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IQBBA® - Foundation Level Business Analyst

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Personally designed (content + graphics design), officially accredited IQBBA® CFLBA (Certified Foundation Level Business Analyst) courseware.

Trademarks are properties of the holders, who are not affiliated with courseware author.

IQBBA® - Foundation Level Business Analyst

  1. 1. IQBBAisatrademarkofgasqServiceGmbH
  2. 2. Start and finish Course style LunchCoffee and breaks M00 - Course introduction 2/9 | 2/527
  3. 3.  The role of Business Analyst  The underpinning philosophy and principles of business analysis profession  Business analysis process  The products produced by business analyst  Business analysis roles  Business analysis tools and techniques Main goal  Attempt Foundation exam with confidence  Communicate freely within business analysis team with confidence, understanding its principles and philosophy Secondary goal  Benefits and value of business analysis and IQBBA M00 - Course introduction 3/9 | 3/527
  4. 4. Please share with the class:  Your name and surname  Your organization  Your profession (title, function, job responsibilities)  Your familiarity with the:  Project management  Business analysis  Your experience with BABOK  Your personal session expectations M00 - Course introduction 4/9 | 4/527
  5. 5.  Foundation Exam  Computer based and closed book exam  Only pencil and eraser are allowed  Simple multiple (ABCD) choice exam  Only one answer is correct  30 questions, pass mark is 26 (65%)  1 hour exam  No negative points, no “Tricky Questions”  No pre-requisite for Foundation exam  Sample, one (official) mock exam is provided to you Candidates completing an examination in a language that is not their mother tongue, will receive additional time M00 - Course introduction 5/9 | 5/527
  6. 6. IQBBA syllabus section code and title 1 Fundamentals of Business Analysis (K2) 2 Enterprise Analysis (K3) 3 Business Analysis Process Planning (K3) 4 Elicitation (K3) 5 Requirements Analysis (K3) 6 Solution Validation (K3) 7 Tools and Techniques (K3) 8 Competencies (K2) 9 Process Improvement (K2) 10 Innovation, Design and the Customer (K2) Module slide number / total module slides Slide number / total slides Module number and name IQBBA syllabus section code SyllabusM00 - Course introduction 6/9 | 6/527
  7. 7. M00 - Course introduction 7/9 | 7/527
  8. 8. quizlet.com/42802604/ M00 - Course introduction 8/9 | 8/527
  9. 9. twitter.com/mirodabrowski linkedin.com/in/miroslawdabrowski google.com/+miroslawdabrowski miroslaw_dabrowski www.miroslawdabrowski.com Mirosław Dąbrowski Agile Coach, Trainer, Consultant (former JEE/PHP developer, UX/UI designer, BA/SA) Creator Writer / Translator Trainer / Coach • Creator of 50+ mind maps from PPM and related topics (2mln views): miroslawdabrowski.com • Lead author of more than 50+ accredited materials from PRINCE2, PRINCE2 Agile, MSP, MoP, P3O, ITIL, M_o_R, MoV, PMP, Scrum, AgilePM, DSDM, CISSP, CISA, CISM, CRISC, CGEIT, TOGAF, COBIT5 etc. • Creator of 50+ interactive mind maps from PPM topics: mindmeister.com/users/channel/2757050 • Product Owner of biggest Polish project management portal: 4PM: 4pm.pl (15.000+ views each month) • Editorial Board Member of Official PMI Poland Chapter magazine: “Strefa PMI”: strefapmi.pl • Official PRINCE2 Agile, AgilePM, ASL2, BiSL methods translator for Polish language • English speaking, international, independent trainer and coach from multiple domains. • Master Lead Trainer • 11+ years in training and coaching / 15.000+ hours • 100+ certifications • 5000+ people trained and coached • 25+ trainers trained and coached linkedin.com/in/miroslawdabrowski Agile Coach / Scrum Master PM / IT architect Notable clients • 8+ years of experience with Agile projects as a Scrum Master, Product Owner and Agile Coach • Coached 25+ teams from Agile and Scrum • Agile Coach coaching C-level executives • Scrum Master facilitating multiple teams experienced with UX/UI + Dev teams • Experience multiple Agile methods • Author of AgilePM/DSDM Project Health Check Questionnaire (PHCQ) audit tool • Dozens of mobile and ecommerce projects • IT architect experienced in IT projects with budget above 10mln PLN and timeline of 3+ years • Experienced with (“traditional”) projects under high security, audit and compliance requirements based on ISO/EIC 27001 • 25+ web portal design and development and mobile application projects with iterative, incremental and adaptive approach ABB, AGH, Aiton Caldwell, Asseco, Capgemini, Deutsche Bank, Descom, Ericsson, Ericpol, Euler Hermes, General Electric, Glencore, HP Global Business Center, Ideo, Infovide-Matrix, Interia, Kemira, Lufthansa Systems, Media-Satrun Group, Ministry of Defense (Poland), Ministry of Justice (Poland), Nokia Siemens Networks, Oracle, Orange, Polish Air Force, Proama, Roche, Sabre Holdings, Samsung Electronics, Sescom, Scania, Sopra Steria, Sun Microsystems, Tauron Polish Energy, Tieto, University of Wroclaw, UBS Service Centre, Volvo IT… miroslawdabrowski.com/about-me/clients-and-references/ Accreditations/certifications (selected): CISA, CISM, CRISC, CASP, Security+, Project+, Network+, Server+, Approved Trainer: (MoP, MSP, PRINCE2, PRINCE2 Agile, M_o_R, MoV, P3O, ITIL Expert, RESILIA), ASL2, BiSL, Change Management, Facilitation, Managing Benefits, COBIT5, TOGAF 8/9L2, OBASHI, CAPM, PSM I, SDC, SMC, ESMC, SPOC, AEC, DSDM Atern, DSDM Agile Professional, DSDM Agile Trainer-Coach, AgilePM, OCUP Advanced, SCWCD, SCBCD, SCDJWS, SCMAD, ZCE 5.0, ZCE 5.3, MCT, MCP, MCITP, MCSE-S, MCSA-S, MCS, MCSA, ISTQB, IQBBA, REQB, CIW Web Design / Web Development / Web Security Professional, Playing Lean Facilitator, DISC D3 Consultant, SDI Facilitator, Certified Trainer Apollo 13 ITSM Simulation … M00 - Course introduction 9/9 | 9/527
  10. 10. 1. Fundamentals of business analysis 2. Enterprise analysis 3. Business analysis process planning 4. Elicitation 5. Requirements analysis 6. Solution validation 7. Tools and techniques 8. Competences 9. Process improvement 10. Innovation, design and customer M01 - Fundamentals of business analysis 2/46 | 11/527
  11. 11. M01 - Fundamentals of business analysis 3/46 | 12/527
  12. 12. 1. Lack of clear link to the organisation’s key strategic priorities 2. Lack of clear senior management ownership and leadership 3. Lack of effective engagement with stakeholders 4. Lack of skills and proven approach to project and risk management 5. Project not broken down into manageable steps 6. Evaluation of proposals linked to short term affordability rather than longer term value for money 7. Lack of understanding of and contact with suppliers 8. Lack of effective integration between the client, supplier and supply chain Reported by Office of Government Commerce (OGC) in respect of Gateway Reviews M01 - Fundamentals of business analysis 4/46 | 13/527
  13. 13. Lovallo Kahneman (2003) NAO (2011) Flyvbjerg et al (2003, 2005) Research in Australia by Capability Management (2006) A study Moorhouse Consulting (2009) Beer & Nohria (2000) Gauld & Goldfinch (2006) eGovernment Economics Project (2006) Altschuler & Luberoff (2003) Seldon & Colvin (2003) Cameron & Green (2009) Schaffer & Thomson (1992) Ballhaus (2005) M01 - Fundamentals of business analysis 5/46 | 14/527
  14. 14. Report from 2015 studied 50,000 projects around the world, ranging from tiny enhancements to massive systems re-engineering implementations M01 - Fundamentals of business analysis 6/46 | 15/527
  15. 15. Top 10 Reasons for Success 1. User Involvement 2. Executive Management Support 3. Clear Business Objectives 4. Optimizing Scope 5. Agile Process 6. Project Manager Expertise 7. Financial Management 8. Skilled Resources 9. Formal Methodology 10. Standard Tools and Infrastructure Research by The Standish Group International Inc. End User involvement! Not just customer M01 - Fundamentals of business analysis 7/46 | 16/527
