2020+12+Cbap3+Exam+Prep+v4 1 1+Student+Manual

CBAP®/CCBA®
Exam Prep Class
Version 4.1
© 2020 Educate 360, LLC. All rights reserved. 1
Credits
 Watermark Learning, Project Management Academy®, PMA®
and Club PDU® are registered marks of Educate 360, LLC.
 IIBA®, BABOK® Guide and Business Analysis Body of
Knowledge® are registered trademarks owned by
International Institute of Business Analysis.
 CBAP® and CCBA® are registered certification marks owned
by International Institute of Business Analysis.
1
Introduction
Introductions
 Instructor Introduction
 CBAP/CCBA Candidates
– Are you studying for your CBAP or CCBA?
– Why do you want to get your certification? What is your motivation?
– Ice breaker:
– Last movie or
– Current book or
– Favorite TV show
2
Course Goal
 We want to make sure you are ready for the CBAP® or
CCBA® exam and increase your odds of passing it on the
first try.
 This comprehensive workshop will prepare you for the
Certified Business Analysis Professional™ (CBAP®) and the
Certification of Capability in Business Analysis™ (CCBA®)
exam and help you make the most of your limited study
time.
 The course was designed, created, and is taught by CBAP®
Recipients to help others focus on the critical areas to study
and to provide insights into the exam.
 Additionally, you’ll learn test-taking tips and strategies,
along with other practice exercises to reinforce the material.
Course Learning Objectives

Upon completing this training, you should be able to do the
following:
 Know how to read the BABOK® and maximize your understanding of the
key concepts covered in the BABOK®
 Articulate the key components of the Core Concept Model and how it
impacts the various knowledge areas
 Articulate the key BABOK® themes
 Articulate the 6 competency categories and understand the key
competencies in each category
 Understand the purpose of each knowledge area and the tasks contained
in each knowledge area
 Understand the stakeholders involved in each task, and the techniques,
guidelines, and tools used to support the tasks
 Understand the purpose of each technique and how to read various
notations
3
Agenda
 Welcome, Introductions, and Exam Information
 BABOK® Terminology and Key Concepts
 Underlying Competencies
 Business Analysis Planning and Monitoring
 Elicitation and Collaboration
 Requirements Life Cycle Management
 Strategy Analysis
 Requirements Analysis and Design Definition
 Solution Evaluation
 Application Information and Exam Study Tips
Things to Note
 Ground Rules  Administrivia
– Start and stop on time – Breaks and lunch
– Respect diverse ideas – Evaluations
– Fully participate – Facilities
– Put all technology on silent – “I’m done” indicator
– Ask for what you need – Professional Development
(PD) hours: 35
– Student materials
4
CBAP/CCBA Prep
Resources
Watermark CCBA/CBAP Exam Resources
Main Presentation Online Training Portal
Study Tables Study Guide

10
5
Online Study Exam
 90 days’ access to the CBAP or CCBA Online Study Exam
– Contains 1100+ practice questions to continue your preparation.
– Has 3 modes: warm-up, drill, and exam simulation.
– Subscription can easily be renewed for small fee.
– To subscribe, visit watermarkexams.com.
Free 90 Day subscription to

Watermark Learning’s
CBAP® Certification Online Study Exam!
To take advantage of your free account visit
Example sticker watermarklearning.com/exam/cbap
you’ll find on inside Create a new account
and enter your access code:
front cover of your xxxxxx
materials. (Access codes are unique and are only valid for
one free subscription.)
Pass your exam the first time! Visit
watermarklearning.com/cbap
for additional study materials.
11
Additional Resources
Additional Free Resources
 Visit watermarklearning.com/resources for (requires simple registration):
– Application Worksheets
– Templates
– Articles and Industry Tips
– And more free tools…
BABOK Flashcards
 Optional purchase
– Contains 300+ color coded cards
to help drill and learn BABOK terms
and techniques.
12
6
Exam Information
13
IIBA® Core Certifications

Covered in this course
ECBA™ CCBA® CBAP®

• 2016 • 2011 • 2006
• No • 2-3 years of • 5+ years of
experience experience experience
• Focus: • Focus: • Focus:
Developing Results- Delivers
BA Skills Oriented Business
Value
14
7
Eligibility Requirements
Area CCBA CBAP
7,500 hours in past 10
BA Work Experience 3,750 hours in past 7 years
years
BABOK Knowledge Area 900+ hours in two KAs
900+ hours in four KAs
Expertise or 500+ in four KAs
Professional
Development Hours in 21 35
last 4 years
Education Min: High School or equivalent
References 2 2
Signed Code of Conduct Yes Yes
Go to www.iiba.org for the most recent

certification requirements.
15
Exam Information
Exam Info CCBA CBAP
Case study-based (Situation

Scenario-based (Situation
Exam Focus described in 1 to 1 ½
described in 2-4 sentences.)
pages.)
Multiple questions per case

Multiple choice answers
Question Type study with multiple choice
about the scenarios
answers
Number of
130 120
Questions
Length of Test 3 hours 3.5 hours
Note: Each multiple-choice question has 4 possible answers.
16
8
Exam Blueprint
CCBA CCBA CBAP CBAP
Knowledge Area
Percent # of Questions Percent # of Questions
Business Analysis Planning
12% 15 14% 17
and Monitoring
Elicitation and Collaboration 20% 26 12% 14
Requirements Life Cycle
18% 23 15% 18
Management
Strategy Analysis 12% 16 15% 18
Requirements Analysis and
32% 42 30% 36
Design Definition
Solution Evaluation 6% 8 14% 17
Business Analysis and the
N/A N/A N/A N/A
BA Profession*
Underlying Competencies* N/A N/A N/A N/A
Key Concepts* N/A N/A N/A N/A
Techniques * N/A N/A N/A N/A
TOTAL 130 120
* CCBA and CBAP may include these elements on the exam, but they are incorporated into the overall KA
exam questions.
17
CCBA Sample Exam Questions

Question Answers Answer
1. A company has been using an application for A. Schedule a requirements B
several years, but one component still workshop.
involves manual data entry. A project is B. Perform stakeholder
started to automate this function that will analysis.
impact several different business units. What C. Model the scope of the
is the business analyst's (BA) first step in the requirements.
project? D. Prioritize the business
requirements.
2. A business analyst (BA) was eliciting A. Review a paper C
requirements for a machine's functionality prototype.
from a stakeholder. The stakeholder tried to B. Use a graphic user
explain the steps in the process and how it is interface.
performed. Despite repeated attempts, the C. Observe the product in
BA could not comprehend the process. use.
Which of the following techniques would help D. Interview the operator.
the BA understand the requirements?
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9
CBAP Sample Exam Question
An organization maintains a central repository for managing new products
brought into the organization. This central repository was built over a
decade ago. It started on a spreadsheet and then moved to various
iterations of a customized solution built in-house. There are many pitfalls in
the current implementation, and it doesn’t have clear set of baselined
requirements. The organization wants to improve the process. A business
analyst (BA) is tasked to start the requirement elicitation.
Which of the following should the BA do?
A. Document the current solution's existing functionality.
B. Develop the performance measures for the new solution.
C. Create a wish list of desired performance functionality.
D. Review the features of commercial off-the-shelf products.
Answer = A
19
IIBA and BABOK

Overview
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10
Discussion
 How much of the BABOK have you read?
– None - I don’t have it.
– None - but I have it.
– I've skimmed it.
– I’ve read it completely/mostly completely.
21
IIBA® Mission and Background

 IIBA’s core purpose:
– Unite a community of professionals to create better business outcomes
 IIBA’s background:
– Started October 2003 in Toronto
– 29,000+ members
– 117+ chapters globally
– 260 Corporate Members
22
11
IIBA’s Business Analysis Body of Knowledge
BABOK Guide
 The globally recognized standard for the practice of business analysis.
 It describes business analysis knowledge areas, tasks, underlying
competencies, techniques, and perspectives on how to approach
business analysis.
 Purpose
– “To define the profession of business
analysis and provide a set of commonly
accepted practices.”
Source: BABOK Guide, Version 3.0
23
BABOK Structure
24
12
BABOK Chapters
1. Introduction 6. Strategy Analysis (SA)*
2. Key Concepts 7. Requirements Analysis
3. Business Analysis and Design Definition
(RADD)*
Planning and Monitoring
(BAPM)* 8. Solution Evaluation (SE)*
4. Elicitation and 9. Underlying Competencies
Collaboration (EC)* (UC)
5. Requirements Life Cycle 10. Techniques
Management (RLCM)* 11. Perspectives
* = Knowledge Areas
25
How to Read the BABOK
BABOK
Knowledge
Area
Tasks
Guidelines
Purpose Inputs Stakeholders
and Tools
Description Elements Techniques Outputs
26
13
Layout of the BABOK (1/2)
Area Description
Purpose A short description of why a business analyst may want
to perform the task and the value created by performing
the task.
Description Details what happens during the performance of the task,
why it is performed, and what it should accomplish.
Inputs Information consumed or transformed to produce an
output. Necessary information for a task to begin; may be
an output from another task.
Elements Key concepts within a task. Can be process step,
describe the characteristics of the task, or things to
consider while doing the task. Elements may also be
listed in more than one task but have different meanings
within each task.
27
Layout of the BABOK (2/2)

Area Description
Guidelines and Additional resources (tools, techniques or task outputs)
Tools needed to perform the task at hand.
Guideline: Provides instructions or descriptions on why or
how to undertake a task.
Tool: Something used to execute a task.
Techniques Disciplines or methods for carrying out a task.
Stakeholders A generic list of stakeholders likely to participate in
performing a particular task or who will be affected by it.
Outputs One or more results produced by performing a task.
There is often only one per task.
Examples: Change strategy, business analysis approach,
solution performance measures.
28
14
Example Layout
TASK
ELEMENTS
1. …
INPUTS OUTPUTS
2. …
3. ….
Guidelines and Tools
Note: The colored background of the inputs and outputs match the
KA colors found in the study tables and flash cards. E.g., “red”
signifies a BAPM KA task.
29
Key Terms
30
15
Key Terms (1/7)
Discussion
 What is business analysis?
 What does a business analyst do?
31
Key Terms (2/7)

Business Analysis…
 Is “the practice of enabling change in an enterprise by defining needs
and recommending solutions that deliver value to stakeholders.”
− BABOK® Guide 3.0
 May be performed on strategic, tactical, or operational initiatives
 May be performed within the boundaries of a project or throughout the
enterprise
 Used to understand current state, define future state, and to determine
the activities needed to the future state
32
16
Key Terms (3/7)
 Business Analyst (a role)
– “…any person who performs business analysis tasks described in the
BABOK® Guide, no matter their job title or organizational role.”
– BABOK ® Guide 3.0
 Business analysts are responsible for:

– Discovering, synthesizing, and analyzing information
– Eliciting the needs of stakeholders
– Aligning the design and solution to stakeholder needs
– Understanding the business problem or goals
– Defining strategies and driving change
33
Key Terms (4/7)

 Plan
– “Plan” is generally used as a
verb; for example, to Plan
Business Analysis Governance.
– The BABOK® defines
the plan as a “proposal  Solution
for doing or achieving
something.” – “A specific way of satisfying
one or more needs in a
context.”
 Risk
– The “effect of uncertainty on the value of a change.”
– A potential event that could affect the outcome of a
change positively or negatively.
34
17
Key Terms (5/7)
 Organization  Enterprise
– “An autonomous group of – An organization or group of
people under the management organizations (a business unit,
of a single individual or board division, operating company,
that works toward common functional area, etc.)
objectives and goals.” – Boundaries may go beyond
those of the organization, and
include “any number of
business, government, or any
other type of organization.”
35
Key Terms (6/7)

 Domain
– “The sphere of knowledge
that defines a common set of
requirements, terminology,
and functionality for any
program or initiative solving
a problem.”
 Business Analysis
Information
– “Anything that is used in
business analysis work, such
as requirements, designs,
reports, elicitation results, etc.”
36
18
Key Terms (7/7)
 Requirement  Design
– A “usable representation of – A “usable representation of
a need.” a solution.”
– Focus is on understanding – Focuses on understanding
what kind of value could be how value might be realized
delivered if a requirement is by a solution if it is built.
fulfilled.
Remember: “Requirement” focuses on the need. “Design” focuses

on the solution or features.
37
Requirement vs. Design
Requirement Design
View six months sales data A prototype or sketch of a
across multiple organizational dashboard
units in a single view
Reduce amount of time A new process model
required to pick and pack a
customer order
Record and access a medical A screen mock-up/prototype
patient’s history with specific data fields
38
19
Key Terms – Foundations
Exercise: Match the terms to the statements below.
B 1. Any person who performs business analysis tasks.
A. Business Analysis
J 2. A potential event which could impact the outcome of a change.
B. Business Analyst
E 3. Area of specialized knowledge defining a set of common
C. Business Analysis
Information requirements, terminology, and functionality.
D. Design D 4. Focuses on understanding how value might be realized by a

solution if it is built.
E. Domain
K 5. A specific way to satisfy the business need.
F. Enterprise
G. Organization C 6. Any information that is an input or output in BA work.
H. Plan A 7. The practice of enabling change in an enterprise by defining
I. Requirement needs & recommending solutions that deliver.
J. Risk I 8. Focus is on understanding the value that could be delivered if it
K. Solution is fulfilled.
G 9. A group of people, under a single management, working towards
common objective and goals.
H 10. A proposal for doing or achieving something.
F 11. May include a group of organizations.
39
BABOK’s® Six
Knowledge Areas
40
20
Relationships Between the Six Knowledge Areas
“The six knowledge areas describe the practice of business analysis as it is

applied within the boundaries of a project or throughout enterprise evolution and
continuous improvement.” Source: BABOK 3.0.
41
Six Knowledge Areas

KA Acronym: PLEASE
Acronym BABOK Knowledge Area
P Business Analysis Planning and
Monitoring
L Requirements Life Cycle Management
E Elicitation and Collaboration
A Requirements Analysis and Design
Definition
S Strategy Analysis
E Solution Evaluation
Tip: PLEASE remember the six KAs of the BABOK.
42
21
Knowledge Areas (1/6) P
Business Analysis Planning and Monitoring (BAPM)
 Organizes and coordinates the efforts of business analysts
and stakeholders.
 Includes:
– Planning the business analysis
effort.
– Managing and monitoring the
BA work effort.
– Identifying how to improve the
business analysis work.
43
Knowledge Areas (2/6) L

Requirements Life Cycle Management (RLCM)
 Ensures:
– Business, stakeholder, and
solution requirements are aligned
with each other
– All requirements are prioritized,
approved, and maintained for
reuse
– Solution implements requirements
44
22
Knowledge Areas (3/6) E
Elicitation and Collaboration (E&C)
 Elicitation: “Call forth or draw out” requirements and designs
with stakeholders.
 Collaboration: Work with stakeholders to achieve a desirable
solution together.
45
Knowledge Areas (4/6) A

Requirements Analysis and Design Definition (RADD)
 Analyzes the need
 Creates the designs to support the need
 Explores and analyzes solution options
 Recommends the
most effective option
46
23
Knowledge Areas (5/6) S
Strategy Analysis (SA)
 Identifies business needs
of tactical or strategic
importance.
 Enables the enterprise to
respond to those needs.
 Aligns the “change strategy”
with existing higher-and
lower-level strategies.
47
Knowledge Areas (6/6) E

Solution Evaluation (SE)
 Determines ways to increase
solution value or recommends
alternatives for existing
solutions.
 Measures and analyzes
solution value.
 Examines potential limitations
the solution and/or environment
may pose to limit value.
 Makes recommendations on
how to increase value.
48
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Business Analysis is Beyond Projects
Pre-Project Project Post Project

Project Delivery Benefits
Rationale Realization
Strategy Analysis
Transition
Business Req. Analysis and Design Definition
Requirements Requirements
Stakeholder and Solution
Requirements Solution Evaluation
Proof of Pilot/ Operating
Concept Beta
Prototype
BA Planning and Monitoring

Elicitation and Collaboration
Requirements Life Cycle Management
49
Knowledge Areas
Exercise: List the acronym and corresponding BABOK Knowledge Area
Acronym Knowledge Area

P Business Analysis Planning and Monitoring
L Requirements Life Cycle Management
E Elicitation and Collaboration
A Requirements Analysis and Design Definition
S Strategy Analysis
E Solution Evaluation
50
25
Additional Focus Areas (1/3)
Underlying Competencies (UC)
 Various skills needed to be effective in doing business
analysis work.
 Covers behaviors, characteristics, knowledge, and skills
needed to perform the knowledge area tasks and be an
accomplished and adaptable business analyst.
51

Techniques (TECH)
 “Methods business analysts use to perform business analyst
tasks.” (BABOK Guide 3.0, p. 217)
 Considered the most practiced techniques used today within
the business analysis community.
52
26
Perspectives (PER)
 Provides focus to tasks and techniques specific within the
context of an initiative. Most initiatives are likely to engage
one or more perspectives.
 Perspectives covered:
– Agile
– Business Intelligence
– Information Technology
– Business Architecture
– Business Process Management (BPM)
Note: Since you probably won’t be tested on perspectives,

we don’t cover this topic in class.
53
Knowledge and Focus Areas

Exercise: Identify the KA or Focus Area
Strategy Analysis 1. Identifies business needs of tactical or strategic importance.
2. Organizes and coordinates the efforts of the business
BA Planning & Monitoring analysts and stakeholders.
3. Methods business analysts use to perform business
Techniques analyst tasks.
4. Ensures all requirements are prioritized, approved, and
Req. Life Cycle Mgmt. maintained for reuse.
5. Determines ways to increase solution value or recommends
Solution Evaluation alternatives.
Elicitation and 6. “Calls forth or draws out” requirements and designs with
Collaboration stakeholders.
7. Provides focus to tasks and techniques specific to the
Perspectives context of an initiative.
Req. Analysis and 8. Analyzes the need and creates the designs to support the
Design Definition need.
9. Various skills needed to be effective in doing business
Underlying Competencies analysis work.
54
27
Business Analysis
Core Concept
Model™ (BACCM™)
55
Business Analysis Core Concept Model™ (1/3)

 The BACCM™ provides a conceptual framework for all
business analysis work.
 Each of the six concepts are inter-related and transcend
industries, change initiatives, or global perspectives.
 The six concepts include:
– Value
Mnemonic Tip
– Solution The Core Concepts
– Need “VSN SCC” (ViSioN
SuCCess): We deliver:
– Stakeholders Value from a Solution to
a Need of Stakeholders
– Context
within the Context of a
– Change Change.”
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Business Analysis Core Concept Model™ (2/3)
 Also known as BACCM™
Act of transforming in
response to a need.
Problem or Specific way of

opportunity to satisfying one or more
be addressed. needs in context.
Group or individual with a Circumstances which

relationship to the change, influence, are influenced by,
the need, or the solution. and provide understanding
of the change.
The worth, importance, or

usefulness of something to
a stakeholder within a context.
57
Business Analysis Core Concept Model™ by KA (3/3)
58
29
BACCM™
Exercise: List the mnemonic and BACCM™ concepts below
Mnemonic Concept Area

V Value
S Solution
N Need
S Stakeholders
C Context
C Change
Vision Success!
59
Classification of
Requirements
60
30
Requirements Classifications
Strategy
Analysis
Business
Stakeholder
Requirements
Requirements
Analysis and Functional
Solution
Design Definition
Non-functional
Solution
Evaluation
Transition
Acronym: BSFNT
61
Business Requirements B
 A representation of goals, objectives, and outcomes.
 Describe why a change has been initiated and how
success will be assessed.
 May apply to the whole enterprise, a business area, or a
specific initiative.
 Business Goal Example:
– Increase customer satisfaction.
 Business Objective Example:

– Reduce customer complaints by 15% from a baseline of X by
12/31/20xx.
62
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Stakeholder Requirements S
 Describe the stakeholders’ needs which must be met in
order to achieve the business
requirements.
 Serve as a bridge between
business requirements and
solution requirements.
 Example Stakeholder
Requirement:
– The customer must be able to make
a cash withdrawal from a valid account
in multiples of $20.00.
63
Solution Requirements (1/4)

 Describe the capabilities and qualities a solution must
have to meet the stakeholder requirements.
 Provide the level of detail needed to develop and
implement the solution.
 Includes:
– Functional requirements
– Non-Functional (qualities of service) requirements
64
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Solution Requirements (2/4) F
Functional Requirements
 Describe the behavior and information the solution will
manage.
 Describe the capabilities the solution must be able to perform.
– BABOK Guide 3.0
 Example Functional Requirement:

– The ATM must display withdrawal options in multiples of $20.00.
65
Solution Requirements (3/4) N

Non-Functional Requirements
 Also known as Qualities of Service.
 Describes the conditions which must be met for a solution to
be effective or additional qualities of service the solution
must have.
 Describes conditions not directly related to the behavior of
functionality of the solution.
 Example Non-Functional Requirement:
– The ATM must be available 24 hours a day.
66
33
Solution Requirements (4/4)
Non-functional Requirements Categories
 Availability  Performance efficiency

 Certification  Portability
 Compatibility  Reliability
 Compliance  Scalability
 Extensibility  Security
 Functionality  Service level agreements
(SLAs)
 Localization
 Usability
 Maintainability
Techniques to be reviewed in detail later in the class
67
Transition Requirements T
 Describe the capabilities and conditions which must be met
to transition the solution from current state to future state.
 Cannot be developed until the new solution is defined.
 Temporary requirements which are not needed once the
change is complete.
 Examples: data conversion, training, business continuity,
etc.
 Example Transition Requirement:
– Implementation of the new ATM withdrawal process must not impact
the customer’s ability to withdraw money from the ATM.
68
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Requirements Classification
Exercise: List the acronym and corresponding requirement.
Acronym Requirements Classification

B Business Requirements
S Stakeholder Requirements
F Functional Requirements
N Non-functional Requirements
T Transition Requirements
69
Requirements Classification
Exercise: Match the requirement type to the examples below.
C 1. The system must be able to calculate state tax information.
B 2. A user must be able to retrieve a single customer using a

A. Business customer ID.
Requirement
D 3. The system must be available 99.5% on weekdays from
B. Stakeholder 6:00 a.m. to 7:00 p.m.
Requirement
A 4. We need to increase customer satisfaction by 10% by the
C. Functional end of 20xx.
Requirement C 5. The system must display the results of a customer search
alphabetically by last name.
D. Non-Functional
Requirement B 6. A customer must have the ability to track their purchases.
A 7. Decrease purchasing costs by five percent within 6 months
E. Transition
Requirement after implementation.
E 8. All existing customer data must be maintained in both the
legacy and new system until the 90-day warranty period is
over.
D 9. The system must retain a full history of all changes made
to a customer record for the last seven years.
70
35
Key Stakeholders
71
What is a Stakeholder?
 People with a relationship to the change, need, or solution
with whom the BA interacts with regularly.
 Anyone affected by the change initiative.
Staff
Community Owners
Company
Suppliers Customers
72
36
Stakeholders
Discussion
 What are the common stakeholders you might find on a
project?
 How might a business analyst interact with these various

stakeholders?
73
Stakeholders (1/6)
 Business Analyst  Customer
– Responsible and accountable – Uses or may use products or
for all business analysis services produced by the
activities. organization, but not
necessarily the solution brought
about by the change.
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Stakeholders (2/6)
 Domain Subject Matter  End User
Expert – Anyone who will interact directly
– Has in-depth knowledge with the solution (product,
about and understanding of service, or process) once it is
information relevant to the delivered.
business need and/or solution
scope (e.g., managers,
process owners, legal staff,
consultants, procurement
staff, etc.).
75
Stakeholders (3/6)
 Implementation Subject  Common roles:
Matter Expert – Project librarian
– Someone with specialized – Change manager
knowledge or skills to help
implement the solution or – DBA (database administrator)
solution component.
– Information architect
– Configuration manager
– Usability specialist
– Solution architect
– Developer
– Organization change manager
– Trainer, etc.
76
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Stakeholders (4/6)
 Operational Support  Project Manager
– Includes people who will – Person responsible for
support a solution once it is managing the work required
operational. to deliver a given solution
and for meeting the project’s
– Common roles: objectives.
– Help desk staff
– Also known as:
– Operations analyst
– Team leader
– Product analyst
– Product manager
– Release manager
– Technical lead
– Application support staff
– Project lead
– Network technicians, etc.
77
Stakeholders (5/6)
 Regulator  Sponsor
– Anyone responsible for – Person who initiates the effort
ensuring an organization to define the business need.
complies with regulations or
other standards. – Authorizes the work to be
performed and makes the
– Common roles: decisions about the budget,
schedule, and scope.
– Regulating bodies
– Auditors
– Also known as:
– Executive
– Compliance staff
– Project sponsor
78
39
Stakeholders (6/6)
 Supplier  Tester
– Any vendor who supplies part – Person responsible for verifying
or all of a solution. the solution meets the
requirements.
– May include supplying:
– Helps ensure solution meets
– Consultants to develop solution
quality standards and helps
– Hardware, devices, etc. other stakeholders understand
the risks to the organization of
– Software package
any known defects.
– Vendors
– Common Role
– Providers
– Quality Assurance Analyst
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Stakeholders
Exercise: List as many BABOK stakeholders as you can in 5
minutes.
1. Business Analyst 7. Project Manager
2. Customer 8. Regulator
3. Domain SME 9. Sponsor
4. End User 10. Supplier
5. Implementation SME 11. Tester
6. Operational Support
How many did you remember?

80
40
Stakeholders
Exercise: Match the stakeholder responsibility statement to
the stakeholder.
1. Interacts directly with the solution once it is
A. Customer G delivered.
B. Project Manager 2. Uses the products or services produced by
A
C. Supplier the organization.
J 3. Initiates the effort to define the business need.
D. Tester
4. Has specialized knowledge about the solution
E. Regulator H or solution component.
F. Operational B 5. Responsible for meeting project objectives.
Support 6. Ensures the organization complies with
E standards.
G. End User
D 7. Confirms the solution meets the requirements.
H. Implementation
SME 8. Has in-depth knowledge about the business
I need and/or solution.
I. Domain SME C 9. Someone who provides part or all of a solution.
J. Sponsor F 10. Manages the solution once it is implemented.
81
BABOK Common
Themes
82
41
Common Themes (1/3)
1. Understand 2. Be Flexible
Stakeholders and Adaptable
Adjust to stakeholders’ Be flexible and adaptable
needs; define strategies Project to the audience. There is
to deal with conflict and no “correct” answer when
ensure collaboration. dealing with people.
3. Initiatives, 4. Incorporate
Not Projects Key Concepts
The BABOK refers to 6 core concepts are
“initiatives” or “efforts”, woven throughout
not “projects.” each knowledge area.
83
Common Themes (2/3)
5. Changes vs. Solutions 7. Consider the Approach

Changes: Transformation from Consider the approach (predictive-
a current to a future state. adaptive) when making decisions
Solutions: What is delivered to regarding tasks, techniques, risks, etc.
solve a business need.
Plan
6. Approaches,
Not Plans! 8. Governance
Although planning is a task, most of the
task results are called approaches. There Agreeing on who has the authority
is only one output called a “plan” in for what, what the process is, and
elicitation and collaboration. who can make key decisions.
84
42
Common Themes (3/3)
9. Designs 10. Information Management

Designs: Describe the “solution.” vs. Communication
Requirements: Describe the “need.”
Managing the BA information and
documentation vs. communicating the
information.
11. Plans vs. Measures when

Assessing BA Performance
Since there are no plans, measurements against
planned vs. actual are not relevant. Performance
is measured against agreed upon measures.
85
Introduction and Key Concepts

Practice Exam: 5 Online Study Exam Questions
86
43
Underlying
Competencies (UC) –
Overview
87
Underlying Competencies
Exercise: Identify the key characteristics of a successful
Business Analyst.
 Instructions
− With your team or individually, brainstorm essential behaviors, characteristics,
knowledge, and skills of a successful business analyst.
 Instructor Choice: Option 1:
1. Capture your ideas on individual Post-it® notes.
2. Group them together by common themes.
3. Identify any patterns that emerged.
4. Present findings to class.
 Instructor Choice: Option 2:
1. Capture your ideas on a piece of paper or the next slide.
2. Present findings to class using the round robin technique.
88
44
Characteristics of a Good Business Analyst
89
6 Categories of Underlying Competencies

 Includes the behaviors, characteristics, knowledge, and skills
business analysts need to perform business analysis tasks.
 Competencies are not unique to business analysts but are the
ones enabling them to become more skilled, accomplished,
and effective.
9.1 Analytical
Thinking and 9.3 Business 9.5 Interaction
Problem Knowledge Skills
Solving
9.4
9.2 Behavioral 9.6 Tools and
Communication
Characteristics Technology
Skills
90
45
9.1 Analytical Thinking and Problem Solving (1/10)
Analytical thinking and problem-solving skills are needed to
effectively analyze problems and opportunities, identify changes
providing the most value, and help stakeholders understand the
impact of various changes.
System
Thinking
Problem
Learning
Solving
Decision
Making
Creative Conceptual
Thinking Thinking
Visual
Thinking
91
9.1: Analytical Thinking and Problem Solving (2/10)

9.1.1 Creative Thinking
Purpose Effectiveness Measures
 Generate new ideas, approaches,  Generate and consider new ideas.
and alternatives to solve problems
 Explore new ideas and concepts.
and identify new opportunities.
 Explore changes to existing
concepts and ideas.
 Promote creativity for self and
others by asking questions and
challenging assumptions.
 Apply new ideas to resolve
existing problems.
92
46
9.1.2 Decision Making

 Understand the decision-making  Appropriate stakeholders are
process and criteria need in represented.
making a decision.
 Stakeholders understand the
 Assist stakeholders in making decision-making process.
better decisions.
 Pros and cons of each option are
clearly communicated.
 Decision reduces or eliminates
uncertainty.
 Decision made is in the best
interest of all stakeholders.
 A decision is made and
documented.
93

9.1.3 Learning
 Quickly absorb new information  Recognize learning is a process
and modify or adapt existing needed by all stakeholders.
knowledge
 Learn and demonstrate an
 Gain new knowledge or skills understanding of new concepts
and ideas.
 Apply existing concepts to new
areas or relationships.
 Absorb and present new facts,
ideas, concepts, and opinions to
others.
94
47
9.1.3 Learning: Learning Styles
 Techniques should be chosen based on learning outcomes;
stakeholders may learn faster and retain information longer
if multiple learning styles are utilized.
Visual Auditory Kinesthetic
95

9.1.4 Problem Solving
 Used to determine the root cause  Inspire confidence in the problem-
of an issue and ensure solution solving process.
addresses the root cause.
 Select solutions that meet defined
objectives and address root cause.
 Evaluate solution options using a
problem-solving framework.
 Avoid making decisions based on
preconceived ideas or biases.
 Identify and test all assumptions.
 Resolve any conflicts between
stakeholder goals.
96
48
9.1.5 Systems Thinking

 To view an organization (whole or  Changing a “part” of the system
in part) as a system, with inter- impacts the system as a “whole.”
relationships and patterns
 Changing a system impacts the
between people, processes, and
environment around it.
technology.
 The system adapts to internal and
Systems thinking is based on external pressures and changes.
systems theory and thinking.
 A system has properties, behaviors,
and characteristics that develop from
the interactions between
components.
 A system can include people, their
interactions, external forces, and any
other relevant factors.
97

9.1.6 Conceptual Thinking

 To understand how seemingly  Disparate data is connected to
abstract information fits into the increase an understanding about
big picture. the relationships and patterns
among that data.
 Determine which details are
important in identifying  Confidently understand concepts
connections and patterns. which are communicated.
 Create abstract concepts by
combining information.
 Understand situations based on
past experiences and knowledge.
98
49
9.1.7 Visual Thinking

