer
Hard questions can be broken into
two answersusually.
or CCBA
.
Put the BABOK