  16. 16. Other 1% Lack of Qualified Resources 3% Communication Problems 14% Inadequate Risk Management 17% Poor Scope Definition 15% Poor Requirements Definition 50% Other Lack of Qualified Resources Communication Problems Inadequate Risk Management Poor Scope Definition Poor Requirements Definition ESI International survey of 2000 business professionals, 2005 M01 - Fundamentals of business analysis 8/46 | 17/527
  17. 17. The major reasons of projects' failure are problems with requirements and communication  Business requirements are not aligned with business real needs  No recognition between needs and wants The base for identifying, defining the business requirements is Business Analysis which acts as a “communication bridge” between client and supplier ESI International survey of 2000 business professionals, 2005 M01 - Fundamentals of business analysis 9/46 | 18/527
  18. 18. M01 - Fundamentals of business analysis 10/46 | 19/527
  19. 19. Instability of the requirements (frequent changes) Redundant information Insufficient user involvement Underpowered users Overlooked user personas Minimal or no specification at all Communication issues Culture Unclear goals/objectives Bad quality of the requirements and/or business needs Language barriers Domain knowledge barriers Too formal formulations Ambiguous, overly specified, unclear, unclear, impossible, contradictory requirements 1.1M01 - Fundamentals of business analysis 11/46 | 20/527
  20. 20. Time pressure Exclusive orientation toward fast results Exclusive fixation on costs Perceiving documentation or analyzing and understanding business processes as a cost, not added value 1.1M01 - Fundamentals of business analysis 12/46 | 21/527
  21. 21. Business process within an organization not known or understood End products of the business processes not known Stakeholders not identified or empowered Business goals or needs not identified  The organization needs not defined and wants not satisfied  The business goals not achieved Result  Imprecise, ambiguous, contradictory or missing requirements  Not stable requirements that change very often  Requirements that do not fulfill the agreed criteria (i.e. quality criteria) or real business needs and priorities 1.1M01 - Fundamentals of business analysis 13/46 | 22/527
  22. 22. M01 - Fundamentals of business analysis 14/46 | 23/527
  23. 23. 1.2.1M01 - Fundamentals of business analysis 15/46 | 24/527
  24. 24. Development of software systems Development of software components Extensions of existing software Improvements to the business process Changes to the organization 1.2.1M01 - Fundamentals of business analysis 16/46 | 25/527
  25. 25. Specific activities of the Business Analyst  Identification  Developing  Managing the requirements 1.2.2M01 - Fundamentals of business analysis 17/46 | 26/527
  26. 26. Objectives of BA Collect and document the business requirements Design solutions for the business problem Assist in the timely completion of projects Improve efficiency by increasing the quality of requirements 1.2.3M01 - Fundamentals of business analysis 18/46 | 27/527
  27. 27. The Business Analysis in the analysis phase  Identification and evaluating of the current business processes (AS IS analysis)  Gathering initial requirements for needed business solution (TO BE analysis)  Creating and analyzing the Business Case  Conducting feasibility study/assessment  Preparing ideas/alternatives of business solution Analysis Specification Testing Deployment 1.2.4M01 - Fundamentals of business analysis 19/46 | 28/527
  28. 28. The Business Analysis in the specification phase  Identifying and documenting business requirements on more detailed level  Supporting System Analyst in preparing detailed system specifications  Validating proposed software design with the customer and other stakeholders (e.g. users/legal/compliance etc.)  Managing any requirements changes 1.2.4 Analysis Specification Testing Deployment M01 - Fundamentals of business analysis 20/46 | 29/527