 To transform complex concepts  Communicate complex information
and models into understandable through visual models.
visual representations.
 Compare visual information to
identify patterns and map ideas
with stakeholders.
 Increased productivity due to
heightened learning, quickened
memory, and follow through.
 Engage stakeholders at a deeper
level.
 Help stakeholders understand
critical information.
99

Exercise: Match the terms to the statements below
A. Conceptual Thinking F 1. Looks at the inter-relationships and patterns
between people, processes, and technology
B. Creative Thinking with an organization.
C. Decision Making
G 2. Transforms complex concepts and models
into visual representations.
D. Learning A 3. Understands how seemingly abstract
E. Problem Solving information fits into the big picture.
B 4. Generates new ideas, approaches, and
F. Systems Thinking alternatives to solve problems and identify
G. Visual Thinking new opportunities.
D 5. Quickly absorbs new information and modify
or adapt existing knowledge.
C 6. Selects the optimal option from a list of
alternatives.
E 7. Determines the root cause of an issue and
ensure the solution effectively addresses it.
100
50
9.2: Behavioral Characteristics (1/8)
Behavioral characteristics increase a business analyst’s
effectiveness. These characteristics can impact the outcome of
work efforts and provide the foundation which allows the
business analyst to gain trust and respect of stakeholders.
Adaptability
Organization
Ethics and Time
Management
Trustworthiness
Personal
Accountability
101

9.2.1 Ethics
 Gain the trust of and respect from  Promptly identify and resolve
stakeholders. ethical dilemmas.
 Recognize when a potential  Ensure all stakeholders are
requirement or solution may pose treated fairly.
an ethical challenge.  Make decisions to consider the
interests of all stakeholders.
 Clearly articulate the reasons for
a decision.
 Provide full disclosure of potential
conflicts of interest.
 Be honest about one’s abilities and
accept responsibility for any
failures or errors.
102
51
9.2.2 Personal Accountability

 Establish credibility by ensuring  Plan, organize, and articulate the
tasks are completed on time and BA work effort to achieve targets
meet expectations of the and goals
business.
 Provide work status of planned
and unplanned work
 Identify and act upon all risks
and issues
 Trace requirements
 Ensure targets and goals align
with the business need
 Deliver tasks on time
103

9.2.3 Trustworthiness

 Earn trust of key stakeholders  Stakeholders involve the BA in
discussions and decision-making.
 Enable elicitation of sensitive
information  Stakeholders feel comfortable
bringing up any issues and
 Ensure recommendations are
concerns.
evaluated properly and fairly
 Stakeholders are willing to discuss
difficult or contentious topics.
 Stakeholders don’t blame the BA
when problems occur.
 Stakeholders respect the BA’s
ideas and recommendations.
104
52
9.2.4 Organization and Time Management

 To help the business analyst  Produce deliverables on time
effectively perform their tasks
 Focus on the correct tasks at the
and efficiently use their time.
right time
 Manage and communicate work
schedule and deadlines
 Ensure time is well spent
 Capture, organize, and document
all relevant information
 Provide clear, accurate, and
concise information to stakeholders
 Maintain task status
105

9.2.4 Organization and Time Management (Continued)
 Organization
– Includes the ability to establish short and long-
term goals, develop action plans, prioritize tasks,
and utilize checklists.
 Time Management
– Includes the ability to establish time limits on non-
critical tasks, focus on high-priority risks and tasks,
set time aside to focus, and manage interruptions.
106
53
9.2.5 Adaptability
 Provide the ability to quickly adapt  Courage to act differently than
to rapidly changing environments others when needed
with multiple stakeholders.
 Learn new ways of accomplishing
goals and objectives
 Adapt to changing or unclear
conditions
 Acquire and apply new information
 Accept changes to tasks, roles or
project assignments
 Change communication style to
meet the needs of stakeholders
107

Exercise: Match the terms to their effectiveness measures
A. Adaptability E 1. Plans business analysis work effort to
achieve targets and goals.
B. Ethics
A 2. Changes communication styles to meet
C. Organization the needs of the stakeholders.
Management F 3. Stakeholders feel comfortable bringing
D. Time up any issues or concerns to the
Management business analyst.
B 4. Ensures all stakeholders are treated
E. Personal
fairly.
Accountability
C 5. Provides clear, accurate, and concise
F. Trustworthiness information to stakeholders.
D 6. Works on the high priority items and
manages the less important work.
108
54
9.3: Business Knowledge (1/7)
Business knowledge can provide the business analyst with a
better understanding of the overarching concepts in the
business which govern its structure, benefits, and value of a
situation as it relates to a change initiative.
Methodology
Knowledge
Organization Solution
Knowledge Knowledge
Industry
Knowledge
Business
Acumen
109

9.3.1 Business Acumen
 Understand the fundamental  Recognize potential limitations
business principles and best and opportunities
practices in order to create more
 Recognize when a change in
effective solutions.
direction may be needed
 Identify, understand, and
manage risks
 Recognize opportunities to
decrease expenses and
increase profits
 Determine options available to
address changes
110
55
9.3.2 Industry Knowledge
 Understand the current practices  Industry knowledge of:
and activities within and across – Key activities within and without
industries to understand the the enterprise
challenges in the industry and – Major competitors, partners, and
solutions which have worked at customer sectors
other organizations.
– Key industry trends
– Common products
– Sources of industry information
– Industry-specific terms, standard
processes, and methodologies
– Regulatory environment
111

9.3.3 Organization Knowledge

 Understand:  Follow informal/formal channels
– Organization’s management of communication and authority.
structure and business  Understand organizational
architecture in which business terminology or jargon.
analysis is being performed
 Know the products or services
– How enterprise generates profits
the organization offers.
– Relationships between business
units, stakeholders, lines of  Identify subject matter experts
communication, and internal and key stakeholders in the
politics impacting decision making organization.
 Navigate organizational
relationships and internal politics.
112
56
9.3.4 Solution Knowledge

 To leverage one’s knowledge  Reduce the amount of time and/
about existing departments, or cost needed to implement a
environments, and/or technology required change.
within the organization in order to
 Shorten time needed on the
recommend the most effective
requirements analysis effort and/
means of implementing changes.
or solution design.
 Determine when a larger change
is or is not justified based on
business benefit.
 Identify how untapped capabilities
can be deployed to provide value.
113

9.3.5 Methodology Knowledge

 To develop an appropriate  Adapt to changes in methodologies
business analysis approach based
 Use or learn new methodologies
on the methodologies used within
the organization  Successfully integrate business
analysis tasks and techniques to
Methodologies… support the current methodology
 Determine how a change initiative is
approached and managed within an  Be familiar with the terms, tools,
organization. and techniques prescribed by a
 Impact various project elements such methodology
as project roles, risks, constraints,
and dependencies.  Play multiple roles related to
Note: Organizations can adopt or create one or more activities prescribed by a
methodologies that fit their culture, governance, level
of maturity, adaptability, level of accepted risk and
methodology
uncertainty.
114
57
Exercise: Write down the “business knowledge” which best
supports the following activities.
Activities Answer
1. Researching suppliers, best practices, equipment, and
tools used by your competitors. Industry Knowledge
2. Determining the approach, roles needed, risk levels
accepted, and other facets of how a change initiative is
Methodology Knowledge
approached and managed.
3. Applying a basic understanding of legal and regulatory
requirements, finance, logistic, sales and marketing,
human resources, etc. to differing situations and Business Acumen
organizations.
4. Improving an existing product or service by applying past
knowledge and experience with the same or similar product Solution Knowledge
or service.
5. Understanding the politics, organization structures,
terminology, and decision-making authority, and Organizational
communication channels within an organization to optimize Knowledge
communication with stakeholders.
115
9.4: Communication Skills (1/6)

Communication is the act of the sender conveying information
in a method which is understandable to the receiver. Successful
communication means the sender and receiver possess the
same understanding of the information being communicated.
Written
Listening
Communication
Non-Verbal
Communication
Verbal
Communication
116
58
General
 Factors Impacting
Communications
 Methods
– Native language
– Verbal
– Culture
– Non-verbal
– Priorities
– Physical
– Motivations
– Written
– Learning
– Thinking styles
 Planning Considerations
– Determine what information the receiver knows or does not know.
– Structure the communication in a logical order and manner.
– Determine how to best present the information for optimal understanding
(e.g., visual aids, graphs, diagrams, bullet points, etc.).
117

9.4.1 Verbal Communication

 Be able to effectively communicate  Effectively paraphrase statements
with stakeholders to convey ideas, to ensure understanding.
concepts, facts, and opinions to a
 Ensure conversations reach
variety of stakeholders.
productive conclusions.
 Use content and objectives
appropriately in developing and
delivering powerful presentations.
 Communicate critical and/or urgent
issues in a calm, rational manner.
 Select the words and tone of voice
appropriately.
118
59
9.4.2 Non-Verbal Communication

 Effectively send and receive  Don’t assume complete
messages through body motions, understanding by non-verbal alone.
posture, facial expressions,
 Be aware of our own personal
gestures, and eye contact.
non-verbal communication.
 Increase trust and improve
Non-verbal communication communication by effectively
provides cues on the moods, using non-verbal communication.
attitudes, and feelings of the
communicator through their bodily  Address and resolve
motions and facial expressions. communication issues when a
stakeholder’s non-verbal
communication does not agree
with their verbal message.
119

9.4.3 Written Communication

 Use writing to convey ideas,  Adjust the style of writing given the
concepts, facts, and opinions for audience members’ needs.
various contexts and audiences.
 Utilize vocabulary that will be
understood by the audience.
 Properly use grammar and style.
 Ensure the reader can paraphrase
and describe the content of the
written communication.
120
60
9.4.4 Listening

 Ability to accurately understand  Give speaker your full attention
information that is verbally
 Extend encouragement to the
communicated by others.
speaker through non-verbal or
verbal communication
 Provide feedback to the speaker
to ensure common understanding
of the message
 Defer judgment and respond
appropriately to the speaker
121
9.5: Interaction Skills (1/8)

 Interaction skills include the ability to relate, cooperate,
encourage, and communicate with different stakeholders.
 Business analysts are often in a unique position to facilitate
stakeholder communication, provide leadership, encourage
understanding of the solution’s value, and to obtain support
for the proposed changes.
Teaching
Negotiation
Teamwork and Conflict
Resolution
Leadership
and
Influencing
Facilitation
122
61
9.5.1 Facilitation

 Facilitate interactions among  Encourage participation
stakeholders to help make
 Be neutral and impartial
decisions, solve a problem,
exchange ideas and information,  Establish ground rules
or reach agreement about the
priority and nature of requirements.  Ensure participants understand
one another’s positions
 Keep discussions focused
 Prevent discussions from getting
off topic
 Understand participants’ interests,
motivations, and objectives
123

9.5.2 Leadership and Influencing

 Formally or informally lead and  Reduce stakeholder resistance
influence stakeholders, build
 Articulate a clear and inspiring
consensus, and encourage
vision of the desired future state
stakeholder support and
collaboration on needed change  Turn vision into action
initiatives.
 Influence stakeholders to realize
their mutual interests
The business analyst role is
 Ensure stakeholders focus on
essentially a leadership and
influencing role since its core shared goals and objectives over
focus is on change initiatives. personal motivations
 Reframe issues so alternative
perspectives are presented and
valued
124
62
9.5.3 Teamwork

 Work closely with stakeholders,  Foster a collaborative working
team members, and any other environment
partners to effectively develop,
 Effectively resolve conflict
implement, and achieve an
effective solution.  Develop trust among team
members
A BA must understand how a team  Ensure team members support
is formed and how it performs at high standards of achievement
various stages, know and adapt to
how the team is progressing, foster  Promote a sense of ownership of
a positive and trusting environment, the team’s goals
and resolve conflicts.
125

9.5.4 Negotiation and Conflict Resolution

 Resolve conflict and differences  Consider the tone of voice,
of opinion between stakeholders conveyed attitude, feelings, and
to reach a common understanding needs of the stakeholders in a
or an agreement while maintaining negotiation.
and strengthening relationships
 Recognize it may be possible to
among stakeholders.
satisfy all parties’ needs without
either side losing.
 Separate the problem from the
person so issues are debated
without damaging relationships.
 Recognize it may take several
meetings to achieve stated goals.
126
63
Basic Negotiation Principles
 Don’t bargain over positions at the cost of a relationship.
 Separate the people from the problem.
 Focus on interests, not positions.
 Invent options for a win-win.
 Use objective criteria.
 Proactively develop a fallback plan
in case negotiation fails.
127

9.5.5 Teaching

 To effectively communicate  Utilize different communication
business analysis information, methods for optimal stakeholder
concepts, ideas, and issues while learning.
ensuring the information is
 Engage stakeholders to discover
understood and retained by all
new information.
stakeholders.
 Validate key messages are
Teaching is a process of helping understood by stakeholders.
stakeholders gain knowledge by
 Ensure stakeholders can prove
selecting the appropriate visual,
verbal, written, and kinesthetic adoption of new knowledge, facts,
teaching approaches. concepts, and ideas.
128
64
Exercise: Match the interaction skill to the following activities.
D 1. Helping others gain knowledge and ensuring

that the information communicated is
A. Facilitation understood the same by all stakeholders.
B. Leadership & E 2. Fostering a collaborative environment and

Influencing developing trust among the stakeholders.
C. Negotiation & B 3. Reducing stakeholder resistance in the

Conflict change initiative and help them focus on
Resolution shared goals and objectives over personal
motivations.
D. Teaching
A 4. Encourage participation of all stakeholders
E. Teamwork and keeping discussions on focused and on
topic.
C 5. Fixing issues without damaging working
relationships and working on a win-win for all
parties.
129
9.6: Tools and Technology (1/8)

Business analysts may use a variety of software applications to
support communication and collaboration among stakeholders,
create and maintain requirements and artifacts, model
concepts, track issues, and to increase overall productivity.
Communication
Business
Analysis
Office
Productivity
130
65
9.6.1 Office Productivity Tools and Technology

 Use office productivity tools and  Explore various features and
technology to document and track functions in order to improve
business analysis information and efficiencies and streamline
requirements. processes.
 Understand the available tools,
their operations, and abilities.
 Determine the best tool that will
meet stakeholder needs.
 Clearly communicate major
functions and features of
available tools.
131

9.6.1 Office Productivity Tools and Technology – Examples
Tool How Used
Word Processing Used to develop and maintain requirements documentation.
(e.g., Word) Limited capability to track changes, record comments, and is
not designed for collaborative authoring.
Presentation Software Used for training or presenting information to stimulate
(e.g., PowerPoint) discussion.
Spreadsheets Used to capture requirements, analyze data, support decision
(e.g., Excel) analysis, and summarize complex scenarios.
Communication Tools Facilitates office communication over time and distance.
(e.g., email, calendaring, instant messaging, Generally not effective for long-term storage or retention of
etc.) information.
Collaboration and Knowledge Supports document collaboration, discussion, knowledge
Management Tools sharing, and documentation sharing throughout the
(e.g., document repositories, wikis, enterprise.
discussion forums, cloud services, and other
web-based tools)
Hardware Provides for replication and distribution of information used to
(e.g., printers, digital projectors, facilitate communication and documentation sharing.
photocopiers, scanners)
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66
9.6.2 Business Analysis Tools and Technology

 Use various tools and technology  Know the major support tools in
to model, document, and manage the market.
outputs from business analysis
 Determine how they can be used
activities.
in any situation.
 Select appropriate tool or tools to
Business analysis tools and support organization’s processes.
technology provide specialized
capabilities in modeling,  Use various support tools to
diagramming, analyzing, mapping, complete BA activities more
tracking, and storing requirements efficiently.
artifacts as well as supporting
stakeholder communication.  Track changes to requirements
and their impact on the solution,
stakeholders, or value.
133

9.6.2 Business Analysis Tools and Technology – Examples
Tool How Used

Modeling Tools
Useful for drawing and documenting models.
(e.g., Visio)
Provides functionality to assists the business analyst with

Requirements
requirements management tasks such as baselining,
Management
Technologies
change control, traceability, configuration management,
and requirements verification.
Issue Tracking Provides functionality to support tracking tasks, risks,
Tools issues, and defects.
Prototyping and Provides functionality for prototypes or simulates a
Simulation Tools solution or various solution components.
134
67
9.6.3 Communication Tools and Technology

 Use communication tools and  Select the appropriate tool for the
technology to assist the business audience and purpose.
analysis effort, manage teams,
 Effectively determine when to use
and support stakeholder
communication technology.
collaboration.
 Determine which tools will meet
the communication needs of the
Communication tools help stakeholders and situation.
the business analyst plan and
complete their tasks related to  Effectively use the features of the
conversational and communication tool.
collaborative interactions.
135

9.6.3 Communication Tools and Technology – Examples
Tool How Used

Conversation Examples: voice communications, instant messaging,
Interaction Tools online chat, e-mail, blogging, and microblogging
Collaboration Tools Examples: video conferencing, electronic white boarding,

wikis, electronic calendars, online brainstorming tools,
electronic decision making, electronic voting, document
sharing, and idea sharing
136
68
Exercise: Write down the “tool and technology group” to best
answer the following questions.
Question Answer
1. What type of tools/technology would you
use to collaborate with stakeholders? Communication Tools
use to model requirements? Business Analysis Tools
use to document and track business
analysis information? Office Productivity Tools
4. What are the key considerations in Select appropriate tool for the
determining which tool to use? audience and purpose.
137
Underlying Competencies by KA Tasks
138
69
Underlying Competencies
139
Business Analysis
Planning and
Monitoring (BAPM) –
Overview
140
70
BAPM E&C RLCM SA RADD SE
Exam Blueprint
CCBA CCBA CBAP CBAP
Knowledge Area
Business Analysis
12% 15 14% 17
Planning and Monitoring
18% 23 15% 18
Management
32% 42 30% 36
Design Definition
N/A N/A N/A N/A
BA Profession*
TOTAL 130 120
exam questions.
141
Business Analysis Planning & Monitoring (BAPM)

Discussion
 What things do you currently plan as a BA?
 How do you go about planning the BA work related to a change

initiative (project)?
142
71
BABOK Knowledge Areas
143
BAPM E&C RLCM SA RADD SA
Business Analysis Planning & Monitoring (BAPM)

Goal
 Organize and coordinate the efforts of the business analysts
and stakeholders
 In this KA you will…
– Plan the business analysis effort
– Manage and monitor the business
analysis work effort
– Identify how to improve the
business analysis work
144
72
BAPM Tasks
3.1 Plan the
Business Analysis
Approach
3.5 Identify
3.2 Plan
Business Analysis
Stakeholder
Performance
Engagement
Improvements
3.4 Plan Business

3.3 Plan Business
Analysis
Analysis
Information
Governance
Management
Mnemonic: ASGIP
Think of planning “AS Getting Improved Performance.”
145
BAPM Overview - Study Table
146
73
BAPM: Things to Note
1. There are no Plans , only “approaches.”
Projects  Changes
2. There are no ; instead, they are called  Change Initiatives
 Initiatives
3. There is no specific estimating task or activity, only an estimation technique.
147
BAPM Themes
Consider the approach Understand Planning is not

Governance a single event
VS.
Understand Distinguish between information

Stakeholders management and communication
148
74
BAPM: Core Concept Model (BACCM)

Analyze need to ensure an appropriate business
Need analysis approach is chosen.
Determine how changes are requested and

Change authorized.
Analyze contexts to ensure an appropriate

Context business analysis approach is chosen.
Set up measures and evaluate if the

Solution performance of the BA work helped achieve a
successful implementation of the solution.
Plan and monitor to ensure activities reflect

Stakeholder various stakeholder needs and characteristics.
Conduct performance analysis throughout the

Value change to ensure stakeholders are getting the
value they expect.
149
BAPM: Stakeholders
Customer
Domain
Supplier
SME
1. Which stakeholders are

missing from this list?
BAPM
Stakeholders 2. Why do you think that is?
Sponsor End User
Project
Regulator
Manager
150
75
BAPM: Key Competencies
Adaptability Listening
BA Tools and Methodology

Technology Knowledge
Organizational
Creative Thinking
Knowledge
Decision Making Systems Thinking
Verbal/Non-Verbal
Learning
Communication
151
BAPM Tasks
Exercise: List the mnemonic and corresponding BAPM tasks
below.
Mnemonic BAPM Tasks

A Plan the Business Analysis Approach
S Plan Stakeholder Engagement
G Plan Business Analysis Governance
Plan Business Analysis Information
I
Management
Identify Business Analysis
P
Performance Improvements.
Tip: Think of planning!
152
76
BAPM
3.1: Plan Business
Analysis Approach
153
3.1: Plan BA Approach (1/14)

Purpose
 Define an appropriate method to conduct business analysis activities.
Approach
An overall “process” for
conducting business analysis
on a given initiative. Includes
activities and techniques to
be performed (and when),
and the outputs to be
produced.
154
77

Overview
3.1: Plan Business Analysis Approach
1. Planning approach
2. Formality and level of detail of BA 3.1
Needs
deliverables Business
3. Business analysis activities Analysis
Approach
4. Timing of business analysis work
5. Complexity and risk
6. Acceptance
 3.2 Stakeholder engagement approach

 3.5 BA performance assessment
Guidelines
 Business policies
and Tools
 Expert judgement
 Methodologies and frameworks
155

Tasks Using Output: Plan BA Approach
3.1 Business
Analysis Approach
 Why might these tasks

BAPM E&C SA
need the business
analysis approach as an
3.2 Plan
input or guideline? Stakeholder
4.1 Prepare for 6.1 Analyze
Elicitation Current State
Engagement
3.3 Plan BA 4.2 Conduct

6.3 Assess Risks
Governance Elicitation
3.4 Plan BA
4.4 Communicate 6.4 Define Change
Information
BA Information Strategy
Management
3.5 Identify BA 4.5 Manage

Performance Stakeholder
Improvements Collaboration
156
78

3.1.4.1: Planning Approach
 Determine the planning approach which is generally on a continuum
between Predictive and Adaptive.
Predictive Adaptive
− Focus: Minimize uncertainty – Focus: Rapid delivery of business
− Solution defined prior to value in short iterations
implementation – Solution defined iteratively
− Maximum control – Minimum control
− Tasks performed in specific – Tasks performed iteratively
project phases
157

Predictive Approach (Waterfall Example)
Business Baseline
Analysis Planning Requirements
Define Analyze Design Build Test Deploy
 Analyze  Elicit, model,

problem document,
 Understand prioritize, and
business and review Manage and Communicate
project requirements Requirements
contexts
158
79

Adaptive Approach (Scrum Example)
Develop and
BA Plan For Manage Detailed
Potentially
Shippable
Product
Develop High-Level Sprint Planning

Requirements Meeting
159

Business Analysis Effort by Approach
160
80

3.1.4.2 Formality and Level of Detail of Deliverables
 Determine how formal and detailed the deliverables need to be.
Predictive Adaptive
Formal Informal
− Uses standard templates for − Uses team interactions and built-in
documentation feedback loops
− Formal documentation − Limited documentation
− Detailed requirements − Requirements initially captured
documentation through high-level user stories
161

3.1.4.2 Formality and Level of Detail of Deliverables (Cont.)
 Factors impacting formality and level of detail
Complexity Compliance Contracts
Geographic
Outsourced
location of High turnover
resources
stakeholders
Inexperienced Formal Permanence of

staff sign-offs documentation
162
81

3.1.4.3 Business Analysis Activities
 Provide a description of types of activities a business analyst will perform
Predictive Adaptive
− Identify activities needed to − BA work is first divided into
produce each deliverable, then iterations with deliverables, then
activities are broken into tasks. associated tasks are identified.
163

3.1.4.4 Timing of Business Analysis Work
 Determine when tasks need to be completed and how to sustain BA work
over the course of the initiative.
Phase
1
Predictive Adaptive
Phase Business analysis Iteration Iteration Iteration Business analysis
1 2
2 work is done in n
work is done
Phase
phases within iterations
3
 Other Elements Impacting Timing

− Availability of resources
− Priority or urgency of the initiative
− Other concurrent initiatives
− Constraints
164
82

3.1.4.5 Complexity and Risk
 Assess factors which can impact the complexity and risk of an initiative.
 Factors Impacting Complexity  Factors Impacting Risk

– Size of change – Business analyst experience
– Number of business areas and – Extent of the business analyst’s

systems used domain knowledge
– Stakeholders’ experience in
– Cultural and geographic
communicating their needs
implications
– Stakeholders’ attitudes about the
– Technological complexities change
– Risks – Stakeholders’ availability
– Imposed methodologies/frameworks/
organizational standards
– Organization’s cultural norms
165

3.1.4.6 Acceptance
 Gain stakeholder understanding and agreement on the business analysis
approach. This can range from a formal sign-off to a verbal agreement.
166
83

Exercise: Predictive vs. Adaptive
1. Predictive refers to an approach which tends to be

more formal.
2. Adaptive refers to an approach that tends to emphasize
communication over formality.
3. This approach is used for rapid delivery of business
value in short iterations. Adaptive
4. This approach is used when the scope is fixed before
implementation begins. Predictive
Refer to 3.1.4.1 in the BABOK or Study Guide as needed.
167
Plan BA Approach
Discussion
 What approaches have you used as a BA?
 How did that approach impact your work?
168
84
BAPM
3.2: Plan Stakeholder
Engagement
169
3.2: Plan Stakeholder Engagement (1/9)

Purpose
 Plan an approach to develop and maintain effective working relationships
with stakeholders throughout the initiative.
170
85

Overview
Needs 3.2: Plan Stakeholder Engagement

3.2
1. Perform stakeholder analysis
Stakeholder
2. Define stakeholder collaboration Engagement
3.1 3. Stakeholder communication needs Approach
Business
Analysis
Approach

Guidelines
 6.1 Current state description
and Tools
 6.4 Change strategy
171

Tasks Using Output: Stakeholder Engagement Approach
3.2 Stakeholder
Engagement Approach
 How might these tasks

BAPM E&C SA
utilize the stakeholder
engagement approach?
3.1 Plan BA 4.1 Prepare for 6.3 Assess
Approach Elicitation Risks
3.3 Plan BA 4.2 Conduct 6.4 Define

Governance Elicitation Change Strategy
3.4 Plan BA 4.4

Information Communicate
Management BA Information
4.5 Manage
Stakeholder
Collaboration
172
86

3.2.4.1 Perform Stakeholder Analysis
 Identify key stakeholders and determine how to best work with them to
ensure the change is successful.
– Roles and responsibilities
Influence
– Authority levels
To be a compelling force
– Level of power and influence on or produce effects from
– Attitudes others. Proactively shift
thinking, actions, and even
emotional states of other
people.
173

3.2.4.1 Perform Stakeholder Analysis (continued)
 Assess stakeholders’ attitudes toward:
– Business goals, objectives, and solution approach
– Business analysis
– Collaboration
– The sponsor
– Other team members
174
87

3.2.4.2 Define Stakeholder Collaboration
Timing
Stakeholder
Frequency
Preference
Comm. Delivery
Venues method
Stakeholder
Location
175

3.2.4.3 Stakeholder Communication Needs
What
Comm.
Timing
tools
Stakeholder
Frequency
location
Stakeholder
Preferences
Delivery
Formality
method
Level of
Audience
detail
176
88

Exercise: Read the questions below and provide a response
based on the information provided earlier in this section.
1. When conducting a stakeholder analysis, what things do we need to

consider?
− Roles − Level of power and influence
− Attitudes
− Authority levels
2. What things might we look at when assessing stakeholder attitudes?
– Business goals, objectives, and solution approach
– Business analysis
– Collaboration
– The sponsor
– Team members

177

Exercise (continued):
3. To be a compelling force on others is called? Influence
4. What stakeholder preferences do we need to consider when planning

for stakeholder collaboration and communication?
− Audience − Timing − Communication

− Frequency − Location venues
− Level of detail − Level of formality − Delivery method
Refer to 3.2.4.2 and 3.2.4.3 in the BABOK or Study Guide as needed.
178
89
BAPM
3.3: Plan Business
Analysis Governance
179
3.3: Plan Business Analysis Governance (1/8)

Purpose
 Determine who has the authority for what and the process of
making key decisions during the business analysis efforts.
Study Tip
Remember, Governance is about
decision-making, not about setting
standards. The Governance Approach is
used to Plan BA Information Management
and for several tasks in the Requirements
Life Cycle Management KA.
180
90

Overview
3.1
Business
Analysis
3.3: Plan Business Analysis Governance
Approach 1. Decision making 3.3
2. Change control process Governance
3.2 3. Plan prioritization approach Approach
Stakeholder 4. Plan for approvals
Engagement
Approach

Guidelines  6.1 Current state description
and Tools  Business policies
 Legal/regulatory information
181

Tasks Using Output: Governance Approach
3.3 Governance
Approach
 How might these tasks be

BAPM RLCM
involved in using the
governance approach?
3.4 Plan BA
5.3 Prioritize
Information
Requirements
Management
5.4 Assess
Requirements
Changes
5.5 Approve
Requirements
182
91

3.3.4.1 Decision Making
 Identify who will have the  Define escalation paths when
responsibility and authority to teams can’t reach consensus.
review the information and make
decisions about the business  Identify final decision-making
analysis effort. authority.
183

3.3.4.2 Change Control Process
 Define the change control process and determine who can make which
decisions about changes to requirements and designs.
 Process for requesting changes
– Elements of a request (cost and time estimates, sizing, benefits, risks, priority,
alternatives, recommendations)
– How change requests will be prioritized?
– How change requests will be documented?
– How change requests will be communicated?
– Who will perform impact analysis?
– Who will authorize changes?
184
92

3.3.4.3 Plan Prioritization Approach
 Determine the prioritization approach and understand the factors
affecting priorities.
Formality
• Influenced by the approach/methodology.
Process
• Determine which prioritization process to follow and who will be involved.
Technique
• Determine which prioritization technique to use.
Criteria
• Influenced by cost, risk, value.
185

3.3.4.4 Plan for Approvals
 Create an approval process to help ensure requirements and designs are
accurate, adequate, and have enough detail to allow continual progress.
 Considerations
– Timing and frequency of approvals
– Risk of foregoing or delaying the approval
– Stakeholder availability
– Stakeholder attitudes
– Stakeholder’s willingness to participate
– Organizational culture
– The industry
186
93

Exercise: Read the questions below and provide a response
1. What are the 4 elements to consider when planning for BA governance?

– Decision Making
– Change Control Process
– Plan Prioritization Approach
– Plan for Approvals
2. Governance is about decision making.
3. What is the benefit of having an approval process?
– Ensures requirements and designs are accurate, adequate, and have enough
detail to allow continual progress.
Refer to 3.3.4.1 and 3.3.4.4 in the BABOK or Study Guide as needed.

187
BAPM
3.4: Plan Business
Analysis Information
Management
188
94
3.4: Plan BA Information Management (1/10)

Purpose
 Plan the approach to be taken to organize, store, and access business
analysis information.
189

Overview
3.1
Business
Analysis
Approach 3.4: Plan Business Analysis Information
Management
3.2 1. Organization of BA information 3.4
Stakeholder 2. Level of abstraction Information
Engagement 3. Plan traceability approach Management
Approach 4. Plan for requirements reuse Approach
5. Storage and access
6. Requirements attributes
3.3
Governance
Approach

Guidelines  Business policies
and Tools  Information management tools
190
95

Tasks Using Output: Information Management Approach
3.4 Information
Management
Approach

use the information E&C RLCM RADD
management
approach?
7.4 Define
4.4 Communicate 5.1 Trace
Requirements
BA Information Requirements
Architecture
5.2 Maintain
Requirements
191

Elements
 3.4.4.1 Organization of BA  3.4.4.2 Level of Abstraction

Information
− Define the depth and breadth of
− Determine access and the the information being provided
organization of BA information
192
96

3.4.4.3 Plan Traceability Approach
 Define whether and how to trace requirements and designs.
 Considerations
– Complexity of the domain
– Number of views of the requirements produced
– Requirement-related risks and regulations
– Costs and benefits of tracing
– Organizational standards Traceability
A way to track requirements
and designs from the
original need through the
actual implemented
solution.
193

3.4.4.3 Plan Traceability Approach (continued)
Traceability Example
Objective Design Test Case
Requirement Source
References References References
1.0 Change Order System Sponsor BO1, PO2 TD1
Interview
1.1 Replace daily inventory updates Sponsor BO2.3, 3.1 TD1.1 TC1
w/immediate stock level updates Interview
2.0 Change Customer System RW1 BO2 TD2 TC2
2.1 Integrate with Order RW1 BO2 TD2.1 TC3
2.1.1 Add age/gender information RW1 PO1.1 TD2.2 TC4
194
97

3.4.4.4 Plan for Requirements Reuse
 Define a process for requirements reuse
 Considerations
– Regulatory Legal and/or contractual
The storage should be
– Quality centralized and available to
– Service level agreements stakeholders for as long as
needed.
– Business rules
– Those related to enterprise-wide products
– Those describing common features or services
– Storage (repository)
195

3.4.4.5 Storage and Access
 Determine how to store all business analysis information
 Considerations
– How information will be captured
– Notations to be used
– Organization of information
– Who needs to access the information
– Frequency of access
– Organizational standards
– Availability and use of tools
196
98

3.4.4.6 Requirement Attributes
 Determine requirement attributes needing to be captured, stored, and
maintained.
C.A.R.A.’S. S.O.U.P.S.
Complexity Indicates how difficult or costly a Status Current status of requirement.
requirement will be to implement.
Ownership Individual or group who will be
Absolute A unique identifier for the responsible for the requirement
Reference requirement. after it is implemented.
Risks Potential events which could Urgency Specifies when the requirement
impact the requirement. is needed.
Author Go-to person if there are future Priority Relative importance or value, as
questions about the requirement. well as the sequence of
implementing it.
Source Origin of the requirement. Stability Indicates how mature the
requirement is.
Attributes
Provides useful information about requirements and help the ongoing
management of the requirements throughout the change.
197

Exercise: Read the question below and provide a response
1. What are the six things (elements) you should consider when managing
BA information?
– Organization of Business Analysis Information
– Level of Abstraction
– Traceability Approach
– Requirements Reuse
– Storage and Access
– Requirements Attributes
198
99
BAPM
3.5: Identify Business
Analysis Performance
Improvements
199
3.5: Identify BA Performance Improvements (1/7)

Purpose
 Assess how well the business analysis effort is going and to identify
areas for improvement.
 Performance analysis should

occur throughout the business
analysis work.
 Identified performance
improvements become guidelines
for the next time the task is
performed.
200
100

Overview
Performance 3.5: Identify Business Analysis

Objectives Performance Improvements
(external)
1. Performance analysis 3.5
2. Assessment measures BA
Performance
3. Analyze results
3.1 Assessment
4. Recommend actions for improvement
Business
Analysis
Approach
Guidelines
 Organizational performance standards
and Tools
201

Tasks Using Output: BA Performance Assessment
3.5 BA
Performance
Assessment
 Why might the BA Performance

BAPM E&C
Assessment be …
– a guideline to the other four 3.1 Plan 4.5 Manage
BAPM tasks? Business Analysis Stakeholder
Approach Collaboration
– an input into Managing
3.2 Plan
Stakeholder Collaboration? Stakeholder
Engagement
3.3 Plan BA
Governance
3.4 Plan BA Info.

Management
202
101

Elements
 Recommend  Determine what comprises
preventive, corrective, effective BA work.
and/or improvement  Report BA
actions. performance,
3.5.4.4 tailoring reports
3.5.4.1 to audience.
Recommend
Performance
Actions for
Analysis
Improvement
3.5.4.2
3.5.4.3 Analyze
Assessment
Results
Measures
 Compare business  Select measures

analysis work against to identify problem
the established measures. areas and opportunities
for improvement.
203

3.5.4.2 Assessment Measures
Example Measures Assessment
Timeliness Were the dates specified in the business analysis approach met?
Accuracy and Were the work products correct and relevant when delivered?
completeness of How satisfied were the stakeholders?
business analysis How frequently were changes made to gain stakeholder
work products acceptance?
How well did the skills and experience of the business analyst
Knowledge
match what was needed to perform the tasks?
Were the work products easy to use without much explanation?
Effectiveness (If they required extensive explanations, they were probably not
effective.)
Organizational Were there adequate resources provided and available to
support perform the business analysis work?
Significance Was the solution cost-justified and was the benefit achieved?
Were the business objectives met, problems solved, and
Strategic
improvements achieved?
204
102

3.5.4.4 Recommend Actions for Improvement
 Improvement Action  Preventive Action

− A change made to increase the − A proactive change made to
probability/impact of events which reduce the probability of an event
would have a positive effect on an which would have a negative
initiative, solution, or organization. impact on the initiative, solution,
or organization.
 Corrective Action
Can you give a
− A change taken to reduce the few examples of
negative impact of an event on the each type of
initiative, solution, or organization. action?
205

Exercise: Determine what types of action were taken in the
following scenarios.
1. Too many review cycles were occurring while mapping a

business process, so you hold a workshop to refine the
process model. Corrective action
2. You decide to gain consensus of the current state before
beginning any future state process modeling to ensure
everyone is on the same page. Preventive action
3. You thought of some improvements around the way
processes are modeled, so you recommend implementing
those ideas right away to ensure everyone get the benefits
of the change immediately. Improvement action
206
103
BAPM Review
Exercise: Determine what task best matches the task purpose
listed below.
1. Plan an approach on how to develop and maintain Plan Stakeholder
effective working relationships with stakeholders Engagement
throughout the initiative.
2. Plan an approach to organize, store, and access Plan BA Information
business analysis information. Management
3. Define an appropriate method to conduct business

analysis activities. Plan the BA Approach
4. Determine who has the authority for what decisions

and the process for making key decisions during
business analysis efforts. Plan BA Governance
5. Assess how well the business analysis effort is Identify BA
going and identify areas for improvement. Performance
Improvements
207
Business Analysis Planning and Monitoring

208
104
BAPM – Techniques
209
BAPM Techniques
 10.5 Brainstorming  10.31 Observation
 10.7 Business Case 
 10.32 Organizational Modeling
 10.9 Business Rules Analysis  10.34 Process Analysis
 10.18 Document Analysis  10.35 Process Modeling

 10.19 Estimation  10.37 Reviews
 10.20 Financial Analysis  10.38 Risk Analysis and
Management

 10.22 Functional Decomposition
 10.40 Root Cause Analysis
 10.25 Interviews
 10.41 Scope Modeling

 10.26 Item Tracking

 10.43 Stakeholder List, Map

 10.27 Lessons Learned or Personas

 10.28 Metrics and KPIs  10.45 Survey/Questionnaire
 10.29 Mind Mapping  10.50 Workshops
Note: The techniques “checked” are covered in this section.
Study Tip: Know how each technique is used in various KAs/tasks (refer to study tables).
210
105
10.19 Estimation (1/7)

KA Usage: BAPM, EC, RLCM, SA, RADD
 Technique used to forecast the time and cost of pursuing a particular
course of action.
 Elements
– Methods used to estimate
– Accuracy of the estimate
– Information sources (considers past experience)
− Analogous situation (Similar situations)
− Enterprise history
− Expert judgement
– Precision and reliability of estimates

– Contributors to estimates
211

Top Down and Bottom Up
Top Down Task 1 80 hours
Task 2 15 hours
Fast and Easy Task 3 30 hours
Low Accuracy Estimate 125 hours
 Compares like things to get an estimate.
 Reviews components at a high level and
estimates based on past experience.
Bottom Up
 Example
− Project X is similar to project A. Most time consuming
Most accurate
− Project A took 150 hours of BA work.
− Therefore, Project X will take 150 hours.  Detailed estimates for each
individual work effort added up
*A complexity factor may be used into an overall estimate.
with this estimating technique.
212
106

Parametric and Rough Order of Magnitude
Parametric Rough Order of Magnitude (ROM)
 Uses a calibrated parametric model  A high-level estimate based on
to arrive at an estimate. limited information.
 Values should be calibrated based on  Has a very wide confidence level.
organizational history to reflect skills
and abilities of staff.  Example
– Based on what little we currently know
 Example the business analysis effort will take
– On average, it takes 10 hours to elicit 400 hours.
and document requirements for each
report.
– We have 10 reports, so it will take 100

hours to elicit and document all
requirements for the 10 reports.
*A complexity factor may be used with this
estimating technique.
213

Rolling Wave
 Progressive refinements of estimates.
 The upcoming phase is estimated with more accuracy as more is
known; future phases are ROM estimates where less is known.
Wave 1 Moving Window
Detailed
High-level Estimate:
S Estimate:
2700 F
675
Detailed
Actual: High-level Estimate:
S 740
Estimate:
1900 F
780
S = Project Start
Actual: Actual:
Detailed
High-level Estimate: F = Project Finish
S 740 725
Estimate:
750 F
1350
Actual: Actual: Actual: Detailed Estimate:

S 740 725 1340 745 F
214
107

Delphi
 Uses expert judgment and history by privately querying experts for their
opinions and sharing those estimates with the other experts.
 The process is repeated, and estimates are continually revised until
group consensus is reached for the final estimate.
Consensus
215

PERT
 A weighted average that uses 3 estimating values
− Optimistic value = best case scenario
− Pessimistic value = worst case scenario
− Most likely value = most likely scenario
(Optimistic + Pessimistic + (4 *Most likely)) / 6
 Example: (125 + 430 + (4 x 350)) / 6 = 326 hours

 Inputs:
− Optimistic Estimate: 125 hours
− Pessimistic Estimate: 430 hours
− Most Likely Estimate: 350 hours
216
108

Knowledge
Task How Used
Area
BAPM 3.1 Plan BA Approach To determine how long it may take to perform
business analysis activities.
E&C 4.1 Prepare for Elicitation To estimate the time and effort required for the
elicitation and the associated cost.
RLCM 5.3 Prioritize Requirements To produce estimates for the basis of

prioritization.
5.4 Assess Requirements To determine the size of the change.

Changes
SA 6.4 Define Change To determine timelines for activities within the

Strategy change strategy.
RADD 7.6 Analyze Potential To forecast the costs and efforts of meeting the
Value and Recommend requirements as a step toward estimating their
Solution value.
217
Estimation
Exercise: Match the terms to the descriptions below.
A. Top down C 1. Use of calibrated numeric model to arrive
at an estimate.
B. Bottom-up G 2. A weighted average using 3 estimating
C. Parametric values.
E 3. Progressive refinements of estimates as
D. Rough order of new project phases or iterations begin.
magnitude F 4. Uses expert judgment and history by
E. Rolling wave privately querying experts for their
opinions and sharing those estimates with
F. Delphi the other experts.
A 5. Review components at a high level and
G. PERT
estimating based on past experience.
B 6. The most accurate estimate, but most
time consuming.
D 7. A high-level estimate based on limited
information.
218
109
Estimation
Exercise
 Answer the CBAP-CCBA Prep Estimating Review

Questions found in your handouts.
 Instructor will review the answers.
219
10.22 Functional Decomposition (1/2)

KA Usage: BAPM, RLCM, SA, RADD
 Breaks down complex, larger components into smaller sub-components
to facilitate analysis, scaling, tracking, and measuring the work effort.
Deliverable 1.0:
Data Capture
1.1 Sales and 1.2 Expense 1.3 Matching

Invoicing Tracking and Exceptions
1.1.1 Data
1.1.2 Manual 1.2.1 Data 1.2.2 Exception 1.2.3 Coding
Feeds from
Entry Feeds from GL Expenses Expenses
Billing
Task 1a Activity 1c Task 1d Activity 1g Task 1h Activity 1j
Task 1e Task 1i Task 1k

Task 1b
Task 1f
220
110
10.22 Functional Decomposition (2/2)

Knowledge
Task How Used
Area
BAPM 3.1 Plan BA Approach To break down complex business analysis processes or
approaches into more feasible components.
RLCM 5.1 Trace Requirements To break down solution scope into smaller components for
allocations and trace high-level concepts to low-level
concepts.
5.2 Maintain Requirements To identify requirements associated with the components
and available for reuse.
SA 6.1 Analyze Current State To break down complex systems or relationships in the
current state.
6.2 Define Future State To break down complex systems within the future state for
better understanding.
6.4 Define Change Strategy To break down the components of the solution into parts
when developing a change strategy.
RADD 7.1 Specify and Model To model requirements in order to identify constituent parts
Requirements of an overall complex business function.
7.4 Define Requirements To break down an organizational unit, product scope, or

Architecture other elements into its component parts.
221
10.26 Item Tracking (1/2)

KA Usage: BAPM, RLCM, SA, RADD, SE
 Used to capture and assign responsibilities for the resolution of issues or
stakeholder concerns which may impact the solution.
 Ensures all concerns and issues are assessed, classified, tracked,
assigned to one or more stakeholders, and resolved in a timely manner.
Items Tracked
 Issues  Dependencies
 Actions  Defects
 Assumptions  Enhancements
 Constraints  Other concerns
222
111
10.26 Item Tracking (2/2)

Knowledge Area Task How Used
BAPM 3.1 Plan Business Analysis To track any issues or risk-related items raised during planning
Approach activities with stakeholders.
3.3 Plan Business Analysis To track any issues arising when planning a governance
Governance approach.
3.4 Plan Business Analysis To track issues with current information management processes.
Information Management
3.5 Identify BA Performance To track issues that occur during the performance of business
Improvements analysis for later resolution.
RLCM 5.3 Prioritize Requirements To track issues raised by stakeholders during prioritization.
5.4 Assess Requirements To track any issues or conflicts discovered during impact
Changes analysis.
5.5 Approve Requirements To track issues identified during the agreement process.
SA 6.1 Analyze Current State To track and manage issues discovered about the current state.
RADD 7.2 Verify Requirements To ensure any problems or issues identified during verification
are managed and resolved.
7.3 Validate Requirements To ensure any problems or issues identified during validation are
managed and resolved.
SE 8.3 Assess Solution Limitations To record and manage stakeholder issues related to why the
solution is not meeting the potential value.
8.4 Assess Enterprise Limitations To ensure issues are not neglected or lost and issues identified
by assessment are resolved.
223
10.27 Lessons Learned (1/2)

KA Usage: BAPM, EC, SA, RADD, SE
 Discuss and document successes, opportunities for improvement, failures,
and recommendations for improving future project performance.
Lessons Learned
Things which went well and
that could be improved on
projects or project phases to
improve future performance.
What things might
be reviewed in a
Lessons Learned
session?
224
112
10.27 Lessons Learned (2/2)

Knowledge
Task How Used
Area
BAPM 3.1 Plan Business Analysis To identify an enterprise’s previous experience (both successes and
Approach challenges) with planning the business analysis approach.
3.2 Plan Stakeholder To identify an enterprise’s previous experience (both successes and
Engagement challenges) with planning stakeholder engagement.
3.3 Plan Business Analysis To find if past initiatives have identified valuable experiences with
Governance governance that can be leveraged on current or future initiatives.
3.4 Plan Business Analysis To create a source of information for analyzing approaches for efficiently
Information Management managing business analysis information.
3.5 Identify Business Analysis To identify recommended changes to business analysis processes,
Performance Improvements deliverables, templates, and other organizational process assets.
E&C 4.5 Manage Stakeholder To understand stakeholders’ satisfaction or dissatisfaction and offer them
Collaboration an opportunity to help improve the working relationships.
SA 6.1 Analyze Current State To enable the assessment of failures and opportunities of the current
state, which may drive a business need for process improvement.
6.2 Define Future State To determine which opportunities for improvement will be addressed and
how the current state can be improved upon.
6.3 Assess Risks To provide a foundation of past issues that might be risks.
6.4 Define Change Strategy To understand what went wrong in past changes in order to improve this
change strategy.
RADD 7.5 Define Design Options To help identify improvement opportunities.
SE 8.3 Assess Solution Limitations To determine what can be learned from the inception, definition, and
construction of the solution that impacted its ability to deliver value.
8.4 Assess Enterprise Limitations To analyze previous initiatives and enterprise interactions with solutions.
225
10.28 Metrics and KPIs (1/2)

KA Usage: BAPM, SA, RADD, SE
 Measures the performance of the solution, solution components, or any
other facets of interest to the stakeholders.
 Metric: A quantifiable level of

an “indicator” which is a specific
numerical measurement which
reflects the degree of progress
toward some type of
achievement.
 Key Performance Indicator:
Measures progress toward a
strategic goal or objective.
226
113
10.28 Metrics and KPIs (2/2)

Knowledge
Task How Used
Area
BAPM 3.5 Identify Business Determine the metrics appropriate for assessing business
Analysis Performance analysis performance and how they may be tracked.
Improvements
SA 6.1 Analyze Current State To assess the performance of the current state of an
enterprise.
6.2 Define Future State Determine when the organization has achieved its business
objectives.
RADD 7.2 Verify Requirements Identify how to evaluate the quality of the requirements.
7.3 Validate Requirements To select appropriate performance measures for a solution,

solution component, or requirement.
7.6 Analyze Potential Value To create and evaluate the measurements used in defining
and Recommend Solution value.
SE 8.1 Measure Solution To measure solution performance.

Performance
8.2 Analyze Performance To analyze solution performance, especially when judging
Measures how well a solution contributes to achieving goals.
227
10.32 Organizational Modeling (1/5)

 Used to define roles, responsibilities, and reporting relationships in an
enterprise, and helps align those structures with the goals of the enterprise.
President
Product A Product B Product C Product D Administration &

Division Division Division Division Finance Division
Research & Research & Research & Research & Human

Development Development Development Development Resources
Manufacturing Manufacturing Manufacturing Manufacturing Procurement
Accounting/ Accounting/ Accounting/ Accounting/ Accounting/

Finance Finance Finance Finance Finance
PR/
Marketing Marketing Marketing Marketing
Communications
Customer Customer Customer Customer

Training/ Safety
Service Service Service Service
Legal
228
114

Functionally-Oriented Model
General
Manager
Human
Finance
Resources
Research & Product

Operations
Development Marketing
229

Market-Oriented Model
Owner -
President
Region 1 Region 2
Marketing Operations Finance Marketing Operations Finance
230
115

Matrix Model
General
Manager
Functional Functional Functional Functional

Div. Manager Div. Manager Div. Manager Div. Manager
Project
Manager
Project
Manager
Project
Manager
Project
Manager
231

Knowledge
Task How Used
Area
BAPM 3.2 Plan Stakeholder To determine if the organizational units or people listed have
Engagement any unique needs and interests that should be considered.
3.3 Plan Business Analysis To understand roles/responsibilities within an organization
Governance to define a governance approach involving stakeholders.
SA 6.1 Analyze Current State To describe the roles, responsibilities, and reporting
structures that exist within the current state organization.
6.2 Define Future State To describe the roles, responsibilities, and reporting
structures that would exist within the future state
organization.
6.4 Define Change Strategy To describe the roles, responsibilities, and reporting
structures that are necessary during the change and are
part of the solution scope.
RADD 7.1 Specify and Model To allow business analysts to model the roles,
Requirements responsibilities, and communications within an organization.
7.4 Define Requirements To understand the various organizational units,
Architecture stakeholders, and their relationships which might help
define relevant viewpoints.
SE 8.4 Assess Enterprise To ensure the identification of any required changes to the
Limitations organizational structure that may have to be addressed.
8.5 Recommend Actions to To demonstrate potential change within the organization’s
Increase Solution Value structure.
232
116
10.43 Stakeholder List, Map or Personas (1/6)

KA Usage: BAPM, EC, RADD
 Identifies the stakeholders who may be impacted by the proposed
initiative.
 Analyzes their characteristics to ensure business analysis plans and
decisions made regarding stakeholder engagement, collaboration, and
communication plans are aligned with the needs and preferences of the
identified stakeholders.
 Stakeholder List
– A list of stakeholders
– Methods: Brainstorming and interviewing
– Helps ensure no requirements will be missed because a stakeholder
or stakeholder group has been overlooked
233

Stakeholder Map: Stakeholder Matrix
 Reflects the stakeholder’s level of influence relative to the impact of the
change initiative on the stakeholder.
High
Work closely with
Ensure stakeholder
stakeholders to ensure
remains satisfied.
they agree with and
Engage and consult
support the change.
with them.
Keep them engaged.
Influence of
Stakeholder
Monitor to ensure Engage group for their

stakeholder interests or input and show interest
influence do not change. to their needs. Keep
Keep informed. informed
Low
Low Impact on Stakeholder High

234
117

Stakeholder Map: Onion Diagram
 Identifies how involved stakeholders are in the solution by depicting stakeholders
who will directly interact with the solution, which stakeholders are part of the larger
organization, and which stakeholders are outside of the organization.
Impacted External Stakeholders: Vendors,

Partners, Customers, etc. who are external to
the enterprise.
Organization or Enterprise Stakeholders:
SMEs, Sponsors, Execs, etc. who interact with
affected group within the enterprise.
Impacted Organization Unit: End Users whose

work changes when the solution is delivered.
Solution Delivery: Project Team and those

directly involved in creating the solution.
235
10.43 Stakeholder List, Map, or Personas (4/6)

Responsibility Matrix (RACI)
Task R A C I KEY
Project Sponsor Subject Matter Team,
Plan Project Manager Experts (SMEs) Stakeholders R: Responsible
Business Project SMEs Sponsor, A: Accountable
Plan
Requirements
Analyst Manager Quality C: Consult with
Assurance
Business Business SMEs, End- Project
I: Inform
Analyze Analyst Analyst Users, Manager
Requirements Developers
Quality Project Business Analyst, Sponsor, Team
Test Product Assurance Manager Developers
Task Plan Plan Analyze Test

Project Requirements Requirements Product
Role
Executive Sponsor A I C I
Project Manager R A A A
Business Analyst I R R C
SMEs/End Users C C C C, I
Developers I C, I C, I
Quality Assurance I I C, I R
236
118

Personas
 Defines a fictional character or archetype to exemplify the way a typical user may
interact with the product or solution.
Old Salt (Role: Boat Charterer)

Old Salt is a 61-year-old experienced
U.S. sailor who likes to charter sailboats
for vacations around the world. He is
very picky about the boats he charters,
and wants to be able to see the boat, the
equipment onboard, and what condition
the boat is in. He is an experienced
computer user, and spends hours
browsing the web for information about
sailboats and sailing destinations.
237

Knowledge
Task How Used
Area
BAPM 3.2 Plan Stakeholder To depict the relationship of stakeholders to the solution and
Engagement to one another.
E&C 4.1 Prepare for Elicitation To determine who should be consulted while preparing for
the elicitation, who should participate in the event, and the
appropriate roles for each stakeholder.
4.5 Manage Stakeholder To determine who is available to participate in the business
Collaboration analysis work, show the informal relationships between
stakeholders, and understand which stakeholders should be
consulted about different kinds of business analysis
information.
RADD 7.1 Specify and Model To identify the stakeholders and their characteristics.
Requirements
238
119
BAPM Techniques
A. Estimation D 1. Document successes, opportunities for
improvement, failures, and recommendations for
B. Functional improving future project performance.
Decomposition G 2. Identifies the stakeholders who may be impacted
C. Item Tracking by the proposed initiative and analyzes their
characteristics.
D. Lessons Learned A 3. Used to forecast the time and cost of pursuing a
E. Metrics and KPIs particular course of action.
E 4. Measures the performance of the solution,
F. Organizational
Modeling solution components, or other facets of interest
to stakeholders.
G. Stakeholder List, C 5. Used to capture and assign responsibilities for
Map, or Personas the resolution of issues or concerns impacting
the solution.
F 6. Used to define roles, responsibilities, and
reporting relationships in an enterprise.
B 7. Breaks down complex, larger components into
smaller subcomponents.
239
Key Terms, Underlying Comp., and BAPM Review

Assignment: Complete Daily Exam 1
240
120
Chalk Talks (1/3)
 Assignment: Prepare a Chalk Talk presentation for the last
day of class
We learn by teaching!
Latin Proverb
241
Chalk Talks (2/3)

 What is it: A chalk talk is the participant’s opportunity to
present their learning to other participants.
 Premise: If you want to learn something - teach it.
 Instructions:
– Select a KA, concept, technique, task, whatever you find most
challenging or interesting.
– Prepare an 8-10-minute presentation or game for other students to
work on while they are studying.
– Presentations, test questions, games, etc. with answers should be
emailed to the instructor before the last day of class and are
presented on the last day.
 Note: Instructor will email the chalk talks to all the students
in the class for use during studying for the exam after they
have been presented.
242
121
Chalk Talk (3/3)
 Ideas  Note
– Write test questions – Items like crossword puzzles
or complex presentations may
– Make a crossword puzzle or
be reviewed at a high level for
other puzzle
(puzzlemaker.com) students to access later when
they are studying for the exam
– Matching exercise as extra study materials.
– Family feud, jeopardy, heads
up, bingo, etc.
– Share study tips
– Create a short presentation
– Anything else that would
provide learning to the
participant and the group.
243
Elicitation and
Collaboration (E&C) –
Overview
244
122
Exam Blueprint
CCBA CCBA CBAP CBAP
Knowledge Area
12% 15 14% 17
and Monitoring
Elicitation and
20% 26 12% 14
Collaboration
18% 23 15% 18
Management
32% 42 30% 36
Design Definition
N/A N/A N/A N/A
BA Profession*
TOTAL 130 120
exam questions.
245

Discussion
 What types of information does a BA have to elicit?
 What elicitation techniques have you either used yourself or

have seen others use?
246
123
247
Elicitation and Collaboration (E&C)

Goals
 Obtain information from stakeholders and confirm the results.
 Collaborate with stakeholders to achieve a desirable solution together.
 In this KA you will:

Collaboration
− Prepare for, conduct, and
Working together with confirm elicitation results
stakeholders to achieve
a mutual goal. − Communicate business analysis
information
Elicitation
− Manage stakeholder
To “call forth or draw
collaboration
out” requirements from
and with stakeholders.
248
124
E&C: Tasks
Mnemonic: PC4
4.1 Prepare for A mnemonic hint is
Elicitation to think of elicitation
as needing to be
“politically correct”
(PC).
4.3 Confirm
4.2 Conduct
Elicitation
Elicitation
Results
4.4 Communicate Business Analysis Information

4.5 Manage Stakeholder Collaboration
249
E&C Overview – Study Table
250
125
E&C: Things to Note
1. Elicitation is an ongoing activity.
2. There is NO explicit task to

document elicitation results. 3. Elicitation can be formal or informal;
planned or ad hoc.
vs.
4. Elicitation is not an …it is often done

isolated activity… while performing
other tasks.
251
E&C: Themes
Be adaptable Understand and

and flexible collaborate with
stakeholders
The right stuff at

the right time…
Use flexible, frequent, BA as a guide…

and bi-directional
communication
252
126
E&C: Core Concept Model
Elicit, confirm, and communicate needs

Need iteratively and incrementally.
Identify the change and stakeholder concerns

Change about it to help determine the types of elicitation
and collaboration
Use various elicitation techniques to identify the

Context context of the change.
Elicit, confirm, and communicate characteristics

Solution of proposed solutions.
Involve stakeholders and manage the

Stakeholder collaboration with them.
Assess the value of the information gathered

Value through elicitation, and then confirm that value.
253
E&C: Stakeholders
All or Any
Stakeholder
Tester Customer 1. How would each of

these stakeholders
be involved in the
various elicitation
E&C Domain
tasks?
Sponsor
Stakeholders SME
2. Which stakeholders
are missing from
this list?
Project
End User 3. Why do you think
Manager
that is?
Implement-
ation SME
254
127
E&C: Key Competencies
Adaptability Negotiation and Conflict

Resolution
Conceptual Thinking Organization and
Time Management
Decision Making
Teaching
Facilitation
Teamwork
Leadership and
Influencing
Verbal/Non-Verbal
Learning Communication
Listening Written Communication
255
E&C: Tasks
Exercise: List the mnemonic and corresponding E&C tasks.
Mnemonic E&C Tasks

P Prepare for Elicitation
C Conduct Elicitation
C Confirm Elicitation Results

Communicate Business Analysis
C
Information
C Manage Stakeholder Collaboration
Tip: Think of being “politically correct” (PC)!
256
128
E&C
4.1: Prepare for
Elicitation
257
4.1: Prepare for Elicitation (1/12)

Purpose
 Understand the scope of the elicitation activity
 Select appropriate techniques
 Plan for (or procure) appropriate supporting materials and resources
258
129

Overview
4.1: Prepare for Elicitation

Needs
1. Understand scope of elicitation
4.1
2. Select elicitation technique(s)
Elicitation
3. Set up logistics Activity Plan
3.2 4. Secure supporting material
Stakeholder 5. Prepare stakeholders
Engagement
Approach
 3.1 Business analysis approach

Guidelines  6.2 Business objectives
and Tools  6.2 Potential value
 Existing business analysis information
259

Tasks Using Output: Elicitation Activity Plan
4.1 Elicitation
Activity Plan
 Why might these tasks need

the elicitation activity plan as E&C
an input or guideline?
4.2 Conduct
Elicitation
4.3 Confirm
Elicitation Results
260
130

4.1.4.1 Understand Scope of Elicitation
 Define session scope: What is covered in the session and what is not.
Considerations
Business Solution Stakeholders Approach
 Business  Approach  Stakeholder  Other

domain  Scope locations elicitation
 Corporate  Stakeholders activities
culture involved planned
 Environment  Stakeholder  Expected
 Strategy group outputs
dynamics  Inputs (BA
 Skills of Information)
business
analyst
261

4.1.4.2 Select Elicitation Technique(s)
 Select techniques appropriate to the needs of the session and the needs
of the audience.
Considerations
 Cost and time constraints
 Type of resources available
 Culture
 Desired outcomes
 Stakeholder needs, availability, and location
 Techniques used in similar projects
 Techniques suited to the situation
 Work needed to prepare, conduct, and
complete each technique
262
131

4.1.4.2 Select Elicitation Technique(s)
 Select elicitation techniques appropriate to the needs and audience.
 Sometime multiple techniques will be needed.
− Brainstorming − Interview/One-on-one
− Collaborative Games − Mind Mapping
− Data Mining − Observation/shadowing
− Document analysis − Prototyping
− Focus groups − Survey/questionnaire
− Interface analysis − Workshops (facilitated workshops/
JADs)
263

4.1.4.3 Set up Logistics
 Determine and set up logistical needs for the session.
Session Goals Participants: their role,

and communication
channels and
preferred
language
Resources:
supplies, tools, etc. Session Location
264
132

4.1.4.4 Secure Supporting Material
 Obtain any supporting information which will help during elicitation.
 Examples
– People, systems, historical data, and materials
– Documents: current system documents, business rules, organizational
polices, regulations, and contracts
– Analysis outputs from work to-date: process models, data models, use
cases, list of requirements previously captured, etc.
– Others?
265

4.4.4.5 Prepare Stakeholders
 Educate stakeholders on elicitation techniques, along with their roles
and responsibilities during the session.
 Educate them on the elicitation

techniques used in the session.
 Share what you expect of the
stakeholder – their responsibilities.
 Communicate the WIIFM (“what’s in it
for me”) benefit to stakeholders to
promote buy-in.
266
133

Exercise: Answer the questions based on the information in
this section.
1. What are some things to consider, in order to understand the scope of
the elicitation?
– Business domain
– Culture and environment
– Stakeholders involved and their locations
– Other sources of BA information needed
– Desired outputs from the elicitation
– Solution approach or strategy
– Skills of the BA
Review 4.1.4.1 of the BABOK or Study Guide as needed.
267

Exercise (continued)
2. What factors must a BA consider when choosing a technique?
– Cost and time constraints
– Type of sources available to elicit information from
– Culture
– Desired outcomes
– Stakeholder needs, availability & location
– Techniques used in similar projects
– Techniques suited to the situation
– Work needed to prepare, conduct and complete each technique
Review 4.1.4.2 of the BABOK or Study Guide as needed.
268
134

Exercise (continued)
3. What logistical needs must be considered when preparing for elicitation?
– Participants: their roles, communication channels and languages
– Resources: supplies, tools, etc.
– Goals and agenda
– Session location
4. What materials might you use to support your elicitation efforts?