  29. 29. The Business Analysis in testing phase  Checking test results  Resolving issues related to defects or gaps in the requirements  Supporting preparing test cases for User Acceptance Testing  Supporting acceptance testers in executing test cases 1.2.4 Analysis Specification Testing Deployment M01 - Fundamentals of business analysis 21/46 | 30/527
  30. 30. The Business Analysis in development phase  Supporting development team during implementation  Validating increments of solution according to intended requirements and needs  Supporting testers in preparing test cases and test scripts at business level  Managing potential changes in requirements 1.2.4 Analysis Specification Testing Deployment M01 - Fundamentals of business analysis 22/46 | 31/527
  31. 31. Different projects or methodologies may have different approaches for defining requirements Some projects run under external regulations requirements Tasks and techniques defined in general Business Analysis process must be adjusted for a specific project (e.g. Traditional vs Agile)  Requirement format and level of detail will be different Example  Enterprise Analysis will not be conducted in every case  In some projects initial requirements and business processes within an organization are already known and understood 1.2.5M01 - Fundamentals of business analysis 23/46 | 32/527
  32. 32. M01 - Fundamentals of business analysis 24/46 | 33/527
  33. 33. 1.3.1M01 - Fundamentals of business analysis 25/46 | 34/527
  34. 34. 1.3.2 The two roles are complimentary The Business Analyst provides an input information for the System Analyst The System Analyst writes technical requirements from the business requirements The Business Analyst gathers and documents the business requirements M01 - Fundamentals of business analysis 26/46 | 35/527
  35. 35. Elicitation Analyticalabilities Writing BusinessKnowledge Presentation Leadership Communication Research Modeling Dataanalysis ProblemSolving Technicalabilities Business Analyst System Analyst M01 - Fundamentals of business analysis 27/46 | 36/527
  36. 36. IT BA System Analyst IT Enterprise Architect Decision Systems Enterprise Architect Product Owner Process Analyst Business Architect BI Business Relationship Manager Enterprise BusinessTechnology Project M01 - Fundamentals of business analysis 28/46 | 37/527
  37. 37. The Project Manager ensures PROJECT progress against schedule, risk management and mitigation, and delivering of the product of the project on time, within budget, and to specified quality standards.  PM is focused on resources, time, schedule, cost, risk and quality and has the ultimate responsibility for project success. The Business Analyst, ensures that the PRODUCT of the project is well-defined throughout the project and meets the targeted business needs through expert requirements management, systems analysis, business analysis, and requirements analysis.  BA works with stakeholders, structures, policy, operations and recommends solutions. M01 - Fundamentals of business analysis 29/46 | 38/527
  38. 38. A requirement is [lEEE Std 610.12-1990] 1. A condition or capability needed by a stakeholder to solve a problem or achieve an objective 2. A condition or capability that must be met or possessed by a system or system component to satisfy a contract, standard, specification, or other formally imposed documents 3. A documented representation of a condition or capability as in 1 or 2  Requirements should be preceded by descriptors like  Business requirements  User requirements  Functional requirements (FR)  Non-functional requirements (NFR) 1.3.3M01 - Fundamentals of business analysis 30/46 | 39/527
  39. 39. Requirement Provide foundation for project's assessment, planning, execution and monitoring Defines customer expectations (stakeholders value) Acting as component of agreements, project plans Establish system boundaries, scope of delivery 1.3.3M01 - Fundamentals of business analysis 31/46 | 40/527
  40. 40. Requirement Product Functional (FR) External Internal Non-functional (NFR) External Internal Process Needs and limitations of the business processes: • Costs, marketing, processing time, sales and distribution, organization, documentation • May specify methodologies or frameworks to be followed 1.3.4; 1.3.5M01 - Fundamentals of business analysis 32/46 | 41/527