– Historical data
– Documentation
– Analysis outputs from work to-date
Review 4.1.4.3 and 4.1.4.4 of the BABOK or Study Guide as needed.
269
E&C
4.2: Conduct Elicitation
270
135
4.2: Conduct Elicitation (1/8)

Purpose
 “To draw out, explore, and identify information relevant to the change.”
271

Overview
4.2: Conduct Elicitation
1. Guide elicitation activity

4.1 4.2 Elicitation
2. Capture elicitation outcomes
Elicitation Results
Activity Plan (unconfirmed)

Guidelines  3.2 Stakeholder engagement approach
and Tools  Existing business analysis information
 Supporting materials
272
136

Tasks Using Output: Elicitation Results (unconfirmed)
4.2 Elicitation
Results
(unconfirmed)
 Why are elicitation results

E&C RADD
called “unconfirmed” at this
point?
4.3 Confirm 7.1 Specify and
 What task produces elicitation Elicitation Results Model
Requirements
results (unconfirmed)?
273

3 Types of Elicitation
Research
Study of information
whose sources are not
known to stakeholders.
May involve some data
analysis.
Collaborative
Relies on expertise, experience,
and judgment of stakeholders.
Experiments
Controlled tests to uncover
information. Used when we
need information that is or
may be unknown by people
What techniques might fulfill
or contained in documents.
each type of elicitation?
274
137

4.2.4.1 Guide Elicitation Activity
 In order to help guide and facilitate the participants towards the expected
outcomes, business analysts should consider the following questions.
8 Essential Questions
− What are the elicitation activity goals and agenda?
− What is the scope of the change?
− What type of outputs will each activity produce?
− What could a given output also support (e.g. a data model may
provide insights into and support a process model)?
− How will a specific output integrate into what is already known?
− Who will provide the information needed?
− Who will use the information produced?
− How will the information be used?
275

4.2.4.2 Capture Elicitation Outcomes
 Capture outcomes to ensure the elicitation results are recorded and
confirmed.
276
138

A. Collaborative C 1. The study of information whose sources

are not known to stakeholders. May
B. Experiments involve some data analysis.
C. Research B 2. Controlled tests to uncover information
that cannot be elicited from people or
documents.
A 3. Relies on expertise, experience, and
judgment of stakeholders.
Review 4.2.2 in the BABOK or Study Guide as needed.
277

Exercise: Provide elicitation examples for each type.
Elicitation Type Example Elicitation Techniques
− Brainstorming
Collaborative − Interviews
− Workshops
− Data mining
Research
− Surveys/questionnaires
− Observation
Experiments − Proofs of concept
− Prototypes
Review 4.2 in the BABOK or Study Guide as needed.
278
139
E&C
4.3: Confirm
Elicitation Results
279
4.3: Confirm Elicitation Results (1/4)

Purpose
 Checks the information elicited from an elicitation activity to verify its
“accuracy and consistency.”
 Identifies any problems of

understanding and solve them quickly.
 Collaborates with stakeholders to
ensure elicitation results were
correctly captured and the
stakeholders agree with the results.
280
140

Overview
4.3: Confirm Elicitation Results
1. Compare elicitation results against 4.3

4.2 Elicitation
source information Elicitation
Results
2. Compare elicitation results against other results
(unconfirmed)
elicitation results. (confirmed)
Guidelines  4.1 Elicitation activity plan

and Tools  Existing business analysis information
281

Tasks Using Output 4.3: Elicitation Results (confirmed)
4.3 Elicitation
Results
(confirmed)
 Why might this output be

called “confirmed?” SA RADD
 What tasks come before the 6.1 Analyze 7.1 Specify and
elicitation results (confirmed) Current State Model
Requirements
output?
6.3 Assess Risks
282
141

Elements
 4.3.4.1 Compare elicitation results against source information
 4.3.4.2 Compare elicitation results
against other elicitation results Elicitation Discrepancies
Variations in elicitation results are
often uncovered when modeling
or documenting requirements.
283
E&C
4.4: Communicate
BA Information
284
142
4.4: Communicate BA Information (1/8)

Discussion
1. What types of things do you think a business analyst might need to
communicate?
2. What challenges do you encounter in communicating with others

(stakeholders)?
285

Planning to Doing
 Remember 3.2. Plan Stakeholder Engagement?
 3.2. Plan Stakeholder  Elicitation and Collaboration

Engagement Tasks
− 3.2.4.1 Perform Stakeholder – 4.5. Manage Stakeholder
Analysis Collaboration
− 3.2.4.2 Define Stakeholder – 4.4. Communicate BA Information
Collaboration
− 3.2.4.3 Stakeholder
Communication Needs
286
143

Purpose
 “To ensure stakeholders have a shared understanding of business
analysis information.”
 Considerations
– Recipients
– Expected outcomes
– Content
– Purpose
– Multiple communication venues
Remember:
communication
is bi-directional!
287

Overview
Business
Analysis
4.4: Communicate BA Information
Information
1. Determine objectives and format of
4.4
communication BA Information
2. Communicate BA package (communicated)
3.2
Stakeholder
Engagement
Approach
 3.1 Business analysis approach Note: There are

Guidelines
and Tools  3.4 Information management approach no tasks using
this output
288
144

4.4.4.1 Determine Objectives and Format of Communication
 Consider the best way to  Considerations
combine and present the − Who is the audience?
materials to convey a cohesive
− What do they need?
and effective message to one or
more stakeholder groups. − What is their preferred
communication style?
 Package Formats − What information to
– Formal Documentation communicate?
− Is the format and associated
– Informal Documentation content appropriate for intended
– Presentations audience?
− Does the package support other
activities?
− Are there regulatory constraints
to adhere to?
289

4.4.4.2 Communicate Business Analysis Package
 Provide stakeholders with an adequate amount of detail about a proposed
or in-progress change to ensure proper understanding.
Common communication platforms
Group Individual Written

Collaboration Collaboration Communication
290
145

Exercise: Answer the following questions
1. What are some presentation considerations for conveying BA
information?
– Who is the audience?
– What will they understand and need?
– What is their preferred communication style?
– What is the important information to communicate?
– Is the package format and associated content appropriate for the intended
audience?
– How well does the package support other activities (vs. being stand-alone)?
– Are there regulatory constraints to which we need to conform?
291

2. What are the 3 types of package formats?
– Formal Documentation
– Informal Documentation
– Presentation
3. What are the 3 types of communication platforms?

– Group Collaboration
– Individual Collaboration
– E-mail or other non-verbal methods
292
146
E&C
4.5: Manage
Stakeholder
Collaboration
293
4.5: Manage Stakeholder Collaboration (1/6)

Purpose
 Achieve a desirable solution together with stakeholders
 Manages the relationships with stakeholders who:
– Provide business analysis inputs.
– Use business analysis services and outputs.
– Participate in business analysis tasks.
What have you done to manage

stakeholder collaboration?
294
147

Overview
3.2
Stakeholder 4.5: Manage Stakeholder Collaboration
Engagement
Approach 1. Gain agreement on commitments
4.5
2. Monitor stakeholder engagement
Stakeholder
3. Collaboration Engagement
3.5 Business
Analysis
Performance
Assessment

 6.2 Business objectives Note: There are
Guidelines
and Tools
 6.3 Future state description no tasks using
 6.3 Risk analysis results this output
 Recommended actions
295

Tips
 Promote positive reactions to reduce the chance and impact of negative
reactions
 Begin managing stakeholder collaboration as soon as stakeholders have
been identified and analyzed
 The bigger the initiative’s impact, the more collaboration management is
needed
 Business analysts need to understand
and continually monitor each
stakeholder’s role, responsibility,
influence, attitude, and authority
296
148

Impacts of Poor Stakeholder Relationships
 Resistance of stakeholders to change.
 Lack of support and participation in the change.
 Stakeholders ignoring or sabotaging us.
 Failure of stakeholders to provide quality information.
 Negative reactions to any changes, setbacks, and obstacles.
 Business analysis information being ignored.
297

Elements
4.5.4.1 Gain Agreement on Commitments

 Identify and agree on time and resource commitments as early in
an initiative as possible.
4.5.4.2 Monitor Stakeholder Engagement

 Monitor the extent to which stakeholders participate in business
analysis activities.
 Ensure stakeholder’s attitudes and interest levels haven’t changed
4.5.4.3 Collaboration
 Manage stakeholder collaboration throughout the change initiative.
298
149

1. Why is managing stakeholder collaboration so critical to the success of
an initiative?
– Without stakeholder support and commitment, the potential negative
impact to the change is huge.
2. When would you start and end stakeholder collaboration management?

– Managing stakeholder collaboration is ongoing. It begins as soon as
stakeholders have been identified and analyzed and continues throughout
the change as people come and go. It ends when the change initiative is
complete.
– Remember a stakeholder's role, responsibility, influence, attitude, and
authority could change over time.
Review 4.5 of the BABOK or Study Guide as needed.
299

300
150
E&C – Techniques
301
E&C Techniques
 10.4 Benchmarking and Market  10.27 Lessons Learned
Analysis
 10.29 Mind Mapping

 10.5 Brainstorming

 10.31 Observation

 10.9 Business Rules Analysis
 10.34 Process Analysis
 10.10 Collaborative Games

 10.35 Process Modeling
 10.11 Concept Modeling
 10.36 Prototyping

 10.14 Data Mining

 10.37 Reviews
 10.15 Data Modeling
 10.38 Risk Analysis and
 10.18 Document Analysis
 Management
 10.19 Estimation  10.43 Stakeholder List, Map or
Personas
 10.21 Focus Groups

 10.45 Survey/Questionnaire

 10.24 Interface Analysis

 10.25 Interviews  10.50 Workshops


302
151
10.5 Brainstorming (1/2)

 Promotes divergent thinking  Prepare
and creative problem – Define area of focus
solving. – Determine time limit
 Uses the creative power of a – Identify facilitator and participants
group to generate many – Establish evaluation criteria
ideas quickly to help solve a  Conduct
problem or resolve an issue. – Share ideas
– Record all ideas
– Build on others’ ideas
– Don’t limit number of ideas
 Wrap-up
– Discuss and evaluate ideas
– Create a condensed list of ideas
– Rate ideas based upon predetermined criteria
– Distribute final list
303
10.5 Brainstorming (2/2)

Knowledge
Task How Used
Area
BAPM 3.1 Plan Business Analysis To identify possible business analysis activities, techniques, risks, and
Approach other relevant items to help build the BA approach.
3.2 Plan Stakeholder To produce the stakeholder list and identify stakeholder roles and
Engagement responsibilities.
3.3 Plan Business Analysis To generate an initial list of potential stakeholder names who may need
Governance approval roles.
3.4 Plan Business Analysis To help stakeholders uncover their business analysis information
Information Management management needs.
3.5 Identify Business Analysis To generate ideas for performance opportunities.
Performance Improvements
E&C 4.1 Prepare for Elicitation To collaboratively identify and reach consensus about which sources of
BA information should be consulted and which elicitation techniques
might be most effective.
4.2 Conduct Elicitation To generate many ideas from a group of stakeholders in a short period,
and to organize and prioritize those ideas.
SA 6.2 Define Future State To collaboratively come up with ideas for the future state.
6.3 Assess Risks To collaboratively identify potential risks.
6.4 Identify Change Strategy To collaboratively come up with ideas for change strategies.
RADD 7.5 Define Design Options To help identify improvement opportunities and design options.
7.6 Analyze Potential Value and To identify potential benefits of requirements in a collaborative manner.
Recommend Solution
SE 8.4 Assess Enterprise Limitations To identify organizational gaps or stakeholder concerns.
304
152
10.10 Collaborative Games (1/2)

KA Usage: EC
 Encourages participants in an elicitation activity to collaborate in creating
a shared understanding of a problem or potential solution.
Product Box Affinity Mapping Fishbowl
– Create a product – Groups similar ideas – Divide participants into two

package as it would look together to find groups. Each group takes a
in a retail store. common themes. turn presenting on a topic
while the other group
– Used to identify product documents their observations.
features that help drive
interest in the – Used to identify hidden
marketplace. assumptions or perspectives.
305
10.10 Collaborative Games (2/2)

Knowledge
Task How Used
Area
E&C 4.2 Conduct Elicitation To develop a better understanding of a problem or to

stimulate creative solutions.
4.5 Manage Stakeholder To stimulate teamwork and collaboration by temporarily
Collaboration immersing participants in a safe and fun situation in which
they can share their knowledge and experience on a given
topic, identify hidden assumptions, and explore their
knowledge in ways that may not occur during normal
interactions.
306
153
10.14 Data Mining (1/3)

KA Usage: EC, SA, SE
 Identifies new patterns and relationships among the data in order to gain
new insights and improve decision-making within the organization.
 The process involves analyzing large amounts of data from differing
perspectives and summarizing it into useful information for decision
making.
307

Three Techniques
Descriptive Diagnostic
− Uses decision trees or segmentation
techniques to show why a pattern
exists.
− Example: Identifying the various
characteristics of an enterprise’s most
profitable customers.
− Creates groupings of data to aid
in identifying patterns (similarities
or differences).
− Example: Determining similarities Predictive
between customer segments. − Uses regression or neural networks
to determine the likelihood something
will be true in the future.
− Example: Determine the probability
a specific claim is fraudulent.
308
154

Knowledge
Task How Used
Area
E&C 4.1 Prepare for Elicitation To identify information or patterns that require further
investigation.
4.2 Conduct Elicitation To identify relevant information and patterns.
SA 6.1 Analyze Current State To obtain information on the performance of the enterprise.
SE 8.1 Measure Solution To collect and analyze large amounts of data regarding
Performance solution performance.
8.2 Analyze Performance To collect data regarding performance, trends, common
Measures issues, and variances from expected performance levels
and understand patterns and meaning in that data.
8.3 Assess Solution To identify factors constraining performance of the solution.
Limitations
8.4 Assess Enterprise To identify factors constraining performance of the solution.
Limitations
8.5 Recommend Actions to To generate predictive estimates of solution performance.
Increase Solution Value
309
10.18 Document Analysis (1/2)

KA Usage: BAPM, EC, RLCM, SA, RADD, SE
 Used to gain contextual understanding of the business need or examine
the current state (“as is”) solution documentation describing the
requirements and business rules of an existing solution or process.
1. What documentation
might be analyzed?
310
155
10.18 Document Analysis (2/2)

Knowledge
Task How Used
Area
BAPM 3.1 Plan BA Approach To review existing organizational assets to assist in planning approach.
3.2 Plan Stakeholder To review existing organizational assets that might assist in planning
Engagement stakeholder engagement.
3.3 Plan Business Analysis To evaluate existing governance processes or templates.
Governance
E&C 4.1 Prepare for Elicitation To identify and assess candidate sources of supporting materials.
4.2 Conduct Elicitation To review existing systems, contracts, business procedures and
policies, standards, and regulations.
4.3 Confirm Elicitation Results To confirm elicitation results against source information or other
existing documents.
RLCM 5.2 Maintain Requirements To analyze existing documentation about an enterprise to serve as the
basis for maintaining and reusing requirements.
5.4 Assess Requirements To review existing organizational assets to assist in planning approach.
Changes
SA 6.1 Analyze Current State To analyze any existing documentation about the current state.
6.3 Assess Risks To analyze existing documents for potential risks, constraints,
assumptions, and dependencies.
RADD 7.3 Validate Requirements To identify previously documented business needs in order to validate
requirements.
7.5 Define Design Options To provide information needed to describe design options and
elements.
SE 8.4 Assess Enterprise Limitations To gain an understanding of the culture, operations, and structure of
the organization.
311
10.21 Focus Groups (1/2)

KA Usage: EC, SA, RADD, SE
 Used to elicit ideas and opinions from a group of pre-qualified
participants (6-12) about a specific product, service, or opportunity in an
interactive setting.
1. When would you want to conduct

a focus group?
2. What types of people would be
invited?
312
156
10.21 Focus Groups (2/2)

Knowledge
Task How Used
Area
E&C 4.2 Conduct Elicitation To identify and understand ideas and attitudes.
SA 6.1 Analyze Current State To solicit feedback from customers or end users about the
current state.
6.4 Define Change Strategy To bring customers or end users together to solicit their
input on the solution and change strategy.
RADD 7.6 Analyze Potential Value To get stakeholder input on which design options best
and Recommend Solution meet the requirements, and to evaluate a targeted, small
group of stakeholders’ value expectations.
SE 8.1 Measure Solution Provide subjective assessments, insights, & impressions of
Performance a solution’s performance.
8.5 Recommend Actions to To determine if solution performance measures need to be

Increase Solution Value adjusted and used to identify potential opportunities to
improve performance.
313
10.24 Interface Analysis (1/2)

KA Usage: EC, RLCM, RADD
 Used to identify the details regarding the information that is exchanged
between solution components or across solution boundaries.
 Interface Types
− Human interaction with a system
− People external to the solution
− Business processes
− Data interfaces between systems
− Application programming
interfaces (APIs)
− Hardware devices
314
157
10.24 Interface Analysis (2/2)

Knowledge
Task How Used
Area
E&C 4.2 Conduct Elicitation To understand the interaction, and characteristics of that
interaction, between two entities, such as two systems, two
organizations, or two people or roles.
RLCM 5.4 Assess Requirements To help business analysts identify interfaces that can be
Changes affected by the change.
RADD 7.1 Specify and Model To model requirements in order to identify and validate inputs
Requirements and outputs of the solution they are modeling.
315
10.25 Interviews (1/3)

 An interview is an organized approach that elicits business analysis
information from a person or persons by asking questions and
documenting the responses.
Types of Interviews Types of Questions

− Structured Interview: Open-ended
Interviewer has a predefined set
− Questions in which the
of ordered questions
respondents answer in their own
− Unstructured Interview: words and are not limited to a
Interview process is ad hoc, response range.
where there is not a predefined − Allows for more discussion and
format or order of questions. elaboration.
Closed-ended
− Yes, no, or short answer
316
158

Knowledge
Task How Used
Area
BAPM 3.1 Plan BA Approach To help build the plan with an individual or small group.
3.2 Plan Stakeholder To interact with specific stakeholders to gain more information or
Engagement knowledge about stakeholder groups.
3.3 Plan Business Analysis To identify possible decision-making, change control, approval, or
Governance prioritization approaches and participants with individuals or small groups.
3.4 Plan Business Analysis To help specific stakeholders uncover their business analysis information
Information Management management needs.
3.5 Identify Business Analysis To gather assessments of business analysis performance.
E&C 4.1 Prepare for Elicitation To identify concerns about the planned elicitation and can be used to seek
authority to proceed with specific options.
4.2 Conduct Elicitation To ask questions of stakeholders to uncover needs, identify problems, or
discover opportunities.
4.3 Confirm Elicitation Results To confirm the business analysis information and to confirm that the
integration of that information is correct.
4.4 Communicate Business To individually communicate information to stakeholders.
Analysis Information
RLCM 5.3 Prioritize Requirements To gain an understanding of a single or small group of stakeholders’ basis
of prioritization or priorities.
5.4 Assess Requirements To gain an understanding of the impact on the organization or its assets
Changes from a single or small group of stakeholders.
317

Knowledge
Task How Used
Area
SA 6.1 Analyze Current State To facilitate dialogue with stakeholders to understand the current
state and any needs evolving from the current state.
6.2 Define Future State To talk to stakeholders to understand their desired future state,
which needs they want to address, and what desired business
objectives they want to meet.
6.3 Assess Risks To understand what stakeholders think might be risks and various
risk factors.
6.4 Define Change Strategy To talk to stakeholders in order to fully describe the solution scope
and change scope, and to understand their suggestions for a
change strategy.
RADD 7.4 Define Requirements To define the requirements structure collaboratively.

Architecture
7.5 Define Design Options To help identify improvement opportunities and design options.
7.6 Analyze Potential Value and To get stakeholder input on which design options best meet the
Recommend Solution requirements, and to evaluate individual stakeholders’ value
expectations.
SE 8.2 Analyze Performance To determine expected value of a solution and its perceived
Measures performance from an individual or small group’s perspective.
8.3 Assess Solution Limitations To help perform problem analysis.
8.4 Assess Enterprise Limitations To identify organizational gaps or stakeholder concerns.
318
159
10.29 Mind Mapping (1/3)

KA Usage: BAPM, EC, SA, RADD
 Provide a graphical way to articulate and capture thoughts, ideas, and
information.
 Helps generate ideas around complex concepts or problems and identify
relationships between the various elements of a concept or problem.
Main Topic
© 2020 Educate 360, LLC. All rights reserved.
Source: Mindmeister.com
319
319

Additional Mind Map Example
 When would you use

a mind map?
320
160

Knowledge
Task How Used
Area
BAPM 3.2 Plan Stakeholder Identify potential stakeholders and help understand relationships
Engagement between them.
3.4 Plan Business Analysis To identify and categorize the kinds of information that needs to be
Information Management managed.
E&C 4.1 Prepare for Elicitation Collaboratively identify and reach consensus about the sources of
business analysis information to be consulted and the most effective
elicitation techniques.
4.2 Conduct Elicitation To generate many ideas from a group of stakeholders in a short
period, and to organize and prioritize those ideas.
SA 6.1 Analyze Current State To explore relevant aspects of the current state and better understand
relevant factors affecting the business need.
6.2 Define Future State To develop ideas for the future state and understand relationships
between them.
6.3 Assess Risks To identify and categorize potential risks and understand their
relationships.
6.4 Define Change Strategy To develop and explore ideas for change strategies.
RADD 7.5 Define Design Options To identify and explore possible design options.
321
10.31 Observation (1/2)

KA Usage: BAPM, EC, SA, SE
 Examines work activities firsthand  Active/Noticeable
by observing people as they are
performing their jobs − Asks questions while observing to
ensure understanding of rationale
 Used as the basis for… and any hidden processes.
− identifying needs and opportunities − May request participant(s) to work
only on certain tasks.
− understanding business processes
− developing performance standards  Passive/Unnoticeable

− evaluating solution performance − Observer does not ask questions or
interrupt the participant(s).
− supporting training and
development initiatives − Concerns or questions are raised
after observation is over.
− understanding the context around
the activity − Allows the natural flow of events to
occur and facilitates time and
measurement studies.
322
161
10.31 Observation (2/2)

Knowledge
Task How Used
Area
BAPM 3.5 Identify Business Analysis To witness business analysis performance.
E&C 4.2 Conduct Elicitation To gain insight about how work is currently done, possibly in
different locations and in different circumstances.
SA 6.1 Analyze Current State To determine when the organization has succeeded in achieving
their business objectives.
SE 8.1 Measure Solution To provide feedback on perceptions of solution performance or to

Performance reconcile contradictory results.
8.2 Analyze Performance To observe a solution in action if the data collected does not provide
Measures definitive conclusions.
8.4 Assess Enterprise To witness the enterprise and solution interactions to identify
Limitations impacts.
323
10.36 Prototyping (1/4)

 A partial or simulated approximation of the solution used to elicit, validate
and verify requirements with stakeholders.
 Throw-away  Evolutionary or Functional

− Uses paper and pencil. − Extends initial requirements into
Expands with discussion but a functional solution.
never becomes workable code.
− Generally requires special
− Helps identify or clarify prototyping tools.
functionality or processes.
324
162

Prototyping Examples
Proof of principle Validates the design of the solution without

or proof of concept modeling its appearance or workflows.
Explores the size, look, and feel of a product to

Form study be manufactured without creating the actual
functionality.
A prototype created to test how end users

Usability
interact with the solution.
A prototype created to test visual aspects of the

Visual solution without modeling the complete
functionality.
A working prototype created to test software
Functional functionality and qualities of the system for the
user and workflow. Becomes a working model.
325

Methods
Storyboarding
 Used to visually detail the sequence of activities of
different user interactions with the solution.
Paper prototype
 Uses paper and pencil to prototype an interface,
report, or process.
Workflow modeling
 Shows a sequence of operations that are performed
with focus on the human aspect of the process.
Simulation
 Demonstrates solutions or solution components.
Tests various processes, scenarios, business rules,
data, and inputs.
326
163

Knowledge
Task How Used
Area
E&C 4.2 Conduct Elicitation To elicit and validate stakeholders’ needs through an iterative
process that creates a model of requirements or designs.
SA 6.2 Define Future State To model future state options and could also help determine
potential value.
RADD 7.1 Specify and Model To assist the stakeholders in visualizing the appearance and
Requirements capabilities of a planned solution.
SE 8.1 Measure Solution To simulate a new solution so that performance measures

Performance can be determined and collected.
327
10.45 Survey or Questionnaire (1/3)

 Used to elicit information about customers, products, processes, or
attitudes from a large group of people in a structured way in a short
amount of time.
Types of Survey Questions
Respondents Limited choice

Closed-ended
are able to answers:

Open-ended
answer the “Yes/No,”

question any multiple choice
way they wish. selection, or
rank order
decisions.
328
164

Knowledge
Task How Used
Area
BAPM 3.1 Plan Business Analysis To identify possible business analysis activities, techniques, risks, etc.
Approach to help build the business analysis approach.
3.2 Plan Stakeholder To identify shared characteristics of a stakeholder group.

Engagement
3.3 Plan Business Analysis To identify possible decision-making, change control, approval, or
Governance prioritization approaches and participants.
3.4 Plan Business Analysis To ask stakeholders to provide input into defining business analysis
Information Management information management.
3.5 Identify Business Analysis To gather satisfaction feedback from stakeholders about the business
Performance Improvements analysis activities and deliverables.
E&C 4.2 Conduct Elicitation To elicit information about customers, products, work practices, and
attitudes from a group of people in a structured way and in a short
period of time.
SA 6.1 Analyze Current State To help gain an understanding of the current state from a large, varied,
or disparate group of stakeholders.
6.2 Define Future State To understand stakeholders’ desired future state, which needs they
want to address, and what desired business objectives they want to
meet.
factors of those risks.
329

Knowledge
Task How Used
Area
RADD 7.5 Define Design Options To help identify improvement opportunities and design options.
7.6 Analyze Potential Value To get stakeholder input on which design options best meet the
and Recommend Solution requirements, and to identify stakeholders’ value expectations.
SE 8.1 Measure Solution To gather opinions and attitudes about solution performance.
Performance
8.2 Analyze Performance To determine expected value of a solution and its perceived
Measures performance.
8.3 Assess Solution To help perform problem analysis.

Limitations
8.4 Assess Enterprise To identify organizational gaps or stakeholder concerns.

Limitations
8.5 Recommend Actions to To gather feedback from a wide variety of stakeholders to determine if
Increase Solution Value value has been met or exceeded, if the metrics are still valid or relevant
in the current context, and what actions might be taken to improve the
solution.
330
165
10.50 Workshops (1/4)

 Can be used for planning, analysis, scoping, requirements elicitation,
and modeling for a solution.
 Workshops can also be used to generate ideas for new features or
products, reach consensus on a topic, or review requirements or design.
331

Common Roles
Facilitator Scribe Sponsor Timekeeper Participant
 Keeps a neutral  Documents  Does not  Tracks time  Provides input
stance. decisions in participate in spent on each and views.
 Enforces format agreed workshop. agenda item.  Listens to other
discipline, upon before the  Ultimate views.
structure, and workshop. accountability for  Discusses issues
ground rules.  Tracks issues the success of without bias.
 Introduces goals raised during the the workshop.
and agenda of session deferred
workshop. in the workshop
 Keeps activities (commonly
focused. called a “parking
 Facilitates lot”).
decision-making,
builds
consensus, and
resolves conflict.
 Ensures all
stakeholders
participate and
are heard.
332
166

Knowledge
Task How Used
Area
BAPM 3.1 Plan Business Analysis To help build the plan in a team setting.
Approach
3.2 Plan Stakeholder Engagement To interact with groups of stakeholders to gain more information about
stakeholder groups.
3.3 Plan Business Analysis Identify possible decision-making, change control, approval, or
Governance prioritization approaches and participants within a team setting.
3.4 Plan Business Analysis To uncover business analysis information needs in a group setting.
Information Management
3.5 Identify Business Analysis To gather assessments of business analysis performance and generate
Performance Improvements ideas for improvement opportunities.
E&C 4.2 Conduct Elicitation To elicit business analysis information, including information about
customers, products, work practices, and attitudes, from a group of
people in a collaborative, facilitated way.
4.3 Confirm Elicitation Results To conduct reviews of the drafted elicitation results using any level of
formality.
4.4 Communicate Business To provide stakeholders with an opportunity to express feedback and to
Analysis Information understand required adjustments, responses, and actions; can also be
used for gaining consensus and providing approvals.
RLCM 5.3 Prioritize Requirements To gain an understanding of stakeholders’ basis of prioritization or

priorities in a facilitated group setting.
5.4 Assess Requirements Changes To gain understanding of the impact or resolve changes in a group setting.
5.5 Approve Requirements To facilitate obtaining approval.
333

Knowledge
Task How Used
Area
SA 6.1 Analyze Current State To engage stakeholders to collaboratively describe the current state
and their needs.
6.2 Define Future State To work with stakeholders to collaboratively describe the future state.
factors of those risks.
6.4 Define Change Strategy To work with stakeholders to collaboratively develop change
strategies.
RADD 7.4 Define Requirements To define the requirements structure collaboratively.
Architecture
7.5 Define Design Options To help identify improvement opportunities and design options.
7.6 Analyze Potential Value and To get stakeholder input on which design options best meet the
Recommend Solution requirements, and to evaluate stakeholders’ value expectations.
SE 8.4 Assess Enterprise Limitations To identify organization gaps or stakeholder concerns.
334
167
Elicitation and Collaboration Techniques

E 1. Elicits opinions from a small group of participants to identify their
perspectives on a product or service.
A. Brainstorming G 2. Elicits information from one or more people by asking questions.
B. Collaborative Games A 3. Promotes divergent thinking and creative problem solving.
C. Data Mining J 4. A representation of the solution used to elicit, validate and verify
D. Document Analysis requirements.
L 5. Generates ideas for new features or products, reaches
E. Focus Groups
consensus on a topic, or reviews requirements or design.
F. Interface Analysis B 6. Encourages participants to collaborate in creating a shared
G. Interviews understanding of a problem or potential solution.
H. Mind Mapping I
7. Watches a stakeholder perform their work activities.
I. Observation H 8. A graphical way to articulate and capture thoughts, ideas, and
J. Prototyping information.
D 9. Helps us gain contextual understanding of the business need or
K. Survey/Questionnaire
the current state (“as is”) solution.
L. Workshops F 10. Identifies information that is exchanged between solution
components or across solution boundaries.
C 11. Analyzes large amounts of data from differing perspectives to
help improve decision making.
K 12. Elicits information from a large group of people in a short amount
of time.
335
Requirements Life
Cycle Management
(RLCM) – Overview
336
168
Exam Blueprint
CCBA CCBA CBAP CBAP
Knowledge Area
12% 15 14% 17
and Monitoring
18% 23 15% 18
Management
32% 42 30% 36
Design Definition
N/A N/A N/A N/A
BA Profession*
TOTAL 130 120
exam questions.
337

Discussion
 What things must a business analyst manage throughout an initiative?
 Think of the work a BA must do in the Business Analysis Planning and

Monitoring knowledge area. What task outputs might be needed in
managing requirements?
338
169
339

 Goal
– Ensure that business, stakeholder, and solution requirements are
aligned with each other, prioritized, approved, and maintained for
reuse, and that the solution implements them.

– Manage and maintain the requirements and designs from the time
they are created until they are retired.
– Maintain requirements for reuse.
– Evaluate new and changing stakeholder requirements to determine if

they are within the scope of the change.
340
170
RLCM Tasks
5.1 Trace 5.2 Maintain

5.4 Assess
5.3 Prioritize
Requirements
Requirements
Changes
5.5 Approve Mnemonic: TMPCA

Requirements Tom and Mary
Probably Can’t
Approve.
341
RLCM Overview – Study Table
342
171
RLCM: Things to Note
BAPM RLCM
is not listed as an input into

3.1 BA Approach… RLCM tasks, but BAPM
includes approaches for
executing tasks in RLCM.
3.4 Plan BA
5.1 Trace Requirements
Information
5.2 Maintain Requirements
Management
5.3 Prioritize Requirements
3.3 Plan BA
5.4 Assess Requirements
Governance
Changes
5.5 Approve Requirements
343
RLCM Themes
Alignment
Requirements Life
Cycle Management
BAPM RLCM
Change Assessment
“Work the Plan”
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172
RLCM Core Concept Model
Trace, prioritize, and maintain requirements to ensure

Need needs are met.
Manage how proposed changes to requirements and

Change designs are evaluated during an initiative.
Context Analyze context to support traceability and prioritization.
Trace requirements and designs to solution components

Solution to ensure solution meets needs.
Collaborate with stakeholders to get agreement and

Stakeholder approval on requirements and designs.
To provide value beyond this specific change, determine

Value how to reuse requirements and maintain them for reuse.
345
RLCM Stakeholders
Customer
Tester Domain
SME
Supplier End User
RLCM
Stakeholders
Imple-
Sponsor mentation
SME
Opera-
1. Can you list the Regulator tional
stakeholders for Project
Support
RLCM? Manager
2. Why did you pick

these stakeholders?
346
173
RLCM Key Competencies
Methodology
BA Tools & Technology
Knowledge
Business Acumen & Negotiation &

Industry Knowledge Conflict Resolution
Conceptual Organizational
Thinking Knowledge
Decision Making Systems Thinking
Verbal/Non-Verbal
Listening
Communication
347
RLCM Tasks
Exercise: List the mnemonic and corresponding RLCM
tasks below.
Mnemonic RLCM Tasks

T Trace Requirements
M Maintain Requirements
P Prioritize Requirements
C Assess Requirements Changes
A Approve Requirements
Tip: Tom and Mary Probably Can’t Approve!
348
174
RLCM
5.1: Trace
Requirements
349
5.1: Trace Requirements (1/6)

Purpose
 To ensure requirements are aligned with each other.
− Alignment: Business, stakeholder, and solution requirements all link
to each other and there is consistency among them.
− Traceability: Traceability is bi-directional. It tracks the lineage of
each requirement, its relationship to other requirements, and
ensures that each requirement adds value.
Business
Need Stakeholder Solution Build-Test-
(Business Requirements Requirements Implement
Requirements)
350
175

Overview
5.1
Requirements 5.1: Trace Requirements Requirements
(traced)
1. Level of formality
2. Relationships
3. Traceability repository 5.1
Designs Designs
(traced)
 3.4 Information management approach

 Domain knowledge
Guidelines
and Tools
 Requirements management tools/
repository
351

Tasks using Output: Requirements / Designs (traced)
5.1 Requirements 5.1 Designs

(traced) (traced)
 Why might this task need
the traced requirements
and designs as a guideline?
RADD
7.5 Define Design

Options
352
176

Elements 5.1.4.1 Level of Formality
Consider the value that each link is supposed to deliver, as well as
the nature and use of the specific relationships that are being
created. The complexity of requirements traceability grows with the
number of requirements and amount of formality.
5.1.4.2 Relationships 5.1.4.3 Traceability Repository

Consider various types of Ensure requirements traceability
relationships when defining the is documented and maintained in
traceability approach: derive, accordance with the methods
depends (necessity & effort), identified by the business analysis
satisfy, and validate. approach.
353

5.1.4.2 Relationships
Relationship Description Example
Derive Used when one requirement is created A stakeholder requirement states that the new
because a higher-level requirement has mortgage application will be secured. One of the
been created. derived solution requirements is the development of
a login user interface.
Depends: One requirement depends on another. The application cannot be accessed without first
Necessity One requirement is only pertinent and will logging on to the application.
only provide value when another is
included. Can be one way or bi-directional.
Depends: One requirement depends on another. Once a login is implemented, it makes it easy to add
Effort other secure features like accessing additional loan
If one requirement is implemented, it information after the loan is created.
makes it easier to implement another.
Satisfy The relationship between an element or a The mortgage application user interfaces are built to
component and the requirement it satisfy the mortgage application requirements.
satisfies.
Validate Determines whether a solution fulfills the Each mortgage requirement has a test case to
requirement. ensure the solution fulfills each requirement.
354
177

A. Derive C 1. Adding the ability to search phonetically
while adding other search capabilities.
B. Depends A 2. A stakeholder must be able to calculate
(Necessity)
the cost of an order. Thus the system
C. Depends (Effort) must calculate the net cost of all line
items and add any additional tax and
D. Satisfy shipping costs.
E. Validate E 3. Each requirement must trace to a test
case to ensure the solution fulfills each
requirement.
B 4. Once state tax functionality is added to
the application, it is easier to add other
Review 5.1.4.2 of state taxes.
the BABOK or D 5. The new login functionality was built to
Study Guide. meet the security needs of the
application.
355
RLCM
5.2: Maintain
Requirements
356
178
5.2: Maintain Requirements (1/6)

Purpose
 Describes the work needed to ensure that requirements continue to be
accurate and consistent not only throughout the effort, but as they are
reused within future initiatives.
Requirements should…
 Be represented in the same format.
 Follow a standardized process that
ensures quality.
 Be understandable.
 Be easily accessed in a central location.
357

Overview
5.2
Requirements 5.2: Maintain Requirements Requirements
(maintained)
1. Maintain requirements
2. Maintain attributes
3. Reusing requirements 5.2
Designs Designs
(maintained)
Guidelines  3.4 Information management approach

and Tools
Note: There are no tasks using these outputs!
358
179

5.2.4.1 Maintain Requirements
 Maintain requirement accuracy

– Are the requirements accurate and consistent?
– Do they represent the need?
– Do they have a name? Are they defined? Where is the definition?
 Maintain (traced) relationships among the requirements,

sets of requirements, and design.
– Also includes tracing to related business analysis information
359

Other Elements
5.2.4.2 Maintain Attributes
Capture requirements information such as the
source, priority, and complexity to aid in
managing each requirement throughout the life
cycle. (Hint: C.A.R.A.’S. S.O.U.P.S.)
5.2.4.3 Reusing Requirements

 Determine requirements for reuse in future initiatives.
– Current efforts
– Similar initiatives
– Efforts with similar business domains
– Efforts that are enterprise-wide
360
180

1. What are the 3 key elements in “maintaining requirements”?

– Maintain requirements
– Maintain attributes
– Reusing requirements
2. What are the 2 key aspects to requirements maintenance?

– Maintain accuracy.
– Maintain traced relationships among requirements, designs and related
business information.

361

Exercise: Answer the following question
3. What are the opportunities for requirements reuse?
– Current efforts
– Similar initiatives
– Efforts with similar business domains
– Efforts that are enterprise-wide

362
181
RLCM
5.3: Prioritize
Requirements
363
5.3: Prioritize Requirements (1/7)

Discussion
 As a BA, what sort of things have you had to prioritize within
an initiative?
 What techniques did you use to prioritize them?
364
182

Purpose
 Undertaken to “rank requirements by their relative importance.”
 Ranking is completed because some requirements, when implemented
into the solution or solution component, will provide greater benefit
than others.
365

Overview
5.3
Requirements 5.3: Prioritize Requirements Requirements
(prioritized)
1. Basis for prioritization
2. Challenges of prioritization
3. Continual prioritization 5.3
Designs Designs
(prioritized)
 3.3 Governance approach

 6.4 Solution scope
Guidelines  7.4 Requirements architecture
and Tools  Business constraints
 Domain knowledge
 Requirements management tools/
repository
366
183

Tasks using Outputs: Requirements & Designs (prioritized)
 Why might the assess 5.3 Requirements

(prioritized)
5.3 Designs
(prioritized)
risks task need prioritized
requirements and designs
as an input?
SA
6.3 Assess Risks
367

5.3.4.1. Basis for Prioritization Tip: CRDB PRTS (Credit-Debit Parts)
 Determine the criteria used to prioritize requirements.
Criteria Description
Cost Expenditures
Likelihood and impact of having the requirement not deliver the
Risk
expected value.
Some requirements cannot be implemented until other requirements
Dependencies
are deployed.
Perceived advantage of the requirement over time. Benefits may be
Benefit
quantifiable or subjective.
Negative consequences of not implementing or of delaying
Penalty
development.
Regulatory/
Requirements originating from policy or regulatory changes.
Compliance
Date by which a requirement needs to be implemented to achieve its
Time Sensitivity
maximum value.
Stability Likelihood that the requirement will change over time.
368
184

5.3.4.2 Challenges of Prioritization
 Recognize any challenges that may occur when

prioritizing requirements, such as conflict
amongst stakeholders, and help stakeholders
through those challenges.
 Challenges
– Each stakeholder may value something different and
have different agendas
– Difficulty in determining any requirements as low priority
– Stakeholders may want to influence the outcome
– Not all requirements may lend themselves to the
selection criteria selected.
369

5.3.4.3 Continual Prioritization
 Reprioritize requirements as needed.
 Priorities may shift as the context evolves and as more
information becomes available.
 Reasons for continual prioritization
– New features and requirements surface and need to be prioritized
against the other approved requirements.
– Requirements at different levels of detail (granularity) may require
further prioritization as they are progressively elaborated.
– The criteria for prioritizing requirements may change.
370
185
Exercise – Prioritize Requirements (1/3)

Answer the following questions:
1. What is the basis for prioritization?
– Cost – Penalty
– Risk – Regulatory/Compliance
– Dependencies – Time sensitivity
– Benefit – Stability
Refer to BABOK or Study Guide 5.3.4.1 as needed.

371
2. What are some reasons to do continual prioritization?

– New features and requirements surface and need to be prioritized
against the other approved requirements.
– Requirements at different levels of detail (granularity) may require
further prioritization as they are progressively elaborated.
– The criteria for prioritizing requirements may change.
Refer to BABOK or Study Guide 5.3.4.1 as needed.

372
186

Identify the Criterion for each Description
Description Criterion
1. Includes the payment of regulatory or compliance fines. Penalty
2. The likelihood a requirement is apt to change. Stability
3. The likelihood that a requirement cannot deliver the potential value
Risk
or be met at all.
4. The advantage that accrues to stakeholders as a result of requirement
implementation, as measured against the goals and objectives for Benefit
the change.
5. Generally have the highest priority and take precedence over any Regulatory/
stakeholder interests. Compliance
6. Internal or external relationships that may impact requirements delivery. Dependencies
7. Effort undertaken to bring value before a particular date. Time Sensitivity
8. The price for hardware, commercial software, resources, supplies,
Cost
and hours.
Hint: CRDB PRTS (Credit-Debit Parts)

373
RLCM
5.4: Assess
Requirements
Changes
374
187
5.4: Assess Requirements Changes (1/6)

Purpose
 Evaluate the impacts and implications of proposed changes to
requirements and designs.
Notes:
 Describes the work needed when new requirements or potential
solutions are proposed.
 Ensures changes align to the overall change strategy and/or solution
scope.
 Includes impacts and implications of the changes including whether
other requirements/ designs also need to change.
375

Overview
5.4
Requirements 5.4: Assess Requirements Changes Requirements
Change
1. Assessment formality Assessment
Designs 2. Impact analysis
3. Impact resolution 5.4
Designs
Proposed Change
Change Assessment

Note: There are
and Tools  Domain knowledge no tasks using
 Legal/regulatory information these outputs.
376
188

5.4.4.1 Assessment Formality
 Determine the level of formality required. This will depend

on the approach taken to the effort.
Predictive Adaptive
 More formal assessment.  Less formal.
 Analyzes the impact of each  Minimize the impact of changes by
change and its impact on the work utilizing iterative and incremental
effort and the solution. implementation techniques.
 Substantial rework may be needed  Focus is on continuous evolution.
depending on the change.
377

5.4.4.2 Impact Analysis
 Assess or evaluate the effect or impact of the change.
 Considerations:
− Cost
− Benefit
− Urgency Mnemonic: C-BUSI:
− Schedule When we analyze
impacts of Changes, we
− Impact are very BUSI (busy).
378
189

5.4.4.3 Impact Resolution
 Document and communicate the results from the impact

analysis (including agreement on the resolution) to the
appropriate stakeholders.
Who Approves Changes?
The Plan Governance task

outlines which stakeholders
are authorized to approve,
deny, or defer the proposed
change.
379

Exercise: List the acronym and factors in analyzing impacts
of changes.
Acronym Factor
C Cost
B Benefit
U Urgency
S Schedule
I Impact
Tip: When we analyze impacts of Changes, we are very BUSy.
380
190
RLCM
5.5: Approve
Requirements
381
5.5: Approve Requirements (1/7)

Purpose
 To get agreement on the business analysis work and/or the
development of the solution.
Predictive Adaptive
Approvals generally happen at Approval is generally obtained at
the end of a project phase or at the end of a sprint or iteration
planned change control during the review.
meetings.
382
191

Overview
7.2 5.5
Requirements 5.5: Approve Requirements Requirements
(verified) (approved)
1. Understand stakeholder roles
2. Conflict & issue management
3. Gain consensus 5.5
Designs 4. Track & communicate approval Designs
(approved)

 6.4 Solution scope Note: There are
Guidelines
and Tools  Legal/regulatory information no tasks using
 Requirements management tools / these outputs.
repository
383

5.5.4.1 Understand Stakeholder Roles
 Understand who is authorized to approve, reject, or defer
requirements.
 Without a clear understanding of who is authorized to
approve, reject, or defer requirements, there is a likelihood
that conflict will occur.
 TIP: the process to approve, reject, or defer requirements is
created in Plan Business Analysis Governance task and
outlined in the Governance Approach.
384
192

5.5.4.2 Conflict & Issue Management
 Resolve any conflicts when getting approvals. Support and

manage any issues that come up.
 Sources of Conflict
– Different interpretations of the requirements and/or designs.
– Different ideas on their value.
385

5.5.4.3 Gain Consensus
 Ensure the stakeholders with approval authority understand
and accept the requirements.
 Process involves reviewing or facilitating the review of the
requirements, designs, and changes with appropriate
stakeholders, answering questions, and requesting approval.
– TIP: These are outlined in the Governance and Information
Management Approaches.
386
193

5.5.4.4 Track and Communicate Approval
 Track and communicate approvals:

– Record decisions
– Communicate status
– Maintain an audit history
387

1. What are the typical sources of conflict?
– Different interpretations of the requirements and/or designs.
– Different ideas regarding their value.
2. What does “tracking approvals” involve?

– Recording the decisions.
– Communicating the status of the decisions to the affected
stakeholders.
– Maintaining an audit history.
Review 5.5.4.2 & 5.5.4.4 in the BABOK or Study Guide as needed.

388
194
Requirements Life Cycle Management

389
RLCM – Techniques
390
195
RLCM Techniques
 10.1 Acceptance & Evaluation Criteria  10.24 Interface Analysis

 10.2 Backlog Management  10.25 Interviews
 10.7 Business Case  10.26 Item Tracking
 10.9 Business Rules Analysis 

 10.32 Prioritization
 10.13 Data Flow Diagrams  10.35 Process modeling
 10.15 Data Modeling 

 10.37 Reviews
 10.16 Decision Analysis  10.38 Risk Analysis & Management
 10.18 Document Analysis  10.41 Scope Modeling
 10.19 Estimation  10.47 Use Cases & Scenarios
 10.20 Financial Analysis  10.48 User Stories
 10.22 Functional Decomposition  10.50 Workshops

391
10.2 Backlog Management (1/2)

KA Usage: RLCM, RADD
 A planned approach to managing, recording, tracking, and
prioritizing work items.
392
196
10.2 Backlog Management (2/2)
Knowledge
Task How Used
Area
RLCM 5.3 Prioritize Requirements To compare requirements to be prioritized; prioritization

may be contained within the backlog.
RADD 7.6 Analyze Potential Value To sequence the potential value.
and Recommend Solution
393
10.33 Prioritization (1/2)

KA Usage: RLCM, SE
 Provides a framework to support the facilitation of stakeholder
decisions and understanding of the relative importance of the
business analysis information.
Prioritization Approaches
 Grouping: classified by a predefined category such
as high, medium, or low priority.
 Timeboxing / Budgeting: based on allocation of a
fixed resource.
 Ranking: ordering from most to least important.
 Negotiation: Establishing consensus on which
requirements will be prioritized and how they will be
prioritized.
394
197
10.33 Prioritization (2/2)

Knowledge
Task How Used
Area
BAPM 5.3 Prioritize Requirements To facilitate the process of prioritization.
SE 8.5 Recommend Actions to To identify relative value of different actions to improve

Increase Solution Value solution performance.
395
10.37 Reviews (1/2)

KA Usage: BAPM, EC, RLCM, RADD
 Used to evaluate and assess a work product. A work product
can be a single, part of, or group of deliverables or represent
work in process.
Formal Informal
 Inspection: focus is on  Informal walkthrough: BA
removing defects reviews a draft of work product to
 Formal walkthrough: also solicit feedback.
known as team review  Desk check: a reviewer, not
 Single issue review: also previously involved, provides
known as technical review feedback.
 Pass around: multiple reviewers
 Ad hoc: feedback from peer
396
198
10.37 Reviews (2/2)

Knowledge
Task How Used
Area
BAPM 3.1 Plan Business Analysis To validate the selected business analysis approach with
Approach stakeholders.
3.3 Plan Business Analysis To review the proposed governance plan with key
Governance stakeholders.
3.5 Identify Business To identify changes to business analysis processes and
Analysis Performance deliverables that can be incorporated into future work.
Improvements
E&C 4.3 Confirm Elicitation To confirm a set of elicitation results.
Results
4.4 Communicate Business To provide stakeholders with an opportunity to express
Analysis Information feedback, request required adjustments, understand
required responses, and actions, and agree or provide
approvals.
RLCM 5.5 Approve Requirements To evaluate requirements.
RADD 7.2 Verify Requirements To inspect requirements documentation to identify

requirements that are not of acceptable quality.
7.3 Validate Requirements To confirm whether or not the stakeholder agrees that their
needs are met.
397
RLCM Techniques
C 1. Used to evaluate and assess a

A. Backlog
Management work product.
A 2. A planned approach to managing,
B. Prioritization
recording, tracking, and prioritizing
C. Reviews work items.
B 3. Provides a framework to support
the facilitation of stakeholder
decisions and understanding of the
relative importance of the business
analysis information.
398
199
Strategy Analysis
(SA) – Overview
399
Exam Blueprint
CCBA CCBA CBAP CBAP
Knowledge Area
12% 15 14% 17
and Monitoring
18% 23 15% 18
Management
32% 42 30% 36
Design Definition
N/A N/A N/A N/A
BA Profession*
TOTAL 130 120
exam questions.
400
200
Strategy Analysis
Discussion
 What have you done to understand the business need or reason behind
the project?
 What elements do you think might be important to capture in

understanding the current business situation?
401
402
201
Strategy Analysis (SA)

Goal
 To identify business needs of tactical or strategic importance.
 Enable the enterprise to respond to those needs.
 Align the “change strategy” with existing higher-and lower-level
strategies.
In this KA you will learn how to…

 Move from the current to a desired future state.
 Assess the risks related to a change.
Strategy
 Formulate a strategy for delivering a solution
to meet business needs. Describes “the most effective
way to apply the capabilities
of an enterprise in order to
reach a desired set of goals
and objectives.”
403
SA Tasks
6.1
6.2 Define 6.3 6.4 Define
Analyze
Future Assess Change
Current
State Risks Strategy
State
Mnemonic: CFRS
Think of the word “coffers” and Strategy Analysis helps to fill
the company coffers.
404
202
SA Overview – Study Table (1/2)
405
SA Overview – Study Table (2/2)
406
203
Strategy Analysis (1/2)
What Triggers Strategy Where are Strategies

Analysis? Recorded?
The discovery of a business
need!  Strategic Plan
 Product Vision
Document
 Business Case
 Product Roadmap
 Other Artifacts
407
Strategy Analysis (2/2)

Outcome Predictability
 Predictable  Non-Predictable
– Future state is distinctly – Efforts on mitigating risk,
mapped out. testing assumptions, and
– Clear strategies for achieving changing course.
outcomes. – Different strategies are tried
– Example: an auto insurance until one is identified that will
company is assessing which succeed in meeting business
new features will enhance its goals.
market appeal. The competing – Example: creating a driverless
choices of adding video claim car has an uncertain value and
submissions vs. doing internal unpredictable outcome.
process improvement will both
have fairly predictable
outcome values.
408
204
Strategy Analysis (SA): Things to Note
1. Strategy Analysis triggered by the

is an ongoing discovery of a
activity… business need.
2. Change strategy helps align

higher- and lower-level
strategies.
3. Strategy analysis utilizes strategic thinking to

help the organization envision potential
solutions that deliver value.
409
SA Themes
Stakeholder Context Value

Collaboration
Strategic Thinking / Predictability of

Decision Support Outcomes
410
205
Strategy Analysis Core Concept Model (SACCM)
Determine needs arising from the current state.

Need Prioritize those needs in determining the future state.
Define future state and develop a change strategy to

Change achieve that future state.
Consider enterprise-wide contexts when developing the

Context change strategy.
Solution Define the solution scope as part of the change strategy.
Collaborate with stakeholders to understand the needs

Stakeholder and develop a change strategy to meet those needs.
Examine the potential value of the change when

Value determining the feasibility of the change.
411
SA Stakeholders
Customer
Tester Domain
SME
Supplier End User
SA
Stakeholders
Sponsor Implemen-
tation SME
How might these

Stakeholders contribute to Operational
Regulator
successfully completing Support
Project
Strategy Analysis tasks? Manager
412
206
SA Key Competencies
Business Acumen &

Industry Knowledge
Creative Thinking
Decision Making
Organizational
Knowledge
Systems Thinking
413
SA Overview
Exercise Review 6.0 Intro in the BABOK and Study Guide as needed.
1. What is the trigger to perform Strategy Analysis?

– Discovery of a business need.
2. Where are the strategies potentially recorded?

– Strategic Plan
– Product Vision
– Business Case
– Product Roadmap
– Other Artifacts
3. What are the 2 types of possible outcomes?

– Predictable range of outcomes
– Non-predictable outcomes
414
207
SA Tasks
Exercise: List the mnemonic and corresponding tasks below.
Mnemonic SA Tasks
C Analyze Current State
F Define Future State
R Assess Risks
S Define Change Strategy
Tip: Strategy Analysis helps to fill the company coffers.
415
SA
6.1: Analyze Current
State
416
208
6.1: Analyze Current State (1/15)

Purpose
 To understand and analyze the current state of any part of the
organization and why a change is needed.
Goals:
 Understand:
− why a change is needed
− how the organization functions currently
− how to assess the outcome of any change
Current State Current State Analysis

How the organization is Understanding why a change is needed
currently structured and how it within the context of current processes, data,
performs. people, technology, and constraints.
417

Key Points to Remember
 Current state is analyzed only in enough detail to determine whether a
change is really needed and to guide any change strategy.
 Focus of analysis can be at any level within the enterprise.
 Scope of current state analysis is dictated by the scope of the
organizational component undergoing change.
 Current state is often dynamic, influenced internally or externally. Any
changes to the current state may cause changes to the future state, the
change strategy, and to resulting requirements and designs.
418
209

Overview
6.1: Analyze Current State
1. Business needs 6.1

Needs 2. Org structure and culture Current State
Description
3. Capabilities and processes
4. Technology and infrastructure
4.3 Elicitation
5. Policies 6.1
Results 6. Business architecture Business
(confirmed) 7. Internal assets Requirements
8. External influencers

Guidelines  8.1 Solution performance measures
and Tools  8.3 Solution limitation
 8.4 Enterprise limitation
 Organizational strategy
 Solution performance goals
 Stakeholder analysis results
419

Tasks Using Output: Current State Description
6.1 Current State
Description
 Why might these

BAPM SA RADD SE
tasks need the
current state
description as an 3.2 Plan 7.6 Analyze 8.4 Assess
6.2 Define Potential
Stakeholder Enterprise
input or guideline? Engagement
Future State Value & Limitations
Recommend
Solution
8.5
3.3 Plan BA 6.3 Assess Recommend
Governance Risks Actions to
Increase
Solution
6.4 Define Value
Change
Strategy
420
210

Task using Output: Business Requirements
 Why is it important to utilize 6.1 Business

business requirements as an Requirements
input to “define future state?”
SA
6.2 Define
Future State
421

6.1.4.1 Business Needs
 Understand why the change is needed.
 Business needs are problems and opportunities of strategic
importance faced by the organization.
 The “needs” should always reflect the enterprise need vs. that
of any particular stakeholder.
422
211

6.1.4.1 Business Needs (continued)
Sources Benefit Considerations

 Top-down from senior  Increased revenue or market
management share
 Bottom-up from a current  Decreased costs and lost
process or system or from people revenue
using them
 Intangibles: increased customer
 Middle-out from mid-level satisfaction and/or employee
management recognizing a need morale
and requesting a change
 Ease of implementation
 External Drivers including
customers, competitors, or  The cost and harm of doing
regulators nothing
423

6.1.4.2 Organizational Structure and Culture
 Understand the organizational structure and culture. These elements
influence how the enterprise defines its problems and seeks to
implement solutions.
Organizational Structure
“Defines the formal relationships
between people working in the
enterprise.”
Organization Culture
“The beliefs, values, and norms
shared by the members of an
organization.”
424
212

6.1.4.3 Capabilities and Processes
 Understand the organization’s capabilities and processes. Capabilities and
processes reflect the activities, knowledge, products, services,
differentiating values, and decision-making methods within the
organization.
Process-centric view Capability-centric view

 The enterprise is a collection of  The enterprise is a collection of
processes and underlying proficiencies or “capabilities” which
activities that are organized “end-
transcend current processes or
to-end” from supplier to customer.
organization structures.
 This view is easier to turn
changes into improved  This view helps to generate
performance. innovative solutions.
425

6.1.4.4 Technology and Infrastructure
 Understand the technology and infrastructure utilized by the
organization.
 Business needs generally revolve around current information systems
used within an organization.
 Examples: Existing hardware, software, networks and other physical
components
426
213

6.1.4.5 Policies
 Identify any relevant policies or business rules. Policies define the scope
of decision-making in the enterprise.
 Policies:
– Guide behavior and actions.
– Support governance and control.
– Direct the acquisition of new resources.
– “Shape the scope of the solution.”
427

Additional Elements
6.1.4.6 Business Architecture

Analyze the current state of an
enterprise within the context of all
other relevant parts. 6.1.4.7 Internal Assets
Discover and document any assets
used within the current state that are
relevant to the organizational unit(s)
being analyzed.
Examples:
Investments or property, equipment,
patents, brand names, reputation,
and/or goodwill
428
214

6.1.4.8 External Influencers
 Identify any external forces that may influence the current state.
Industry
Competitors Customers
Structure
Macro- Political and

economic Regulatory Suppliers
Factors Environment
Technology
429

Exercise: Identify the external influencer for each example
Examples Type
Lending money and earning interest is subject to certain laws. Industry Structure
Other organizations lowered their prices, thus forcing pricing changes

Competitors
for a retailer.
Increased complaints because an insurance company does not have

Customers
online purchasing capabilities.
A food store that buys wholesale from one main source needs to
Suppliers
diversify to ensure continued source of goods.
A major health care reform law is passed, requiring medical insurers to Political and Regulatory
change eligibility requirements. Environment
Video and photo technology allows claimants to submit accident reports

Technology
and documents online.
A recession may cause customers to buy fewer products. Macroeconomic Factors
Review 6.1.4.8 in the BABOK or Study Guide as needed.