  41. 41. Customer requirements (business requirements) Solution/system requirements Product/component requirements 1.3.4; 1.3.5M01 - Fundamentals of business analysis 33/46 | 42/527
  42. 42. 1.3.6M01 - Fundamentals of business analysis 34/46 | 43/527
  43. 43. Traceability is an association that exists between different types of requirements and:  Requirements (mapping the higher level requirements that defined the needs and features to the more detailed requirements)  Detailed requirements and design models  Detailed requirements and test cases (e.g., for system testing)  High level requirements and test cases (e.g., for user acceptance test)  Requirements and design artefacts 1.3.7 • Bidirectional traceability from requirements to software architecture to code. • Bidirectional traceability from requirements to test cases. Requirement Model Source Code Object M01 - Fundamentals of business analysis 35/46 | 44/527
  44. 44. 1.3.8M01 - Fundamentals of business analysis 36/46 | 45/527
  45. 45. Describes the function, architecture, and design of software Describes the process of development itself All artefacts should be under configuration management (e.g. version control, naming conventions, archiving, etc.) Vison Statement Business Case Use Cases Activity diagrams Class diagrams Component diagrams Design documents Requirements documentation Project documentation Risk assessment 1.3.8M01 - Fundamentals of business analysis 37/46 | 46/527
  46. 46. M01 - Fundamentals of business analysis 38/46 | 47/527
  47. 47.  Enterprise Analysis  Requirements Planning and Management  Requirements Elicitation (Identification)  Requirements Communication  Requirements Analysis and Documentation  Solution Assessment and Validation 1.4M01 - Fundamentals of business analysis 39/46 | 48/527
  48. 48. 1.4 Enterprise Analysis Requirements Elicitation Requirements Analysis and Documentation Requirements Communication Requirements Planning and Management Solution Assessment and Validation AS-IS M01 - Fundamentals of business analysis 40/46 | 49/527
  49. 49. Project management  Classic iron triangle: Scope, Time, Budget  PRINCE2 approach: Scope, Time, Budget, Quality, Risk, Benefits Design  Required shape and scope of the solution Development  What has to be implemented (or fixed) Testing/Quality Assurance (QA)  Provides a base to testing  Is a subject of testing 1.4M01 - Fundamentals of business analysis 41/46 | 50/527
  50. 50. M01 - Fundamentals of business analysis 42/46 | 51/527
  51. 51. Requirements elicitation (identification) Requirements analysis and modelling Requirements realization planning Requirements realization planning Requirements communication Requirements documenting Requirements validation Requirements configuration management Business solution proposal 1.5.1M01 - Fundamentals of business analysis 43/46 | 52/527
  52. 52. Why a Business Analyst is needed? When a Business Analyst is needed?  When a need for clarification of business issues appears (implementation, testing)?  When a need for new functionalities appears?  When the business changes?  When the end users need support with working with the solution? 1.5.2 A Business Analyst is involved during the whole software life cycle, including maintenance phase M01 - Fundamentals of business analysis 44/46 | 53/527
  53. 53. M01 - Fundamentals of business analysis 45/46 | 54/527
  54. 54. I hope you enjoyed this presentation. If so, please like, share and leave a comment below. Endorsements on LinkedIn are also highly appreciated!  (your feedback = more free stuff)  MIROSLAWDABROWSKI.COM/downloads
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Personally designed (content + graphics design), officially accredited IQBBA® CFLBA (Certified Foundation Level Business Analyst) courseware. Trademarks are properties of the holders, who are not affiliated with courseware author.

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