430
215

C 1. Defines the formal relationships
A. Business Need between people working in the
enterprise.
B. Organizational
Culture B 2. “The beliefs, values, and norms shared
by the members of an organization.”
C. Organizational
Structure E 3. Describes the activities an enterprise
performs.
D. Policies
A 4. Problems and opportunities of strategic
E. Capabilities &
Processes importance faced by the organization.
D 5. Defines the scope of decision making
at different levels of an enterprise.
431
SA
6.2: Define Future
State
432
216
6.2: Define Future State (1/14)

Purpose
 Set of conditions necessary to meet the business need and to

define success.
 Future state should be well-defined and achievable given

available resources.
 Key stakeholders should have
a shared consensus of the
outcome’s vision.
433

Overview
6.2: Define Future State
6.2
1. Business goals & objectives Business
Objectives
2. Scope of solution space
3. Constraints
4. Organizational structures & culture
6.2
6.1 Business 5. Capabilities and processes Future State
Requirements
6. Technology and infrastructure Description
7. Policies
8. Business architecture
9. Internal assets 6.2
Potential
10. Identify assumptions
Value
11. Potential value

Guidelines
 Metrics & key performance indicators
and Tools
 Organizational strategy
434
217

Tasks Using Output: Business Objectives
6.2 Business Objectives
E&C SA RADD SE
8.1 Measure
4.1: Prepare for 6.3 Assess 7.3 Validate
Solution
Elicitation Risks Requirements
Performance
4.5 Manage 7.6 Analyze 8.4 Assess

Stakeholder Potential Value Enterprise
Collaboration & Recommend Limitations
Solution
8.5
 Why would business objectives be needed Recommend
Actions to
as an input or guideline into these tasks? Increase
Solution Value
435

Tasks Using Output: Future State Description
6.2 Business Objectives
E&C SA RADD SE
4.5 Manage 8.1 Measure

6.3 Assess 7.3 Validate
Stakeholder Solution
Risks Requirements
Collaboration Performance
8.2 Analyze
6.4 Change 7.5 Define
Performance
Strategy Design Options
Measures
 Why might the future state 7.6 Analyze 8.5 Assess

description be needed as an input Potential Value Enterprise
& Recommend Limitations
or guideline into these tasks? Solution
436
218

Tasks Using Output: Potential Value
6.2 Potential
Value
E&C SA RADD SE
8.2 Analyze
4.1 Prepare for 6.3 Assess 7.3 Validate Performance
Elicitation Risks Requirements
Measures
7.6 Analyze
Potential Value
& Recommend
Solution
 How might potential value be utilized as
an input or guideline into these tasks?
437

6.2.4.1 Business Goals and Objectives
 Describe the business objectives or goals in order to guide the
development of the change strategy and identify potential value.
 Business goals and objectives describe the ends that the organization
is seeking to achieve.
– Goals: Longer-term, ongoing, and qualitative statements of a state or
condition that the organization is seeking to establish and maintain.
– Objectives: A measurable step taken to achieve a goal/strategy and to
objectively assess if the objective has been achieved.
 Note: There may be a number of future states that could meet business
needs. Recommend the one that provides the most value.
438
219

6.2.4.1 Business Goals and Objectives: SMART Objectives
Clear, concise, and observable

Specific outcomes are needed.
The outcome should be testable and

Measurable measurable.
The outcome should be realistic with

Achievable resources devoted so it can be
achieved.
Outcomes should be aligned with the

Relevant organization’s mission, vision, and
strategies.
Time- A specific time period should be

attached to the outcome, in line with
Bounded the business need.
439

6.2.4.2 Scope of Solution Space
 Determine the boundaries of the potential solution
including what elements are in and out of the solution.
 Solution scope areas:
– Organization structure, capabilities, and processes
– Technology and infrastructure
– Policies, products, or services offered
– New or changed relationships with outside organizations, such as mergers
and acquisitions.
 Tip: The size of the scope may not match the size of the change. E.g.
Small changes could impact many departments.
440
220

6.2.4.3 Constraints
 Identify any forces that are present in the current state, can’t be
changed by the solution in the future state, or must be present in the
solution design.
 Typical constraints
– Project constraints: time, cost, and resources
– Technical constraints: technology, software, infrastructure, and hardware
– Business constraints: organization policies, laws and regulations, staff and
skill availability, protecting stakeholders from disruption during change
441

Additional Elements
6.2.4.4 Organizational Structure and Culture

 Identify potential changes to the organizational
structure and culture in the new future state.
6.2.4.5 Capabilities and Processes

 Identify new capabilities and processes needed to fulfill
the future state.
6.2.4.6 Technology and Infrastructure

 Identify any new technology or infrastructure needs.
442
221

Additional Elements (continued)
6.2.4.7 Policies
 Identify any new policies or policy changes needed for the
future state. Existing policies may cause alternative solutions
to be considered.
6.2.4.8 Business Architecture

 Elements in the future state must be effectively integrated to
contribute to the realization of objectives.
6.2.4.9 Internal Assets

 Assess resource (staff or physical) alignment needed to
transition to future state.
443

Additional Elements (continued)
6.2.4.10 Identify Assumptions
 Identify any assumptions that were made regarding
the future state.
6.2.4.11 Potential Value

 Ensure the solution’s potential value is sufficiently
greater than the costs, risks, and opportunity costs
inherent in the change.
 Changes may increase value but also may
decrease value.
444
222

Exercise: Match the terms to their definitions below.
E 1. The boundaries of potential solutions to address the
business need.
A. Assumptions D 2. A measurable step taken to achieve a goal or
strategy.
B. Constraint
C 3. A state or condition that the organization is seeking
C. Goal to establish and maintain generally expressed
D. Objective qualitatively.
F 4. The worth, importance, or usefulness of something
E. Scope
to a stakeholder in a context.
F. Value B 5. Forces that are present in the current state, can’t be
changed by the solution in the future state or must
be present in the solution design.
A 6. An influencing factor that is believed to be true but
has not been confirmed to be accurate; or, that
could be true now but may not be in the future.
445

Exercise: List the acronym for writing objectives and its
corresponding terms.
Acronym Stands for…

S Specific
M Measurable
A Achievable
R Relevant
T Time-bounded
446
223
SA
6.3: Assess Risks
447
6.3: Assess Risks (1/8)

Purpose
 To understand the undesirable consequences of internal or
external forces on the enterprise during a transition to the
future state.
 Includes identifying, analyzing, and managing risks.
 Risks are analyzed for their:
– Consequences and impacts
– Likelihood (often called probability) Risk
– Potential timeframe of when they A potential negative or positive
might occur event that has not yet occurred
but could affect project
outcomes and business
objectives.
448
224

Overview
Influences 4.3 Elicitation
(internal and Results
external) (confirmed) 6.3: Assess Risks
1. Unknowns
5.3 2. Constraints, assumptions 6.3
5.3 Designs
(prioritized)
Requirements and dependencies Risk Analysis
(prioritized) Results
3. Negative impact to value
4. Risk tolerance
5. Recommendation
6.2 Business 6.2 Potential
Objectives Value

 3.2 Stakeholder engagement approach
Guidelines  6.2 Future state description
and Tools  6.4 Change strategy
 Business policies
 Identified risks
449

Tasks Using Output: Risk Analysis Results
6.3 Risk Analysis Results
E&C SA RADD SE
7.6 Analyze
4.5 Manage 6.4 Define 8.2 Analyze
Potential Value
Stakeholder Change Performance
& Recommend
Collaboration Strategy Measures
Solution
8.3 Assess
Solution
 How might these tasks use risk analysis Limitations
results as an input or guideline?
8.4 Assess
Enterprise
Limitations
450
225

Additional Terms
The uncertainty associated with the likelihood of a

Unknowns risk occurring or its impact.
An influencing factor that cannot be changed and

Constraint places limits or restrictions on a possible solution
or solution option.
An influencing factor that is believed to be true but

Assumption has not been confirmed to be accurate, or that
could be true now but may not be in the future.
Relationship between two things; one thing is

Dependency dependent on another.
451

Elements
6.3.4.1. Unknowns
• Identify the likelihood of a risk occurring and the impact to the change
strategy, should it occur.
6.3.4.2. Constraints, Assumptions, and Dependencies

• Identify, analyze, and manage constraints, assumptions, and
dependencies for potential risks.
6.3.4.3 Negative Impact to Value

• Determine the impact of the total number of assessed risks compared
with the potential value of a solution.
6.3.4.4. Risk Tolerance

• Determine to what extent decision makers are willing to accept risk (risk-
aversion, neutrality, risk-seeking; see later slide).
6.3.4.5. Recommendation
• Based on risk level and stakeholder risk tolerance, recommend risk
strategies (courses of action).
452
226

6.3.4.4 Risk Tolerance
 3 Types of Risk Tolerance
Risk-Aversion Neutrality Risk-Seeking
• Unwilling to • Some level or • Willing to

accept much risk is OK. accept and
risk. • Strategy: Work may even seek
• Strategy: Avoid to make sure out risky
or mitigate there are no ventures.
(spend more to losses if risks • Strategy: Work
reduce occur. to maximize
likelihood and/or value in
impact). exchange for
risks accepted.
453

6.3.4.5 Recommendation
 Recommended Courses of Action Based on Risk Analysis
Do not Pursue
pursue the Pursue with change
change (too some risk regardless of
risky) mitigation risks
Seek ways Seek how to

to manage &
increase optimize
solution opportunities
value
454
227

Exercise: Identify the elements for each description.
Element Description Element
1. Understanding the stakeholder's attitudes towards risk.
Three attitudes include risk-aversion, neutrality or risk- Risk Tolerance
seeking.
Constraints,
2. Elements that can be analyzed for risk and may
Assumptions, and
become risks themselves. Dependencies
3. Uncertainty in the likelihood of a risk occurring and the
Unknowns
impact should it occur.
4. Based on an understanding of the risks, the business
Recommendation
analyst will suggest a course of action.
5. Analyzing the total aggregate risks to understand the
Negative Impact
overall potential impact to value, which may increase to Value
the likelihood of a negative value.
Review 6.3.4 the BABOK or Study Guide as needed.
455
SA
6.4: Define Change
Strategy
456
228
6.4: Define Change Strategy (1/13)

Purpose
 Develop and assess alternative approaches to the change and propose
the “best” recommended change strategy.
 Components of a change strategy:
– The context for and in support of a change.
– Alternative strategies to accomplish the change.
– Support for why the recommended strategy was proposed.
– What the enterprise needs to invest, and the resources needed for a change.
– How the solution will deliver value.
– Key stakeholders involved in the change initiative.
– Any key states or phases that are part of the transition.
457

Overview
3.2
6.4: Define Change Strategy
6.1 Current 6.4
Stakeholder
State Change
Engagement
Description
1. Solution scope
Approach Strategy
2. Gap analysis
3. Enterprise readiness
assessment
6.2 Future 6.3 Risk 6.4
State Analysis 4. Change strategy Solution
Description Results 5. Transition states and release Scope
planning

Guidelines  7.5 Design options
and Tools  7.6 Solution recommendations
458
229

Tasks Using Output: Change Strategy
6.4 Change
Strategy
BAPM RLCM SA RADD SE
3.2 Plan 7.5 Define 8.1 Measure

5.3 Prioritize 6.3 Assess Solution
Stakeholder Design
Requirements Risks Performance
Engagement Options
5.4 Assess 8.2 Analyze

Requirement Performance
Changes Measures
8.3 Assess
5.5 Approve Solution
Requirements Limitations
8.4 Assess
 Why might these tasks need change strategy as Enterprise
an input or guideline? Limitations
459

Tasks Using Output: Solution Scope
6.4 Solution
Scope
RLCM RADD SE
7.1 Specify and Model 8.1 Measure Solution

5.3 Prioritize Requirements
Requirements Performance
5.4 Assess Requirement 8.2 Analyze Performance

7.3 Validate Requirements
Changes Measures
7.4 Define Requirements

5.5 Approve Requirements 8.3 Assess Solution Limitations
Architecture
8.4 Assess Enterprise

7.5 Define Design Options
Limitations
use the Solution Scope
7.6 Analyze Potential Value and 8.5 Recommend Actions to
as an input or guideline? Recommend Solution Increase Solution Value
460
230

6.4.4.1 Solution Scope
 Determine the solution scope (boundaries of the solution).

 Represents the breadth and depth of a solution with enough
detail to convey to stakeholders the capabilities being added
 Demonstrates how the solution meets the goals of the
desired future state.
 Solution: “…the outcome of a change that

allows an enterprise to satisfy a need.”
 Solution Scope: The breadth and depth of a
solution with enough detail to convey the
capabilities being added.
461

6.4.4.1 Solution Scope (continued)
Main Category Related Components

Capabilities Functions
Data
Process Workflows, events, and sequences
Resources Knowledge and skills
Business Rules Business logic and business decisions
Organization
Locations, markets, and motivations
structures
Technology Networks
462
231

6.4.4.2 Gap Analysis
 Determine the variance in capabilities between the current

and future states.
Capabilities
 Processes  Staff competencies
 Functions  Knowledge and skills
 Lines of business  Training
 Organizational  Facilities
structures
 Application systems
 Locations
 Technology
 Data and information infrastructure
463

6.4.4.3 Enterprise Readiness Assessment
 Assess the organization’s capacity to make the change and
to sustain the change in the future state.
 Assess enterprise’s ability to:
– Absorb a change (including cultural and operational readiness).
– Sustain a change.
– Realize value from a solution.
 Other factors to consider:

– The timeline for value to be realized.
– Resources available to support a change effort.
464
232

6.4.4.4 Change Strategy
 Develop a high-level plan of key

activities and events that will be
used to transform the enterprise
from the current state to the
future state. Identify, explore,
and describe various options in
enough detail to determine
which options are feasible.
465

6.4.4.4 Change Strategy (continued)
A strategy can include: Additional

 Organizational readiness for a change Considerations:
 Costs needed to make the change  Business Case
 Timelines both in making the change  Opportunity Cost
and realizing value
 Pro-Con analysis
 Alignment to business objectives
 Investment required
 Opportunity costs for making the change
and following the strategy.  Potential value
466
233

6.4.4.5 Transition States and Release Planning
 Depending on the size and type of change, determine the

timing of the transition and its releases.
 Factors guiding release planning
– Overall budget
– Time constraints
– Resource constraints
– Training schedules
– Ability to absorb proposed changes
 Note: The goal is to cause minimal disruption to the

business and to make sure all stakeholders understand the
impact of the changes.
467

Exercise: Answer the questions listed below.
1. What should be included in a 2. What are items that may affect a
change strategy? change strategy?
– Organizational readiness – Business Case
– Alignment to business objectives. – Opportunity Costs
– Costs needed to make the – Pro-Con analysis
change. – Investment required
– Opportunity costs for making the – Potential value
change and following the strategy.
– Timelines both in making the
change and realizing value.
468
234

Exercise: Match the terms to their corresponding descriptions
below. D 1. “…the benefits that could have been achieved
by selecting an alternative change strategy.”
A. Change Strategy F 2. “…the outcome of a change that allows an
B. Enterprise enterprise to satisfy a need.”
Readiness E 3. “…determining which requirements to include in
Assessment each release, phase, or iteration of the change.”
C. Gap Analysis G 4. The breadth and depth of a solution with enough
D. Opportunity detail to convey the capabilities being added.
Costs C 5. “…the difference between current state and
E. Release Planning future state capabilities.”
F. Solution B 6. “… capacity to make the change and to sustain
the change in the future state.”
G. Solution Scope
A 7. A high-level plan of key activities to transform the
enterprise from current state to the future state.
469
Strategy Analysis
470
235
E&C, RLCM, and SA Review

471
SA – Techniques
472
236
SA Techniques (1/2)
 10.1 Acceptance & Evaluation Criteria
  10.19 Estimation
 10.3 Balanced Scorecard

  10.20 Financial Analysis

 10.4 Benchmarking & Market Analysis  10.21 Focus Groups
 10.5 Brainstorming  10.22 Functional Decomposition
 10.6 Business Capability Analysis

  10.25 Interviews

 10.7 Business Case  10.26 Item Tracking

 10.8 Business Model Canvas  10.27 Lessons Learned
 10.11 Concept Modeling  10.28 Metrics & KPIs
 10.14 Data Mining  10.29 Mind Mapping
 10.16 Decision Analysis

  10.31 Observation
 10.17 Decision Modeling

  10.32 Organizational Modeling
 10.18 Document Analysis  10.34 Process Analysis



473
SA Techniques (2/2)
 10.36 Prototyping
 10.38 Risk Analysis & Management



 10.41 Scope Modeling
 10.45 Survey/Questionnaire
 10.46 SWOT Analysis

 10.49 Vendor Assessment
 10.50 Workshops

474
237
10.1 Acceptance and Evaluation Criteria (1/2)

KA Usage: RLCM, SA, RADD, SE
 Used to assess and compare solutions, alternative designs, and
requirements.
 Acceptance Criteria
– Describes the minimum set of requirements that must be achieved to judge
whether a given initiative or solution is worth implementing or considered
acceptable to the stakeholders.
 Evaluation Criteria
– Defines a set of measurements used to rank alternative solutions or designs
according to stakeholder value.
475
10.1 Acceptance and Evaluation Criteria (2/2)

Knowledge
Task How Used
Area
RLCM 5.5 Approve Requirements To define approval criteria.
SA 6.2 Define Future State To identify what may make the future state acceptable and/or
how options may be evaluated.
RADD 7.1 Specify and Model To represent the acceptance and evaluation criteria attributes
Requirements of requirements.
7.2 Verify Requirements To ensure that requirements are stated clearly enough to
devise a set of tests that can prove that the requirements
have been met.
7.3 Validate Requirements To define the quality metrics that must be met to achieve
acceptance by a stakeholder.
7.6 Analyze Potential Value To evaluate the bundles of solution that are available in each
and Recommend Solution release to ensure that they maximize business value.
SE 8.1 Measure Solution To define acceptable solution performance.
Performance
8.2 Analyze Performance To define acceptable solution performance through
Measures acceptance criteria.
8.3 Assess Solution To indicate the level at which acceptance criteria are met,
Limitations anticipated to be met, or not met by the solution.
476
238
10.3 Balanced Scorecard (1/2)

KA Usage: SA
 Manages enterprise performance through four dimensions that provide
value to the enterprise: Learning and growth, internal business
processes, customers, and financial.
 Outcomes-based. Each quadrant has tangible objectives, specific
measures, and targeted outcomes aligning to the enterprise’s vision
and strategy.
 A balanced scorecard can be used at any level within the enterprise.
477
10.3 Balanced Scorecard (2/2)
Knowledge
Task How Used
Area
SA 6.2 Define Future State To set targets for measuring the future state.
6.4 Define Change Strategy To define the metrics that will be used to evaluate the
effectiveness of the change strategy.
478
239
10.4 Benchmarking and Market Analysis (1/3)

 Compares enterprise practices to best practices of key competitors or to
those utilized within the industry.
 Uses customer and competitor research to support internal decision-
making processes.
 Elements
– Benchmarking: Compares enterprise performance against best practices
found in competitor enterprises, government, or industry associations.
– Market analysis: Gathers input from customers on what products and
services they need or want, how they make purchasing decisions, and
identifies market competition.
479

Competitive Analysis Worksheet
My Competitor Competitor Importance to

Factor Strengths Weaknesses
Business A B Customer
Products
Price
Quality
Selection
Service
Reliability
Stability
Others
480
240

Knowledge
Task How Used
Area
E&C 4.2 Conduct Elicitation To compare a specific process, system, product, service, or
structure with some external baseline. Market analysis is used
to determine what customers want and what competitors
provide.
SA 6.1 Analyze Current State To provide an understanding of where there are opportunities
for improvement in the current state.
6.2 Define Future State To make decisions about future state business objectives.
6.4 Define Change To make decisions about which change strategy is
Strategy appropriate.
RADD 7.5 Define Design Options To identify and analyze existing solutions and market trends.
SE 8.1 Measure Solution To define measures and their acceptable levels.

Performance
8.2 Analyze Performance To observe the results of other organizations employing
Measures similar solutions when assessing risks, trends, and variances.
8.3 Assess Solution To assess if other organizations are experiencing the same
Limitations solution challenges, and if possible, determine how they are
addressing them.
481
10.6 Business Capability Analysis (1/2)

KA Usage: SA, RADD
 Provides a framework for describing the capabilities of an enterprise or
part of an enterprise for scoping and planning purposes.
482
241
10.6 Business Capability Analysis (2/2)
Knowledge
Task How Used
Area
SA 6.1 Analyze Current State To identify gaps and prioritize them in relationship to value
and risk.
6.2 Define Future State To prioritize capability gaps in relationship to value and risk.
6.4 Define Change Strategy To prioritize capability gaps in relationship to value and risk.
RADD 7.1 Specify and Model To represent features or functions of an enterprise.

Requirements
483
10.7 Business Cases (1/2)

 Provides business Business Case
justification for a project 1. Need assessment 4. Recommend solution
or other change − Estimated costs
2. Desired outcomes
initiative by comparing
3. Assess alternatives − Estimated duration
the benefits and value
− Scope − Measurable benefits
to the enterprise to the and outcomes
costs and effort to − Feasibility
create the proposed − Assumptions
solution. − Risks
− Constraints
− Financial analysis
− Value assessment
484
242
10.7 Business Cases (2/2)

Knowledge
Task How Used
Area
BAPM 3.1 Plan Business Analysis To understand whether elements of the problem or
Approach opportunity are especially time-sensitive, high-value, or
whether there is any particular uncertainty around elements of
the need or solution.
RLCM 5.3 Prioritize Requirements To assess requirements against identified business goals and
objectives to determine importance.
5.4 Assess Requirements To justify a proposed change.
Changes
SA 6.1 Analyze Current State To capture information regarding the business need and
opportunity.
6.2 Define Future State To capture the desired outcomes of the change initiative.
6.3 Assess Risks To capture risks associated with alternative change
strategies.
6.4 Define Change Strategy To capture information about the recommended change
strategy and other potential strategies that were assessed but
not recommended.
RADD 7.6 Analyze Potential Value To assess recommendations against business goals and
and Recommend Solution objectives.
SE 8.1 Measure Solution To define business objectives and performance measures for
Performance a proposed solution.
485
10.8 Business Model Canvas (1/2)

KA Usage: SA, RADD
 A visual model that maps out how the enterprise creates, delivers, and
captures value for and from its customers.
Key Partners Key Activities Value Customer Customer

Propositions Relationships Segments
Key Channels
Resources
Cost Structure Revenue Streams
486
243
10.8 Business Model Canvas (2/2)
Knowledge
Task How Used
Area
SA 6.1 Analyze Current State To provide an understanding of the value proposition that the
enterprise satisfies for its customers, the critical factors in
delivering that value, and the resulting cost and revenue
streams.
6.2 Define Future State To plan strategy for the enterprise by mapping out the needed
infrastructure, target customer base, financial cost structure,
and revenue streams required to fulfill the value proposition
to customers in the desired future state.
6.4 Define Change Strategy To define the changes needed in the current infrastructure,
customer base, and financial structure of the organization in
order to achieve the potential value.
RADD 7.1 Specify and Model To describe the rationale for requirements.
Requirements
7.6 Analyze Potential Value To help understand strategy and initiatives.

487
10.16 Decision Analysis (1/2)

 Explores and models the key aspects of a complex decision when there
are a limited number of alternatives to objectively determine the value of
alternate outcomes.
 Decision Approach  Tools and Techniques
1. Define the problem statement – Pro vs. con considerations
2. Define the alternatives – Force field analysis
3. Evaluate the alternatives – Decision tables
4. Choose an alternative to – Decision trees
implement – Comparison analysis
5. Implementing the choice – Analytical hierarchy process (AHP)
– Totally-partially-not (TPN)
– Multi-criteria decision analysis
(MCDA)
– Computer-based simulations and
algorithms
488
244

489

Knowledge
Task How Used
Area
RLCM 5.3 Prioritize Requirements To identify high-value requirements.
5.4 Assess Requirements To facilitate the change assessment process.
Changes
5.5 Approve Requirements To resolve issues and gain agreement.
SA 6.2 Define Future State To compare different future state options and understand
which is the best choice.
6.3 Assess Risks To assess problems.
6.4 Define Change Strategy To compare different change strategies and choose which is
most appropriate.
RADD 7.6 Analyze Potential Value To support the assessment and ranking of design options.
SE 8.1 Measure Solution Assist stakeholders in deciding suitable ways to measure
Performance solution performance and acceptable levels of performance.
8.3 Assess Solution To illustrate current business decisions and the changes
Limitations required to achieve the potential value of the change.
8.4 Assess Enterprise Assists in making an optimal decision under conditions of
Limitations uncertainty; may be used to help assess decisions about
functional, technical, or procedural gaps.
8.5 Recommend Actions to To determine the impact of acting on any potential value or
Increase Solution Value performance issues.
490
245
10.17 Decision Modeling (1/2)

KA Usage: SA, RADD
 Visually displays the data and knowledge used to make repeatable
business decisions in the future.
491
10.17 Decision Modeling (2/2)
Knowledge
Task How Used
Area
SA 6.2 Define Future State To model complex decisions regarding future state options.
RADD 7.1 Specify and Model To represent decisions in a model in order to show the
Requirements elements of decision making required.
492
246
10.20 Financial Analysis (1/13)

 Techniques used to assess the financial attributes of multiple investment
options in order to recommend a particular solution.
 10.20.3.1 Cost of the Change
– Cost of building/acquiring the solution + cost of transition from current to
future state
– It does not include support costs
 10.20.3.2 Total Cost of Ownership (TCO)
– Cost of acquiring, using, and supporting the solution through its life cycle
– Generally uses an agreed upon life expectancy
 10.20.3.3 Value Realization
– Value realized over a specified time period
– May be expressed on an annual basis or a cumulative amount over a certain
period of time
493

10.20.3.4 Cost-Benefit (benefit-cost) Analysis
 A prediction of an expected net benefit (total expected benefits minus total
expected costs).
 Cost and benefit assumptions should be clearly stated so they can be
reviewed, challenged, and approved.
 Note: Some benefits and costs may not be realized until future years so
the cumulative net benefits could be negative for some time.
Expected Expected costs

Total net benefit
benefits of a with a change
(planned
change initiative initiative
business value).
(quantified) (quantified)
494
247

10.20.3.5 Financial Calculations
Return on Investment (ROI)
 ROI of a planned change is expressed as a percentage measuring the net
benefits divided by the cost of the change.
 Compares change initiatives or solutions to determine which one provides
the best return relative to the investment.
 The higher the ROI, the better the investment.
 Note: When comparing potential investments, it is best to use the same
time period.
(Total Benefits – Cost of Investment)

Cost of the Investment
495

10.20.3.5 Financial Calculations (continued)
Example: Return on Investment (ROI)
Investment Cost: $1,900,000
Year 0 Year 1 Year 2 Year 3

Revenue (benefits) 200,000 800,000 960,000 1,152,000
(Total Benefits - Cost of Investment) / Cost of Investment

($3,112,000 -$1,900,000) / $1,900,000
= 63%
496
248

Discount Rate
 The assumed interest rate an organization uses in its present value
financial calculations.
 It is generally the interest rate the organization assumes it would earn if
it invested its money elsewhere.
 Organizations oftentimes use a standard discount rate, usually
determined by its finance officers, to evaluate potential investments.
497

Present Value
 Objectively compares different solutions that realize benefits at different
rates over varying time periods.
 Future benefits are calculated in terms of present-day value.
 The higher the value (expressed in currency), the greater the benefit!
 Note: It does not consider original investment costs.
Sum of net benefits in that period

(1+ discount rate for that period) for all
periods in the cost-benefit analysis
498
249

Example: Present Value
 Present Value (PV): Let’s say you wanted to have $1,000 in your
pocket one year from today and you’re wondering how much money
you’d need to invest today (the present value) to reach your goal. The
formula uses the discount rate (k) and the number of years (n).
PV = FV/(1+k)n
To realize $1000 a year from now, you’d need to invest $909 today
(given the discount rate of 10%):
PV = $1000/(1+.10)1 = $909
Note: It is our understanding that you will not need to know the
formulas for the exam.
499

Net Present Value (NPV)
 Uses “time value of money” (a $1 today is NOT worth $1 tomorrow due
to inflation and earnings from alternative investments) to judge the value
of potential investments.
The higher the value (expressed in currency),

the greater the benefit.
Present Value of Benefits – Original Cost of Investment
Different investments / solutions can be compared in terms of

present-day value to understand the best option from a
financial perspective.
500
250

Example: Net Present Value
 A solution has an initial investment of $75,000, the money costs 12% -
the cash inflows and NPVs are calculated as shown below.
YEAR CASH INFLOW NET PRESENT

VALUE
1 $20,000 $17,857
The NPV is calculated by
2 $10,000 $7,974 subtracting the cost of the
3 $15,000 $10,676 initial investment from the
(sum) of the present values.
4 $30,000 $19,060
$55,567
How would you advise the organization regarding this

solution from a financial perspective?
501

Internal Rate of Return (IRR)
 A budgeting method to calculate the hypothetical annual yield of an
investment. It is the interest rate at which an investment breaks even and
is used to determine if the change or a solution is worth investing in.
 If the IRR is greater than what financial markets pay for similar or lower
risks, then the project is a good investment.
 Note: The IRR is internal to one organization. It does not consider
inflation, changing interest rates, or a changing business environment.
(-1x Original Investment + Sum (net benefit for that period)

(1+IRR) for all periods) = 0
502
251

Example: Internal Rate of Return (IRR)
 If an IRR of a proposed project is 5% and current interest rates are at
3%, then the project would be a good investment.
 The IRR calculation is based upon the interest rate that would result in a
net present value (NPV) of 0.
503

Payback Period
 The length of time (in months or years) for an investment to pay for itself
with no consideration of the discount rate.
Example
 If the initial investment = $1M and the forecasted benefits are
$200K/year, the pay-back period would be 5 years.
Time period is often expressed in years or years

and months. There is no standard calculation.
504
252

Knowledge
Task How Used
Area
BAPM 3.1 Plan BA Approach To assess how different approaches (and the supported
delivery options) affect the value delivered.
RLCM 5.3 Prioritize Requirements To assess the financial value of a set of requirements and
how the timing of delivery will affect that value.
5.4 Assess Requirements To estimate the financial consequences of a proposed
Changes change.
SA 6.1 Analyze Current State To understand the profitability of the current state and the
financial capability to deliver change.
6.2 Define Future State Estimate the potential financial returns expected from a
proposed future state.
6.3 Assess Risks Understand the potential effect of risks on the financial value
of the solution.
6.4 Define Change Strategy To understand the potential value associated with a change
strategy and evaluate strategies against targets set for return
on investments.
RADD 7.3 Validate Requirements To define the financial benefits associated with requirements.
7.6 Analyze Potential Value To evaluate the financial return of different options and
and Recommend Solution choose the best possible return on investment.
SE 8.5 Recommend Actions to To assess the potential costs and benefits of a change.
505
Exercise – Financial Analysis

Match the terms to their descriptions below
D 1. A budgeting method to calculate the hypothetical annual
A. Discount Rate
yield of an investment.
B. Net Present Value K
(NPV) 2. Cost of acquiring, using, and supporting the solution.
G
C. Financial 3. The length of time for an investment to pay for itself.
H
Calculations 4. Choose solutions based upon their expected net benefit
D. Internal Rate of (planned business value).
return (IRR) J
5. The investment in building or acquiring the solution, plus
E. Value Realization transition costs from the current state to the future state.
A 6. The assumed interest rate used in financial calculations.
F. Return on
Investment (ROI) F 7. Measures net benefits divided by the cost of a change
G. Payback Period initiative.
I 8. Compares different solutions that may realize benefits at
H. Cost-Benefit
Analysis (CBA) different rates over a different time period.
I. Present Value B 9. Estimated future value of a project in terms of present-
day value, taking into consideration the initial investment.
J. Cost of the Change
C 10. Standard ways to quantitatively understand an
K. Total Cost of investment’s value.
Ownership (TCO)
E 11. Benefits realized over some period of time.
506
253
Financial Analysis
Exercise
 Answer the CBAP-CCBA Prep Financial Calculation Practice Questions
found in your handouts.
 Instructor will review the answers.
507
10.34 Process Analysis (1/4)

KA Usage: BAPM, EC, SA, SE
 Provides a way to analyze the efficiency and effectiveness of processes
within the organization and recommend improvements.
Identify
Gaps and Identify Generate Evaluate
Improvement Root Cause Options Options
Areas
Common Methods
 SIPOC
 Value Stream Map
508
254

Example: SIPOC
Pre-Conditions Post-Condition
 Need for a new product  New product ready for beta test
S I P O C
Supplier Inputs Process Outputs Customer

– Requester – Product idea Design & – New product – Engineering
(Product – Product Develop ready for – Sales
development) description Beta testing
Product
– Sales – Product – Pricing
costing
Tools
 Financial analysis tools
 Design software
 Manufacturing tools
509

Example: Value Stream Map (VSM)
510
255
Knowledge
Task How Used
Area
BAPM 3.5 Identify Business To analyze existing business analysis processes and identify
Analysis Performance opportunities for improvement.
Improvements
E&C 4.2 Conduct Elicitation To understand current processes and to identify opportunities
for improvement in those processes.
SA 6.1 Analyze Current State To identify opportunities to improve the current state.
SE 8.4 Assess Enterprise To identify possible opportunities to improve performance.
Limitations
511
10.38 Risk Analysis and Management (1/4)

 Identifies, analyzes, and evaluates risks (uncertainty areas of a project)
that could negatively or positively affect the value of the solution.
 Risk Analysis
– Determining the risk ranking: Probability x Impact
– Example: a Probability of 75% * Impact of 80 = a risk ranking of 60, a medium-
high ranking.
Residual Risk Risk Approaches

The risk remaining after action  Avoid
has been taken or plans have  Transfer
been put in place to deal with  Mitigate
the original risk.  Accept
 Increase
512
256

Example: Risk Register
Residual Risk
Risk Event or Condition / Prob Impact Risk Risk Approach / Risk Risk
# Risk
Consequence (1-5) (1-5) Score Modification Plan Owner Prob. Impact
Level
1 Scheduling classes on new 3 5 15 Mitigate / Parallel test Mary 2 3 6
site fails to work with the ISP’s all changes and keep
new online scheduling current scheduling
services when going live. / services running for 2
This would potentially prevent weeks after going live.
customers from scheduling
classes and sending payment.
2 Database developer not 2 5 10 Avoid / Postpone Julie 0 0 0
available for project. / library phase to a later
This would completely stall the release.
project as he is the only
resource available.
3 ISP goes bankrupt. / 1 5 5 Mitigate / Research Sam 1 3 3
We would have site downtime ISP options and get
of up to a week because we pricing, start- up costs,
don’t have other potential ISPs and time frame.
identified.
513

Knowledge
Task How Used
Area
BAPM 3.1 Plan Business Analysis To assess risks in order to select the proper business
Approach analysis approach.
3.2 Plan Stakeholder To identify risks to the initiative resulting from stakeholder
Engagement attitudes or the inability of key stakeholders to participate
in the initiative.
3.5 Identify Business Analysis To identify and manage potential conditions or events that
Performance Improvements may impact business analysis performance.
E&C 4.1 Prepare for Elicitation To identify, assess, and manage conditions or situations
that could disrupt the elicitation, or affect the quality and
validity of the elicitation results.
4.5 Manage Stakeholder To identify and manage risks as they relate to stakeholder
Collaboration involvement, participation, and engagement.
RLCM 5.3 Prioritize Requirements To understand the risks for the basis of prioritization.
5.4 Assess Requirements To determine the level of risk associated with the change.
Changes
SA 6.1 Analyze Current State To identify risks to the current state.
6.3 Assess Risks To identify and manage risks.
514
257

Knowledge
Task How Used
Area
RADD 7.3 Validate Requirements To identify possible scenarios that would alter the benefit
delivered by a requirement.
7.6 Analyze Potential Value To identify and manage the risks that could affect the
and Recommend Solution potential value of the requirements.
SE 8.2 Analyze Performance To identify, analyze, develop plans to modify the risks, and to
Measures manage the risks on an ongoing basis.
8.3 Assess Solution To identify, analyze, and manage risk, as they relate to the
Limitations solution and its potential limitations, that may impede the
realization of potential value.
8.4 Assess Enterprise To consider risk in the areas of technology, finance, and
Limitations business as appropriate.
8.5 Recommend Actions to To evaluate different outcomes under specific conditions.
515
10.40 Root Cause Analysis (1/3)

 Used to identify and evaluate underlying causes of a problem or situation
by applying a systematic, iterative approach to identifying one or more
root causes that are contributing to the problem or situation.
 Examples:
– Fishbone Diagram: See next slide
– Five Whys: Ask “why” five times to get to the cause of the problem. May be
paired with the fishbone diagram technique.
 May be used for reactive or proactive analysis.
– Reactive analysis identifies the root cause(s) of a current problem for
corrective action.
– Proactive analysis identifies potential problem areas for preventive action.
 Knowing the real source of a problem can lead to more effective solutions.
516
258

Example: Fishbone Diagram
 A cause-and-effect diagram that identifies and organizes potential causes
of a problem using standard categories.
 Each category is broken into sub-causes until the potential root causes
are revealed.
 Further analysis may be done on the causes to validate.
517

Knowledge
Task How Used
Area
BAPM 3.5 Identify Business Analysis To help identify and manage potential conditions or
Performance Improvements events that may impact business analysis performance.
SA 6.1 Analyze Current State To provide an understanding of the underlying causes if

problems in the current state in order to further clarify a
need.
6.3 Assess Risks To identify and address the underlying problem creating a
risk.
RADD 7.1 Specify and Model To model the root causes of a problem as part of
Requirements rationale.
7.5 Define Design Options To understand the underlying cause of the problems
being addressed to propose solutions to address them.
SE 8.2 Analyze Performance To determine the underlying cause of performance

Measures variance.
8.3 Assess Solution To identify and understand the combination of factors and
Limitations their underlying causes that led to the solution being
unable to deliver its potential value.
8.4 Assess Enterprise To determine if the underlying cause may be related to
Limitations enterprise limitations.
518
259
10.46 SWOT Analysis (1/4)

KA Usage: SA, RADD, SE
 Used as a strategic planning tool to evaluate an enterprise’s current
internal and external environment.
 May be performed at any level: entire enterprise, a division, a business
unit, a project, or an individual.
 Generally one page in length
SWOT Elements
Strengths Weaknesses  Internal to the enterprise:
− S = Strengths
SWOT − W = Weaknesses
 External to the enterprise:
− O = Opportunities
Opportunity Threats
− T = Threats
519

SWOT Uses
 Evaluate an enterprise’s current internal and external environment.
 Share context with stakeholders.
 Identify the best options to meet enterprise’s needs.
 Identify potential barriers and determine how to overcome them.
 Redefine plans as new needs arises.
 Identify strengths needed to implement new strategies.
 Develop criteria for evaluating success.
 Identify weaknesses that could undermine
project goals.
 Develop strategies to address any threats.
520
260

Example
 Problem: SWOT Matrix Mortgage applications are taking too long to
process.
Strengths Weaknesses
• Mortgage sales • Mostly manual
Internal personnel are processes or using Internal
experienced. office apps/pdfs.
Analysis • Organization is • Current process has
Analysis
responsive and nimble. numerous hand-offs.
Opportunities Threats
External • Client base is web- • Competition already External
savvy. processing loans
Analysis • COTS packages online. Analysis
available for loan
application and
processing.
521
Knowledge
Task How Used
Area
SA 6.1 Analyze Current State To evaluate the strengths, weaknesses, opportunities, and
threats to the current state enterprise.
6.2 Define Future State To evaluate the strengths, weaknesses, opportunities, and
threats that may be exploited or mitigated by the future state.
6.4 Define Change Strategy To make decisions about which change strategy is
appropriate.
RADD 7.6 Analyze Potential Value To identify areas of strength and weakness that will impact
and Recommend Solution the value of the solutions.
SE 8.4 Assess Enterprise To demonstrate how a change helps the org. maximize
Limitations strengths and minimize weaknesses, and to assess
strategies developed to respond to identified issues.
522
261
SA – Techniques
Exercise: Match the terms to their descriptions.
D 1. Provides a framework for describing the capabilities of an
A. Acceptance and enterprise or part of the enterprise for scoping and planning.
Evaluation Criteria
F 2. A visual model that maps out how the enterprise creates, delivers,
B. Balanced Scorecard and captures value for and from its customers.
C. Benchmarking and M 3. Used as a strategic planning tool.
Market Analysis A 4. Used to assess and compare solutions, designs, and requirements.
D. Business Capability L 5. Used to identify and evaluate underlying causes of a problem.
Analysis
G 6. Explores and models key aspects of a complex decision when
E. Business Case there are a limited number of alternatives.
F. Business Model C 7. Compares enterprise practices to best practices of key competitors.
Canvas J 8. Provides a way to analyze the efficiency and effectiveness of
G. Decision Analysis processes within the organization and recommend improvements.
B 9. To manage enterprise performance through four dimensions that
H. Decision Modeling
provide value to the enterprise.
I. Financial Analysis
H 10. Visually displays the data and knowledge used to make repeatable
J. Process Analysis business decisions in the future.
K. Risk Analysis and I 11. Techniques used to assess the financial attributes of multiple
Management investment options in order to recommend a particular solution.
E 12. Provides business justification for a project or other change
L. Root Cause
Analysis initiative by comparing the benefits and value to the costs.
K 13. Identifies, analyzes, and evaluates events that could negatively or
M. SWOT Analysis
positively affect the value of the solution.
523
Requirements Analysis
and Design Definition
(RADD) – Overview
524
262
Exam Blueprint
CCBA CCBA CBAP CBAP
Knowledge Area
12% 15 14% 17
and Monitoring
18% 23 15% 18
Management
Requirements Analysis
32% 42 30% 36
and Design Definition
N/A N/A N/A N/A
BA Profession*
TOTAL 130 120
exam questions.
525
RADD
Discussion
1. What models have you used to elicit and capture
requirements?
526
263
527
Requirements Analysis and Design Definition

Goals:
 To analyze the need (requirements).
 Create the designs that support the need.
 Explore and analyze solution options and recommend the most effective
option.
In this KA you will…
 Structure and organize requirements discovered
during elicitation activities.
 Specify and model requirements and designs.
 Validate and verify requirements.
 Identify solution options that meet business needs.
 Estimate the potential value for each solution option.
528
264
RADD Tasks
7.2 Verify
7.1 Specify & Requirements & 7.4 Define
Model Requirements
Requirements 7.3 Validate Architecture
Requirements
7.6 Analyze
7.5 Define Potential Value
Design Options & Recommend
Solution
Mnemonic: SEA ROAR

During a sea change, listen to the SEA ROA&R!
529
RADD Overview – Study Table (1/2)
530
265
RADD Overview – Study Table (2/2)
531
RADD Things to Note
&
Activities are done

Includes feasibility and cost-benefit iteratively and
analyses as well as buy vs. build incrementally throughout
recommendations. the initiative.
Modeling: A visual and Specify: Detail

descriptive way to convey requirements and designs to
information using either matrices the appropriate level for
and/or diagrams. further examination.
532
266
RADD Themes
Understand Gray area between

stakeholders requirements and
Alignment between designs
requirements and
designs
Note: Requirements in the

BABOK often refer to both
Focus on Value requirements and designs.
533
RADD Core Concept Model
Analyze needs and recommend solutions that will best

Need meet those needs.
Define the change by transforming elicitation results

Change into requirements and designs.
Model and describe the context using formats

Context understandable to the stakeholders.
Define solution options and recommend the one that

Solution will best meet the need and provide the most value.
Ensure requirements and designs are understandable

Stakeholder to and usable by various stakeholder groups.
Value Analyze potential value of solution options.
534
267
RADD Stakeholders
1. Which stakeholders are Customer

impacted by which Tester Domain
SME
task(s) in RADD?
2. Why do you think it is?

Supplier End User
RADD
Stakeholders
Imple-
Sponsor mentation
SME
Opera-
Regulator tional
Note: Use the BABOK or Study Support
Project
Guide to help you answer the Manager
question.
535
RADD Key Competencies
Conceptual Thinking Problem Solving
Solution
Decision Making
Knowledge
Learning Systems Thinking
Methodology
Visual Thinking
Knowledge
Organizational Written
Knowledge Communication
536
268
RADD Tasks
 Exercise: List the mnemonic and corresponding RADD
tasks below.
Mnemonic RADD Tasks
S Specify and Model Requirements
E VErify Requirements
A VAlidate Requirements
R Define Requirements ARchitecture
O Define Design Options
A&R Analyze Potential Value and Recommend

Solution
Tip: Hear the Sea Roar!
537
RADD
7.1: Specify and Model
Requirements
538
269
7.1: Specify and Model Requirements (1/9)

Purpose
 To transform elicitation results into actual Representations
requirements and designs by refining them
through analysis and synthesis. A tangible business
deliverable resulting
Notes: from clarifying either
 Requirements and designs are both modeled the need
and specified. (requirements) or the
solution (designs).
 Requirements: Focus is on understanding
the need.
 Design: Focus is on a solution.
 Requirements and designs refer to all Specify
requirement types and classifications. To state clearly,
 There is no element relating to specifying explicitly or in detail.
requirements, only modeling them.
539

Overview
7.1: Specify and Model Requirements
1. Model requirements
4.2, 4.3 7.1
2. Analyze requirements
Elicitation Requirements
Results 3. Represent requirements and attributes (specified
(any state) 4. Implement the appropriate levels of and modeled)
abstraction

and Tools  Modeling notations/standards
 Modeling tools
 Requirements life cycle management
tools
540
270

Task using Output: Requirements (Specified and Modeled)
 Why do verify and validate 7.1 Requirements

(Specified and
requirements need specified Modeled)
and modeled requirements as
an input?
RADD
7.2 Verify
Requirements
7.3 Validate
Requirements
541

7.1.4.1 Model Requirements
 Analyze, synthesize, and refine elicitation results into requirements and
designs.
 When the focus is on understanding the need, the outputs are referred
to as requirements.
 When the focus is on a solution, the outputs are referred to as designs.
 There are 2 types of models:

– Matrices: Table with rows and columns Model
– Diagrams: A pictorial, visual
representation of the requirement or A representation of reality that
design supports communication,
confirmation, and understanding
of requirements and designs.
542
271

7.1.4.1 Model Requirements (continued)
Categories Acronym: RAP CD
Category Description Examples

• Decision Models • Root Cause Analysis
Shows the reason for the
Rationale change (the “why”).
• Business Model Canvas Models
• Business Rules Analysis • Scope Models
Activity Shows the sequence of • Process Models • Use Case Models/
Flow events. • User Stories Scenarios
Shows relationships between
or among groups of • Roles and Permissions • Stakeholder List
People and
stakeholders, roles they Matrix (e.g., RACI) • Personas
Roles perform, their relationship to • Organizational Models
the change, or authority levels.
• Functional
Focuses on features and • Business Capability
Capability functions of the solution. Models
Decomposition
• Prototypes
Shows the relationships of • Data models (e.g., Entity • State Diagrams
Data and
pieces of information to each Relationship Diagram) • Data Flow Diagrams
Information other and to the solution. • Data Dictionaries • Glossaries
543

7.1.4.2 Analyze Requirements
 Break requirements into their components until the appropriate level of
detail is specified so that we can examine them.
 Requirements may be decomposed to identify:
– What needs to change?
– What needs to be included that exists today?
– What cannot be changed?
– Are there unnecessary or redundant components?
– What are the assumptions and constraints related to the components?
544
272

7.1.4.3 Represent Requirements and Attributes
 Represent (document) requirements and designs at an appropriate level
of detail for shared understanding, categorize requirements, and select
the appropriate attributes to help manage the requirements.
Attributes
Provides useful
management
information about
requirements, such
as their relative
priority, source,
status, stability, etc.
Note: Attributes are planned during BAPM, captured

during E&C, managed in RLCM, and represented in RADD.
545

7.1.4.4 Implement the Appropriate Levels of Abstraction
 Provide the appropriate levels of abstraction needed by the various
stakeholders.
 Different stakeholders may want different “views” of the representations
(the models of the requirements and designs).
Abstraction
Refers to the level of
detail provided to the
various stakeholders.
546
273

Exercise: Name a model category (RAP CD) for each example.
Model
Description
Category
1. Models that focus on features and functions of the solution
using prototypes and functional decomposition. Capability
2. Models that help determine the reason for the change such as
a fishbone diagram or business rules analysis. Rationale
3. Models that exchange information within an enterprise or
Data &
solution and use data models, data flow diagrams, and data
Information
dictionaries.
4. Models that show the relationships between or among groups
of stakeholders, the roles they perform, their relationship to the People &
change, or their authority levels. Includes RACI diagrams, Roles
organizational models and stakeholder lists.
5. Models that illustrate the sequence of events such as process Activity
models and use cases with scenarios. Flow
Review 7.1.4.1 in the BABOK or Study Guide.
547
RADD
7.2: Verify
Requirements
548
274
7.2: Verify Requirements (1/8)

Purpose
 Describes the work needed to ensure that the specifications

for both requirements and designs meet quality standards and
represent an output that stakeholders can use.
 Verification confirms the documented requirements are:
– Ready for review by stakeholders to validate what they want and need.
– Complete and provide all the inputs needed to begin construction.
– Easily understood by each stakeholder audience that reviews them
– Accurately represents reality.
– Following agreed-upon notation.
– “Fit for use,” meaning they follow quality standards (this does not
mean; however, that they will work when implemented).
549

Overview
7.2: Verify Requirements
7.1 1. Characteristics of requirements and

designs quality 7.2
Requirements
Requirements
(specified and 2. Verification activities
(verified)
modeled) 3. Checklists
Guidelines  Requirements life cycle management

and Tools tools
550
275

Task using Output: Requirements (Verified)
Why does approve requirements need 7.2 Requirements

verified requirements as an input? (verified)
RLCM
5.5 Approve
Requirements
551
7.2: Verify Requirements (4/8) Acronym: FAC CUP CUT

7.2.4.1 Characteristics of Requirements and Design Quality
Characteristic Description
Realistic and possible to implement within technical, business, and project
 Feasible constraints (risk, budget, and schedule).
 Atomic Self-contained and independent; broken down to its lowest level.
Provides appropriate level of detail for upcoming work. “Complete” varies
 Complete depending on the approach taken and methodology used.
Aligns with stakeholder needs, doesn’t conflict with or contradict other
 Consistent requirements / designs, and the level of detail is similar to other like
requirements.
Documentation is understandable to all who read it, leading to only one
 Unambiguous interpretation.
Each verified requirement has been compared to all other requirements and
 Prioritized ranked in order of importance.
Contains no extraneous and unnecessary content, contains only what is
 Concise needed for understanding.
 Understandable Uses common terminology the audience understands.
 Testable It can be verified that the requirement has been fulfilled.
552
276
7.2: Verify Requirement (5/8)

Note: Verification doesn’t just happen
at the end of analysis; it is done
7.2.4.2 Verification Activities iteratively throughout the effort.
Completeness • Ensure requirements and designs are

Checks documented and details are complete.
• Compare requirements against related

Comparison Checks models and other documentation to ensure
consistency between them.
• Check for correct use of templates, forms,

Correctness Checks and/or modeling notation.
• Check against organizational and BA

Compliance Checks performance standards to ensure
appropriate tools and techniques are used.
• Ensure terms are used consistently and are

Terminology Checks understandable to all.
Examples to Clarify • Use examples for clarification as needed.
553

7.2.4.3 Checklists
 Use checklists for quality control when verifying requirements
and designs.
 Benefits:
– Promotes standardization and quality control.
– Ensures items identified as being important are included in the final
requirements deliverables.
– Provides for a consistent approach and
outcomes.
– Ensures the verification process is followed.
554
277

Exercise: Identify the quality characteristic the requirement
violates.
Requirement Quality Characteristic
1. The database shall store the last seven years of • Not atomic
tax information and five years for non-tax • Not concise
information. • Not understandable
• Has design in it
2. The system must generate a batch end report and • Not atomic
a discrepancy report when a batch report is • Not concise
aborted
3. The system shall be easy to use with minimal • Ambiguous
training. • Untestable
4. The system shall be installed with no disruption to • Not feasible
production. • Not understandable
• Ambiguous
555

Exercise: Identify the verification activity for each description
Description Verification Activity

1. Ensuring business analysis performance standards Compliance Check
are followed.
2. Ensuring all words and acronyms are used Terminology Check
consistently and understandable to all stakeholders.
3. Verify that the requirements and all related elements Comparison Check
(model, etc.) reference the same information.
4. Ensuring all templates, forms, and/or modeling Correctness Check
notation are used appropriately.
5. Using models to further understanding. Examples to Clarify
6. Ensuring requirements and designs are documented Completeness Check
and detailed to the appropriate level.
Refer to 7.2.4.2 BABOK or Study Guide as needed.
556
278
RADD
7.3: Validate
Requirements
557
7.3: Validate Requirements (1/7)

Purpose
 To ensure all requirements and designs align to business
requirements.
Validated
Requirements
Goals Requirements that are
valuable to the
 Ensure stakeholder, solution, and organization and support
transition requirements align to the business goals and
business requirements. objectives. They can be
traced back to the goals
 Ensures designs satisfy requirements and objectives they
support and are in
scope.
558
279

Overview
7.3: Validate Requirements
7.1 1. Identify assumptions

2. Define measurable evaluation criteria 7.3
Requirements
Requirements
(specified and 3. Evaluate alignment with solution (validated)
modeled) scope
 6.2 Business objectives

and Tools  6.2 Potential value
559

Tasks Using Output: Requirements (Validated)
How might these tasks utilize 7.3 Requirements

(validated)
this output?
RADD SE
8.1 Measure
7.5 Define
Solution
Design Options
Performance
560
280

Elements
 7.3.4.1 Identify  7.3.4.2 Define Measurable

Assumptions Evaluation Criteria
– Identify assumptions about the – Define the evaluation criteria
proposed value and benefits of used to evaluate how
a solution. successful the change has
– Some assumptions may be a been after the solution is
risk and should be managed implemented.
as such. – Note: Expected benefits may
have been defined as part of
the future state.
561

7.3.4.3 Evaluate Alignment with Solution Scope
 Ensure requirements provide value and align with the solution scope.
• If a requirement is not approved as part of the

What if they don’t solution scope – eliminate it.
align? • If a requirement does not provide value to
stakeholders – eliminate it.
What if there is a • Evaluate the future state to see if something is

missing. If so, validate the requirement and update
mismatch between a the solution scope.
requirement and future • Evaluate the requirement/design. If it does not
state? belong in the future state – eliminate it.
What if there is a • Evaluate the requirement to ensure correct

mismatch between the understanding.
design and • If wrong, correct the requirement or change the
requirement? design to meet the requirement.
562
281

Exercise: Answer the following questions.
1. What two tasks can define the evaluation criteria used to

evaluate how successful the change has been after the
solution is implemented.
– Define future state
– Validate requirements
2. What assumptions might we have while validating

requirements?
– Assumptions about the value of the requirement or solution
– Assumptions around the business need the requirement fulfills.
– Assumptions about the customer or stakeholder response to the new
product or solution.
Review 7.3.4.1 7.3.4.2 in the BABOK or Study Guide as needed.
563

3. If there is a mismatch between the requirement and the
future state, what should you do?
– Evaluate future state to see if something is missing. Update the
solution scope if needed.
– Evaluate the requirement/design and eliminate it if it does not belong
in the future state.
4. If there is a mismatch between the design and the

requirement, what should you do?
– Evaluate the requirement to ensure the requirement was understood
correctly.
– If requirement is incorrect, correct it.
– If the requirement is correct, change the design.
564
282
RADD
7.4: Define
Requirements
Architecture
565
7.4: Define Requirements Architecture (1/8)

Purpose
 To ensure all requirements and designs make sense as a whole and
support each other to meet the objectives.
Requirements architecture helps:

 Understand how requirements and design pieces fit together.
 Determine which models are most appropriate for the domain,
solution scope, and audience.
 Provide different views for different audiences. Requirements
Architecture
 Make trade-offs while ensuring that the set of
requirements meets the business objective(s). The structure
(interrelationships) of all
the requirements of a
change.
566
283

Overview
Requirements 7.4: Define Requirements Architecture
(any state)
1. Requirements viewpoints & views
3.4 2. Template architectures
7.4
Information 3. Completeness Requirements
Management 4. Relate & verify requirements Architecture
Approach relationships
5. Business analysis information
6.4 Solution architecture
Scope
 Architecture management software

Guidelines
and Tools
 Methodologies and frameworks
567

Tasks Using Output: Requirements Architecture
 How might these tasks utilize
7.4 Requirements
this output? Architecture
RLCM RADD
7.1 Specify and

5.3 Prioritize
Model
Requirements
Requirements
5.4 Assess
7.5 Define Design
Requirements
Options
Changes
568
284

7.4.4.1 Requirements Viewpoints and Views
 Viewpoint
– A set of conventions for how requirements and designs are represented,
how the representations are organized, and how they relate.
– The way requirements and designs are modeled (e.g. a process viewpoint,
a data viewpoint, an interaction viewpoint, audit and security, and business
models., etc.)
 View
– Various ways requirements and designs are
organized and presented to different
stakeholders.
– The set of views for a stakeholder group are
chosen from the viewpoints.
 Requirements Architecture
– A collection of views.
569

Elements
7.4.4.2 Template Architectures
 Select and leverage architectural frameworks (a collection of standard
viewpoints across the industry, sector, or organization) as a starting point
in defining the organization’s architecture.
7.4.4.3 Completeness
 Ensure the set of requirements are complete, cohesive, consistent, and
understood by the intended audience. No requirements should be missing.
Requirements architecture helps identify any gaps in the requirements.
570
285

7.4.4.4 Relate and Verify Requirements Relationships
 Review each relationship to ensure the relationship satisfies

the following quality criteria:
 Defined: both the relationship and the type of relationship are
described.
 Necessary: the relationship is needed in order to understand the
requirements as a whole.
 Correct: the relationship has the described elements.
 Unambiguous: all the relationships are clearly linked and consistent.
 Consistent: relationships are stated in the same language as
defined in the viewpoints.
571

7.4.4.5 Business Analysis Information Architecture
 Define the business analysis information architecture.
– The type of architecture should be defined in plan business analysis
information management task in BAPM.
– Information architecture is a subset of the overall requirements
architecture.
– It defines relationships between requirements, designs, types of
models, and elicitation results.
572
286

Exercise: Match the term on the left to its description.
D 1. The relationship is needed to understand the
A. Consistent requirements as a whole.
B. Correct F 2. All the relationships are linked clearly and
consistently.
C. Defined B 3. Relationships have the described elements.
D. Necessary G 4. Requirements and designs from a specific
viewpoint for a particular audience.
E. Requirements C 5. Both the relationship and the type of relationship
Architecture is described.
F. Unambiguous A 6. The relationships are described using the same
language as defined in the viewpoints.
G. Views H 7. A set of conventions for how requirements and
H. Viewpoint designs are represented, how the representations
are organized, and how they relate.
E 8. A collection of views.
Review 7.4.4.1 & 7.4.4.4 in the BABOK or Study Guide.
573
RADD
7.5: Define Design
Options
574
287
7.5: Define Design Options (1/9)

Purpose
 To describe the work needed to define alternatives to best

describe the future state that will optimally satisfy the set of
requirements defined in the previous task.
 Includes:
– Define the solution approach.
– Identify opportunities to improve the business.
– Allocate requirements across solution components.
– Represent (design) options to reflect the desired
future state.
575

Overview
5.3
Requirements
(prioritized)
6.4 Change
7.5: Define Design Options
Strategy
1. Define solution approaches 7.5
2. Identify improvement opportunities Design
7.3 3. Requirements allocation Options
Requirements 4. Describe design options
(validated)
7.4
Requirements
 5.1 Requirements (traced)
Architecture
 6.2 Future state description
Guidelines  6.4 Solution scope
and Tools  Existing solutions
576
288

Tasks using Output: Design Options
7.5 Design
Options
SA RADD
7.6 Analyze
6.4 Define Potential Value
Change Strategy and Recommend
Solution
How might these tasks need this output?
577

7.5.4.1 Define Solution Approaches
Determine whether the solution components will be:

 Created (built).
 Purchased (bought).
 Combination of both.
Also consider the integration needs
between all the components.
Solution Approach: Detailed

tactics and methods to reach the
desired future state. Think “buy”,
“build”, or a “combination of both.”
578
289

7.5.4.1 Define Solution Approaches (continued)
Approach Description Example
Create Solution components that are A company’s entire General Ledger
assembled, constructed, or software needs to be replaced,
(Build)
developed (a custom solution), accounting processes need improving,
which would improve efficiencies and there needs to be some new custom
and remove gaps in the current software to support those processes.
state. This solution can be to - or -
enhance an existing solution.
New functionality is added to the existing
software to accommodate a new
regulation.
Purchase Solution components (products If the entire General Ledger system
or services) that are obtained by needs replacing, procure an “off the
(Buy)
purchasing or leasing it. This shelf” package if one meets most
includes products owned by a business needs.
third party.
Combination Often organizations will purchase Purchase the General Ledger package
software and customize portions but customize the chart of accounts.
of it to meet their proprietary
needs.
579

7.5.4.2 Identify Improvement Opportunities
 Identify ways to improve business operations such as:
– Increase efficiencies.
– Improve access to information.
– Identify any additional capabilities that could provide potential value
and be supported by the solution.
580
290

7.5.4.2 Identify Improvement Opportunities (continued)
Improvement
Description
Opportunity
Increased Determine ways to increase efficiencies by
Efficiencies • Improving the workflow by removing unneeded steps or approvals.
• Reducing either the time it takes to complete a task or the time to
complete all the tasks in a process.
• Automating steps in a process.
• Reducing duplication of tasks.
• Reducing the number of people it takes to complete a task.
Increased Allow people who interface directly or indirectly to customers
Access to greater access to information in order to reduce the need for
Information specialists.
Additional These capabilities can have potential value for stakeholders even
Capabilities if they are not immediately needed.
Example: A software package may have features that are not
needed but will be once other initiatives are in place which will
enable the organization to take advantage of such capabilities.
581

Elements
7.5.4.4 Describe Design

Options
7.5.4.3 Requirements Investigate and develop design
Allocation options that align to future state.
Things to include:
Determine when requirements will
be developed and assign them to  Business policies and business rules
solution components and  Business processes
releases. Allocation
 Affected stakeholders
 Operational business decisions
Assigning requirements to
various solution components  Software applications
and/or releases in order to  Organizational structures
maximize value.
582
291

Question Answer
1. What are three possible – Create
solution approaches? – Purchase
– Combination
2. What are three examples of – Increase efficiencies.

improvement opportunities – Improve access to information.
– Identify additional capabilities.
listed in the BABOK?
3. What are some design – Business policies and business rules
– Business processes
elements to consider when
– Affected stakeholders
developing design options? – Operational business decisions
– Software applications
– Organizational structures
Review 7.5.4.1, 7.5.4.2 and 7.5.4.4 in the BABOK or Study Guide.

583
RADD
7.6: Analyze
Potential Value and
Recommend Solution
A&R
584
292
7.6: Analyze Potential Value & Recommend Solution

Purpose
 Estimate the potential value of each design option defined in

the previous task.
 Recommend the option that best meets the business
requirements of the enterprise.
585

Overview
7.6: Analyze Potential Value and

6.2 Potential Recommend Solution
Value
1. Expected benefits 7.6
2. Expected costs Solution
3. Determine value Recommen-
4. Assess design options and dation
7.5 Design recommend solution
Options

and Tools
 6.3 Risk analysis results
586
293

Task using Output: Solution Recommendations
Why does define change strategy task
need solution recommendations as a 7.6 Solution
Recommendations
guideline?
SA
6.4 Define
Change Strategy
587

7.6.4.1 Expected Benefits
 Describe the positive value that a solution is intended to
deliver to stakeholders.
 Notes:
– Benefits are determined based on the analysis of the benefit that
stakeholders desire and the benefit that is possible to attain.
– Value can include financial benefits, risk avoidance, compliance
(internal or external), improved user experience, or any other positive
outcome.
– Expected benefits can be for a single requirement or a set of
requirements and may be realized over time.
588
294

7.6.4.2 Expected Costs
 A cost is a negative value associated with a solution. It includes
the cost to acquire, implement, and support the solution, as well
as resources needed. It also may include opportunity costs.
Costs Description
Schedule and effort Timeline and cost for acquiring and implementing the solution.
Support Includes maintaining and/or operating the solution.
Purchase and/or
The cost to acquire or develop the solution through implementation.
implementation
Resources Includes physical, human, and information resources.
Value of other effort(s) if resources had been devoted to another
Opportunity Costs alternative. It equals the value of the best alternative that was not
selected.
589

7.6.4.3 Determine Value
 Value can be positive (benefits exceed costs) or negative (costs exceed
benefits). The BA must look at the potential value to individual
stakeholders and to the enterprise (weighted more heavily).
Potential Value
Relationship of costs to
benefits, either positive
or negative.
590
295

7.6.4.4 Assess Design Options and Recommend Solution
 Determine the value of each component, rearrange the
solution components, and look at the cost/benefit ratios
of the various composites.
Considerations Each design option should consider these constraints:

Available If there are not enough available resources, the BA should consider
Resources developing a business case for more resources.
Regulatory or legal constraints might set the priority of the
Other Constraints
requirements.
Dependencies
High-priority components may have to wait until other capabilities
between
have been developed.
Requirements
Relationships with
The better the relationship, the fewer the unknowns.
Proposed Vendor
Other Factors Includes corporate culture, available cash, and sufficient cash flow.
591

1. What are some examples of expected costs?
– Schedule and effort
– Support
– Purchase and/or implementation
– Resources
– Opportunity
2. What are some factors to consider when analyzing potential value?
– Available Resources
– Other Constraints
– Dependencies between Requirements
– Relationships with Proposed Vendor (if any)
Review 7.6.4.2 and 7.6.4.4 in the BABOK or Study Guide as needed

592
296
Requirements Analysis and Design Definition

593
RADD – Techniques
594
297
RADD Techniques (1/2)

 10.1 Acceptance & Evaluation Criteria  10.16 Decision Analysis
 10.2 Backlog Management  10.17 Decision Modeling
 10.4 Benchmarking & Market Analysis  10.18 Document Analysis
 10.5 Brainstorming  10.19 Estimation
 10.6 Business Capability Analysis  10.20 Financial Analysis
 10.7 Business Case  10.21 Focus Groups
 10.8 Business Model Canvas  10.22 Functional Decomposition
 10.9 Business Rules Analysis

  10.23 Glossary
 10.11 Concept Modeling

  10.24 Interface Analysis
 10.12 Data Dictionary

  10.25 Interviews
 10.13 Data Flow Diagrams

  10.26 Item Tracking
 10.15 Data Modeling

  10.27 Lessons Learned

595
RADD Techniques (2/2)

 10.28 Metrics & KPIs  10.43 Stakeholder List, Map, or
Personas
 10.29 Mind Mapping
 10.30 Non-functional Requirements

 10.44 State Modeling

Analysis  10.45 Survey/Questionnaire
 10.32 Organizational Modeling  10.46 SWOT Analysis
 10.35 Process Modeling
  10.47 Use Cases and Scenarios

 10.36 Prototyping  10.48 User Stories

 10.37 Reviews  10.49 Vendor Assessment
 10.38 Risk Analysis & Management  10.50 Workshops
 10.39 Roles & Permissions Matrix
 10.41 Scope Modeling

 10.42 Sequence Diagrams

596
298
10.9 Business Rules Analysis (1/4)

KA Usage: BAPM, EC, RLCM, RADD, SE
 Used to identify, express, validate, refine, and organize

business rules.
Business Rule
Operating principles or self-
imposed constraints that apply
across all projects and
systems. They transcend
requirements.
Business rules serve as criteria

for guiding behavior, shaping
judgments, and/or making
decisions.
597

Sources Basic Principles
– Use standard business
 Explicit Sources: vocabulary.
– Policies – Express them separately from how
– Regulations they will be enforced.
– Define them at the atomic level
– Contract
and in declarative format.
 Tacit Sources: – Separate the rules from processes
they support or constrain.
– Stakeholder know-how
– Map them to decisions the rule
– Generally accepted practices supports or constrains.
– Cultural norms – Maintain them in a manner such
that they can be monitored.
Note: Business rules should be expressed – Adapt the rules as needed as
and managed independently of any business evolves over time.
implementation technology!
598
299

Elements
 Definitional Rules: Shapes concepts, produces knowledge, or provides
information. Determines how information is derived, inferred, or
calculated.
– Definition example:
– A deposit account is a financial instrument that pays a certain sum of money
based on certain conditions.
– Calculation example:
– Deposits less withdrawals * interest = account balance.
 Behavioral Rules. May force, prevent or provide guidelines for

behavioral actions. Enforced through enterprise policies.
– Examples:
– Only a customer on file and authorized on a particular account can withdraw
money from that account.
– If a customer maintains a balance of $25,000 in a credit account, then waive
monthly maintenance fee.
599

Knowledge
Task How Used
Area
BAPM 3.2 Plan Stakeholder To identify stakeholders who were the source of the business
Engagement rules.
E&C 4.2 Conduct Elicitation To identify the rules that govern decision in an organization
and that define, constrain, or enable organizational
operations.
RLCM 5.1 Trace Requirements To trace business rules to requirements that they support, or
rules that support requirements.
5.2 Maintain To identify business rules that may be similar across the
Requirements enterprise in order to facilitate reuse.
5.4 Assess Requirements To assess changes to business policies and business rules
Changes and develop revised guidance.
RADD 7.1 Specify and Model To analyze business rules so that they can be specified and
Requirements modeled alongside requirements.
SE 8.3 Assess Solution To illustrate the current business rules and the changes
Limitations required to achieve the potential value of the change.
600
300
10.11 Concept Modeling (1/3)

KA Usage: EC, SA, RADD
 Provides a way to organize business vocabulary. Enables

groups of participants to communicate a shared
understanding of a concept and to efficiently collaborate to
develop the concept further.
 Elements
− Noun concepts: Core information
− Verb Concepts: Structural
connections
− Other Connections:
Categorizations, classifications,
partitive (whole-part), connections,
and roles.
601
10.11 Concept Modeling (2/3)

Example
602
301
10.11 Concept Model (3/3)

Knowledge
Task How Used
Area
E&C 4.2 Conduct Elicitation To identify key terms and ideas of importance and define the
relationships between them.
SA 6.1 Analyze Current To capture key terms and concepts in the business domain and
State define the relationships between them.
RADD 7.1 Specify and Model To define terms and relationships relevant to the change and
Requirements the enterprise.
603
10.12 Data Dictionary (1/2)

KA Usage: RADD
 Provides standardized definitions of data elements to enable common
interpretations of those elements between solutions and stakeholders.
Primitive Data Elements Data Element 1 Data Element 2 Data Element 3

Name First Name Middle Name Last Name
Name referenced by data
elements
Alias Given Name Middle Name Surname
Alternate name referenced
by stakeholders
Value/Meanings Min 2 characters Can be omitted Min 2 characters
List of acceptable values
Description First Name Middle Name Family Name
Definition
Composite
Uses data elements to build
Customer Name: First Name + Middle Name + Family Name
composite structures (Sequence,
repetitions or optional elements)
604
302
10.12 Data Dictionary (2/2)

Knowledge
Task How Used
Area
RADD 7.1 Specify and Model To record details about the data involved in the change.
Requirements Details may include definitions, relationships with other data,
origin, format and usage.
605
10.13 Data Flow Diagrams (1/3)

 Shows how the data flows into the system, what activities process the
data, and if the resulting outputs are stored within the system or utilized by
an external entity.
Level 0: Represents the entire system (aka context diagram).
Level 1: Shows the transformation processes related to input data, output

data, and data stores.
Level 2, 3, etc.: Breaks down major processes from level 1 to define

additional flows and stores.
Logical DFD: Represents the future (aka “essential”) state. Focuses on

data transformation that needs to occur regardless of current physical
limitations.
Physical DFD: Models all of the data stores, forms, printers, devices, and
all other manifestations of the data in either the current or future state.
606
303
10.13 Data Flow Diagram (2/3)

Example
1
External Agent
Data Flows
Process
Data Store
Study Tip: Know how to read the notation for all models. You may be given a picture of a model
on the exam and you will need to know how to read the notation in order to answer the questions.
607
10.13 Data Flow Diagram (3/3)

Knowledge
Task How Used
Area
RLCM 5.2 Maintain To identify information flow that may be similar across the
Requirements enterprise in order to facilitate reuse.
RADD 7.1 Specify and Model To visualize data flow requirements.

Requirements
608
304
10.15 Data Modeling (1/5)

KA Usage: EC, RLCM, RADD
 Describes the data important to the business. Visually represents data
structures, relationships between structures, and detailed data attributes
or facts within the structures.
 Metadata: Describes what the entities represent, when and why they
were created or changed, how they should be used, how often they are
used, when, and by whom.
609

Variations of Data Models
Conceptual
• Describes the data and its relationships from a business
perspective.
• Provides a venue for consistent terminology and understanding.
• Is independent of any solution or technology.
Logical
• Provides a lower level of detail about the data and employs the
rules of normalization to manage the integrity of the data and its
relationships.
• Is typically associated with solution design.
Physical
• Describes how the database is physically organized and
addresses concerns like performance, concurrency, and
security.
610
305

Entity Relationship Diagram
Building Office Entity
Houses
building ID office number
building address office size
building city Is housed in building ID Attributes
one or be
Relationship or more occupied
association by
occupy zero or more
Resume Person
resume number Publicizes person id
person id person last name
resume text Is publicized office number
through
zero or One and

one only one
Study Tip: Know how to read the notation for all models. You may be given a picture of a model on the exam and
you will need to know how to read the notation in order to answer the questions.
611

Class Diagram
Building Office Entity
Houses
Building ID 0..* Office number
1..1 Is housed in Office size
Building address Attributes
Building city Building ID
One or
more
1..* Be occupied by
Relationship or
association Zero or
One and Occupy 0..* More
only one
Resume Person
Publicizes
Resume number 1..1 Person ID
Person ID 0..2 Is publicized Person last name
Resume text through Office number
Zero to two
Study Tip: Know how to read the notation for all models. You may be given a picture of a model on the exam and
you will need to know how to read the notation in order to answer the questions.
612
306

Knowledge
Task How Used
Area
E&C 4.2 Conduct Elicitation To understand entity relationships during elicitation.
RLCM 5.2 Maintain Requirements To identify data structure that may be similar across the
enterprise in order to facilitate reuse.
RADD 7.1 Specify and Model To model requirements to show how data will be used to
Requirements meet stakeholder information needs.
7.4 Define Requirements To describe the requirements structure as it relates to data.
Architecture
613
10.23 Glossary (1/2)

KA Usage: RADD
 Defines key terms important to the business to get stakeholder consensus
about the terminology within a particular domain.
Include a term when:
 it is unique to a domain.
 there are multiple definitions.
 there are definitions implied outside of
the term’s common use.
 there is a reasonable chance of
misunderstanding.
Note: Definitions should be clear,

concise, and brief; acronyms should
be spelled out.
614
307
10.23 Glossary (2/2)

Knowledge
Task How Used
Area
RADD 7.1 Specify and Model To model requirements in order to identify constituent parts
Requirements of an overall complex business function.
615
10.30 Non-functional Requirements Analysis (1/4)

KA Usage: RADD, SE
 Defines the environmental conditions or qualities under which the
solution must remain effective and specifies the criteria used to judge
the operations of the system rather than the specific behaviors
(functional requirements) of the system.
616
308

Non-functional Categories
• Degree to which the solution is operable and
Availability accessible.
• Constraints placed on a solution to meet
Certification industry standards.
• Ability of the solution to meet regulatory,
Compliance financial, or legal constraints.
• Degree to which the solution works with other
Compatibility components.
• Ability of a solution to incorporate new
Extensibility functionality.
• Degree to which the solution’s functions meet
Functionality the stakeholder needs.
• Includes languages, laws, currencies, cultures,
Localization spellings.
• Ease the solution can be modified, improved,
Maintainability or adapted.
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Non-functional Categories (continued)
Performance • Degree to which a solution’s performance
Efficiency functions with a minimum amount of resources.
• Ease and ability of the solution to be transferred

Portability from one environment to another.
• Ability of the solution to function under stated

Reliability conditions within a specified time period.
• Degree to which the solution can scale to handle

Scalability an increase of work.
• Protection from accidental or malicious access,

Security use, modification, destruction, or disclosure.
Service Level • Formal service agreements between IT &

Agreements (SLAs) customers.
Usability • Ease to which a user can learn the system.
618
309
10.30 Non-functional Requirements Analysis(4/4)
Knowledge
Task How Used
Area
RADD 7.1 Specify and Model To define and analyze the quality of service attributes.
Requirements
SE 8.1 Measure Solution To define expected characteristics of a solution.
Performance
619
10.35 Process Modeling (1/7)

 Visually documents how work is performed in an enterprise,
including who does it and how they collaborate.
 Commonly Used Notations
– Flowchart and value stream mapping symbols (VSM)
– Unified modeling language (UML)
– Business process model and notation (BPMN)
– Integrated definition (IDEF) notation and input, guide, output, enabler
(IGOE) diagrams
– SIPOC and value stream analysis
620
310

Key Notation Elements
 Activity. Steps or tasks done to  Role. Person or group involved
accomplish the goal of the in the process.
process.  Flowchart. Displays a sequence
 Event. Initiates, interrupts, or of activities or a swimlane
terminates an activity in a process partitioned by lanes separating
or the process itself. activities in the process by role.
 Directional flow. Indicates the  Business process model and
logical sequence of the workflow. notation (BPMN). Provides
 Decision point. A point in the industry standard modeling notation
process where the work can split for business processes used by
into two or more paths that may technical and business staff.
be exclusive to each other or  Activity diagram. Visually models
concurrent. a use case or use cases. Notation
 Link. Connects process maps. is defined in Unified Modeling
Language (UML).
621
10.35 Process Modeling (3/7) Study Tip: Know how to read the notation for all
models. You may be given a picture of a model
Example: Activity Diagram on the exam and you will need to know how to
read the notation in order to answer the
questions.
Start
Trigger
Activity
Decision
Control Point
Flow
Post
Condition
Guard
Condition
Stop
622
311

Example: Activity Diagram (continued)
 Process activities can occur in parallel
Study Tip: Know how to read the notation for all
Receive
models. You may be given a picture of a model on
Customer ID the exam and you will need to know how to read
Forks and Joins Validate customer
the notation in order to answer the questions.
ID
Update customer
information
Fork
Request order
item
These activities Check item
…as this is
availability
can be
performed
Reserve order Check Credit
item
performed…
Confirm Order
Join
623

Example: Swimlane Process Diagram
Activity Study Tip: Know how to read the notation

for all models. You may be given a picture
of a model on the exam and you will need
to know how to read the notation in order to
answer the questions.
Actors / Roles
Directional Flow
Handoffs
Decision
Point
Time Delay
Pre- Link – Off
defined Page
Process Connector
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312

Knowledge
Task How Used
Area
BAPM 3.1 Plan Business To define and document the business analysis approach.
Analysis Approach
3.2 Plan Stakeholder To categorize stakeholders by the systems that support their
Engagement business processes.
3.3 Plan Business To document the process or method for governing business
Analysis Governance analysis.
3.4 Plan Business To document the process or method for managing business
Information Management analysis information.
3.5. Identify Business To define business analysis processes and understand how to
Analysis Improvements improve those processes.
E&C 4.2 Conduct Elicitation To elicit processes with stakeholders during elicitation
activities.
RLCM 5.1 Trace Requirements To visually show the future state process, as well as tracing
requirements to the future state process.
5.2 Maintain To identify requirements associated with the processes that
Requirements may be available for reuse.
625

Knowledge
Task How Used
Area
SA 6.1 Analyze Current State To describe how work occurs within the current solution.
6.2 Define Future State To describe how work would occur in the future state.
6.4 Define Change To describe how work would occur in the solution scope or
Strategy during the change.
RADD 7.1 Specify and Model To show the steps or activities that are performed in the
Requirements organization, or that must be performed to meet the
desired change.
SE 8.4 Assess Enterprise To illustrate the current business processes and/or

Limitations changes that must be made in order to achieve the
potential value of the solution.
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313
10.41 Scope Modeling (1/3)

KA Usage: BAPM, SA, RADD
 Visually depicts a solution’s scope to help graphically show various
boundaries.
 Type of scope boundaries:
Scope of Scope of Scope of Scope of
Control Need Solution Change
• What is being • Stakeholder • Requirements • Actions to be
analyzed requirements met taken
• Roles and • Value to be • Value delivered • Stakeholders
responsibilities delivered impacted
• Impact of
• Items internal • Functional change • Events that
and external to areas cause or
the organization prevent change
• Organizational
units
627

Example: Process Scope Diagram
Pre-conditions: Post-condition:
 Need for a new product  New product is ready for beta test
 High level description for a new product and review
Design and Develop Product Process

Out of Scope In Scope Out of Scope
Determine Meet with Review

Product Dev. Product Determine
Need
Staff Requirements Pricing
for Product
Conduct
Create Design Sell
Design
Product Product Product
Review
Description
Develop Review Market

Product Product Product
628
314

Knowledge
Task How Used
Area
BAPM 3.1 Plan Business Analysis To determine the boundaries of the solution as an input to
Approach planning and estimating.
3.2 Plan Stakeholder To develop scope models to show stakeholders that fall
Engagement outside the scope of the solution but still interact with it in
some way.
RLCM 5.1 Trace Requirements To visually depict scope, as well as trace requirements to the
area of scope the requirement supports.
SA 6.1 Analyze Current State To define the boundaries of the current state description.
6.2 Define Future State To define the boundaries of the enterprise in the future state.
6.4 Define Change To define the boundaries of the solution scope and change
Strategy scope descriptions.
RADD 7.1 Specify and Model To visually show a scope boundary.
Requirements
7.4 Define Requirements To identify the elements and boundaries of the requirements
Architecture architecture.
629
10.42 Sequence Diagrams (1/2)

KA Usage: RADD
 Used to model the sequence of logic and message flows (i.e., interaction)
that pass between objects in a system to carry out a scenario.
 Sequence diagrams use standard notation defined by the UML (Unified
Modeling Language) specification.
Message Types
 Synchronous call
− The message flow is
sequential, and the
sending object must wait
until a reply is received.
 Asynchronous call
− A flow that allows the
sending object to
continue processing as
other objects are working.
630
315
10.42 Sequence Diagrams (2/2)

Knowledge
Task How Used
Area
RADD 7.1 Specify and Model To specify and model requirements to show how process
Requirements operate and interact with one another, and in what order.
631
10.44 State Modeling (1/3)

KA Usage: RADD
 Used to describe and analyze the various states of one entity within a
system capturing how that entity changes from one state to another and
what can happen to that entity while in each state.
 State diagrams can help discover missing data attributes and processes
involved in the various transitions.
Transition State
An event or other trigger A discrete condition or
that causes an entity to status that an entity/class
move from one state to can occupy. An object of a
another. Business rules class has one and only one
dictate which transitions current state. Business
are valid for which states. rules dictate the states.
632
316

State Diagram
State
Begins work Emp. Is eligible / Employee retires

Offer made /
Accepts job
New Hire Employee Retiree
entry/Candidate Hire entry/Intake New do/Employee
do/Add Employee Employee Retirement
Employee
Recruit terminates Removed
Rejects
(initial state) Event (final state)
offer/
Former Emp.
Non-Hire
do/Terminate
Transition Employee Activities
exit/Archive
Employee
Study Tip: Know how to read the notation for all models. You may be given a picture of a model on
the exam and you will need to know how to read the notation in order to answer the questions.
633

Knowledge
Task How Used
Area
RADD 7.1 Specify and Model To specify the different states of a part of the solution
Requirements throughout a life cycle, in terms of the events that occur.
634
317
10.47 Use Cases and Scenarios (1/6)

KA Usage: RLCM, RADD, SE
 Describes how “actors” interact with a “solution” to

accomplish a business goal and how the solution will support
or respond to relevant events.
– Use Case Diagram. Visually depicts the scope of the solution by
showing interactions between actors and use cases, and the
relationships between the use cases.
– Scenarios. Primary and alternate paths through the use case for
accomplishing the desired goal. Often used interchangeably with the
term “use case.” A scenario is one aspect of a use case narrative; a
use case describes several scenarios.
635

Example: Use Case Diagram
Banking System
Make
Customer Deposit Use Case Customer
Information
System
Transfer Make
Funds Withdrawal
Actors Actors
Teller
System
Associations Reconcile
Balance General Ledger
Transactions
Teller Process
Override Accounting
Boundary Box System
Study Tip: Know how to read the notation for all models. You may be given a picture of a model on
the exam and you will need to know how to read the notation in order to answer the questions.
636
318

Example: Use Case Diagram Relationships (continued)
 Extend: Extended functionality is like alternate path in separate use case.
 Include: Provides access to shared functionality in a separate use case.
Banking System
Make Deposit
Study Tip: Know how to

read the notation for all Make Withdrawal <<include>>
models. You may be
given a picture of a <<include>>
model on the exam and
you will need to know Transfer Funds
how to read the notation
LocateCustomer
Locate Customer
in order to answer the <<include>> Extension Points
questions. Phonetic Search
<<extend>>
(Phonetic Search )
Search Name
Phonetically
637

Example: Use Case Description Components
 Name. The Use Case name, which should be formed like processes with
a verb and noun, such as “Take Order”. A number is optional.
 Goal. A short description of the outcome of a use case.
 Actor(s). The humans, systems, or events that interact in the use case.
 Pre-conditions. The beginning state for the use case to begin.
 Trigger. An event that starts the flow of events in a use case.
 Flow of events. The steps involved in the use case, including the Primary
Flow, Alternate Flow(s), and Exception Flow(s).
 Post-conditions. The new state that is true when a use case ends.
638
319

Example: Use Case Description
Number & Name: UC 100 – Make Deposit Alternate Flow A: Pre-condition:
Actors: Teller Account number entered is not valid
Pre-conditions: Teller is logged in; system is available; 1. System displays “account number
deposit UI is displayed not found” message
Post Conditions: Account record is updated 2. System launches a search on name
3. System displays all close matches
Primary Flow 4. Teller selects customer name…
5. . . .
1. Use case starts when teller enters 6. Return to primary flow step 3
account number
2. The system checks account number
Alt A1: Account number entered is invalid
3. Teller enters deposit amount Exception Flow E1: Pre-condition:
4. System performs reasonability check teller cancels transaction at any point
5. System adds deposit amount … 1. If the deposit has been credited to
6. System updates transaction file… the account, System reverses the deposit
7. The system notifies teller of successful 2. System displays “transaction cancelled”
completion message
3. Exit use case
(Post-condition 1) (No Post-condition)
639

Knowledge
Task How Used
Area
RLCM 5.2 Maintain Requirements To identify a solution component that may be utilized by more
than one solution.
RADD 7.1 Specify and Model To model the desire behaviour of a solution, by showing user
Requirements interactions with the solution, to achieve a specific goal or
accomplish a particular task.
SE 8.1 Measure Solution To define the expected outcomes of a solution.
Performance
640
320
10.48 User Stories (1/2)

 User stories capture a small statement of functionality or quality that
represents “value” to a stakeholder.
User stories can be used to:

 Help prioritize development. User Story Card
 Provide a basis for estimating and
planning solution delivery.
 Generate user acceptance tests.
 Define metrics and trace related
requirements.
641
10.48 User Stories (2/2)

Knowledge
Task How Used
Area
RLCM 5.2 Maintain Requirements To identify requirements associated with the story that may
be available for reuse.
RADD 7.1 Specify and Model To specify requirements as a brief statement about what
Requirements people do or need to do when using the solution.
642
321
RADD Techniques
Match the terms to the statements below.
Exercise C 1. Provides standardized definitions of data elements.
G 2. Defines the environmental conditions or qualities under which
A. Business Rules Analysis the solution must remain effective.
B. Concept Modeling J
3. Models the sequence of logic and message flows.
B Provides a way to organize business vocabulary.
C. Data Dictionary 4.
L 5. Describes how “actors” interact with a “solution.
D. Data Flow Diagrams
D 6. Shows how data flows into, out of, and is processed by a
E. Data Modeling system.
F. Glossary H 7. Visually documents how work is performed in an enterprise.
A 8. Guides behavior, shaping judgments, and/or making
G. Non-Functional Req.
decisions.
H. Process Modeling M 9. Captures small statements of functionality that represent
I. Scope Modeling “value” to a stakeholder.
F 10. Defines key terms to get stakeholder consensus about the
J. Sequence Diagrams terminology within a particular domain.
K. State Modeling I 11. Graphically shows the extent of a solution and/or project work.
L. Use Cases & Scenarios E 12. Visually represents data structures, relationships between
structures, and detailed data attributes within the structures.
M. User Stories K 13. Describes the various states of an entity within a system.
643
RADD and SE Review

644
322
Solution Evaluation
(SE) – Overview
645
Exam Blueprint
CCBA CCBA CBAP CBAP
Knowledge Area
12% 15 14% 17
and Monitoring
18% 23 15% 18
Management
32% 42 30% 36
Design Definition
N/A N/A N/A N/A
BA Profession*
TOTAL 130 120
exam questions.
646
323
Solution Evaluation
Discussion
1. Have any of you had to review a solution that was already

implemented to make sure it was still providing value?
2. How did you go about it?
647
648
324
Solution Evaluation (SE)

Goal
 To assess the performance and delivered value of a solution
and to determine ways to increase solution value or
recommend alternatives.
– Measure and analyze solution value.
– Examine solution and/or enterprise limitations that prevent the
realization of solution value.
– Make recommendations on how to increase value.
 Note: A solution can be a recently completed solution or

component, or a complete solution that has been in place for
many years.
649
SE Tasks
8.2 Analyze
8.1 Measure Solution
Performance
Performance
Measures
8.3 Assess Solution

Limitations & 8.5 Recommend
Actions to Increase
8.4 Assess Enterprise Solution Value
Limitations
Mnemonic: MASER
Pronounce it “may - zure,” like the word “measure”
650
325
SE Overview – Study Table
651
SE Things to Note
 Work done in this KA only applies to an existing solution or
solution component that is operating in some form.
 Includes:
– Prototypes or Proofs of Concept
– Pilot or Beta releases Existing Solution
– Operational releases A recently completed
component or a
 Note: Solution evaluation has similar complete solution that is
activities as other knowledge areas operational.
but is unique in that work done
applies to an existing (in-place) solution.
652
326
SE Themes
Two facets to evaluation

1. Is the solution/solution component
performing as designed? Compare actual value delivered
2. Is value realized by the enterprise? to expected value.
&
Analysis includes both quantitative BAs should be proactive.

and qualitative assessment.
653
SE Core Concept Model
• Evaluate how the solution/solution component is meeting

Need the needs.
• During the evaluation process, recommend a change to a

Change solution or to the enterprise to realize the solution’s value.
• Consider contexts when establishing solution performance

Context measures and understand how contexts may limit a
solution’s potential value.
• Assess solution/component performance to determine if it

Solution is achieving the expected value. If it is not achieving that
value, examine the causes.
• Elicit information about solution performance and the value

Stakeholder the solution is/is not delivering.
• Evaluate if the solution will provide expected value and if

Value not, determine why.
654
327
SE Stakeholders
Customer
Domain
Tester
SME
SE
Stakeholders
Sponsor End User
Regulator
Project 1. Which stakeholders are
Manager
missing from this list?
2. Why do you think that is?
655
SE Key Competencies
Office Productivity & Comm.

Business Acumen and Tools & Technology
Industry Knowledge
Organizational
Knowledge
Decision Making
Solution Knowledge
Learning
Systems Thinking
Methodology Knowledge Verbal/Non-Verbal

Communication
656
328
SE Tasks
Exercise: List the mnemonic and SE tasks below.
Mnemonic SE Tasks
M Measure Solution Performance
A Analyze Performance Measures
S Assess Solution Limitations
E Assess Enterprise Limitations
R Recommend Actions to Increase
Solution Value
Tip: “may - zure,” or “measure”
657
SE
8.1: Measure Solution
Performance
658
329
8.1: Measure Solution Performance (1/6)

Purpose
 Define measures and then use them to gauge how effective a
solution is at delivering business value.
Notes:
 Measures may change over time depending upon
how the business perceives value.
 Examples of measures:
– Enterprise measures, goals, and objectives for Solution
a project Performance
– Key Performance Indicators (KPIs)
The effectiveness of a
– Process performance targets solution at providing
– Software application test metrics business value.
659

Overview
Implemented 8.1: Measure Solution Performance
Solution
(external) 1. Define solution performance measures
2. Validate performance measures 8.1 Solution
Performance
3. Collect performance measures Measures
6.2 Business
Objectives

Guidelines  6.4 Change strategy
and Tools  6.4 Solution scope
 7.1 Requirements (validated)
660
330

Tasks using Output: Solution Performance Measures
How might solution performance 8.1 Solution

measures be an input or Performance
Measures
guidelines into these tasks?
SA SE
8.2 Analyze
6.1 Analyze
Performance
Current State
Measures
661

Elements
8.1.4.1.
8.1.4.2. 8.1.4.3.
Define
Validate Collect
Solution
Performance Performance
Performance
Measures Measures
Measures
• Identify existing • Validate • Collect the actual

measures or create performance data.
new measures as measures with • Considerations:
appropriate. stakeholders to • Volume or sample
• Types of Measures ensure their size
• Quantitative relevancy.
• Frequency and
• Qualitative timing
• Currency of the
© 2020 Educate 360, LLC. All rights reserved.
data 662
662
331

8.1.4.1 Define Solution Performance Measures
Quantitative Measures containing numbers, including amounts,

Measures quantities, durations, rates, and ratios.
• Business Objectives
• Business process metrics
• Error rates
• Response times
Qualitative Subjective measures, including perceptions, qualities,

Measures or characteristics of a solution.
• Customer satisfaction
• Employee morale
• Training course ratings
• Performance review grades
663

B 1. How often performance is measured.
A. Currency C 2. Subjective measures, including perceptions,
B. Frequency qualities, or characteristics of a solution.
C. Qualitative F 3. If too large, the data may be too cumbersome
measures to obtain; if too small, results may be skewed.
D. Quantitative A 4. The recency and relevancy of the data
measures results.
E. Timing E 5. Determines when the performance is
measured.
F. Volume/Sample
Size D 6. Measures containing numbers, including
amounts, quantities, durations, rates, and
ratios.
Review 8.1.4 in the BABOK or Study Guide.
664
332
SE
8.2: Analyze
Performance Measures
665
8.2: Analyze Performance Measures (1/6)

Purpose
 Analyzes the results from the “Measure Solution Performance” task.
Considerations:
 Enterprise goals and objectives
 Key Performance Indicators
(KPIs)
 Risk levels of the solution
 Risk tolerance of stakeholders
and the enterprise
Analysis should be done in light
of the expected value of the  Other specific performance
solution. targets
666
333

Overview
6.2 Potential
8.2: Analyze Performance Measures
Value
1. Solution performance vs. desired value
2. Risks 8.2 Solution
Performance
3. Trends Analysis
8.1 Solution 4. Accuracy
Performance
5. Performance variances
Measures

Guidelines  6.3 Risk analysis results
and Tools  6.4 Change strategy
667

Tasks using Output: Solution Performance Analysis
Why is solution performance 8.2 Solution

Performance
analysis an input into assessing Analysis
limitations?
SE
8.3 Assess
Solution
Limitations
8.4 Assess
Enterprise
Limitations
668
334

Elements
8.2.4.1 Solution Performance vs. Desired Value

 Compare expected value to actual values.
 If the measures collected are insufficient to make a decision:
– Collect more measurements to obtain a large enough sample size.
– Note the lack of measures as a risk and proceed.
8.2.4.2 Risks
 Document and manage 8.2.4.3 Trends
any identified risks.  Capture any trends over time that are
notable or repeated.
 Note: Ensure the sample size is large
enough to get a complete set of data.
669

Elements (continued)
8.2.4.4 Accuracy
 Test and analyze the data to ensure it is accurate,
reproducible, and repeatable.
8.2.4.5 Performance Variances

 Determine the difference between expected and
actual results to understand variances that exist.
 Conduct a root cause analysis to determine the
underlying causes of any significant variances
within a solution.
670
335

Exercise: Complete the table below in determining the
action a Business Analyst might take at each level.
Performance Level
Poor Excellent
Enhance the solution to

High No change needed
Potential Value
increase performance
Consider retiring the Question whether the

Low
solution solution is needed

671
SE
8.3: Assess Solution
Limitations
672
336
8.3: Assess Solution Limitations (1/5)

Purpose
Solution Limitation
 Assess the internal limitations of a
solution which might lessen the realization Constraint imposed by a
of its full value. current solution that
prevents realizing full value
Notes from it.
 Determines the root cause(s) of the

limitation(s).
 Assessment can be performed at
any stage of the solution’s life
cycle.
 The focus of the task is on internal
factors that constrain a solution.
673

Overview
Implemented 8.3: Assess Solution Limitations
Solution
(external) 1. Identify internal solution component
dependencies 8.3 Solution
2. Investigate solution problems Limitation
8.2 Solution 3. Impact assessment
Performance
Analysis

Guidelines  6.4 Change strategy
674
337

Tasks Using Output: Solution Limitation
How might solution limitations 8.3 Solution

Limitation
be utilized as an input or
guideline into these tasks?
SA SE
8.5 Recommend
6.1 Analyze Actions to
Current State Increase Solution
Value
675

Elements
8.3.4.1 Identify Internal Solution

Component Dependencies
8.3.4.2 Investigate Solution
Identify possible dependencies of Problems
weak-performing components that
reduce the solution’s overall Determine if the solution is
performance and ultimate value. consistently or repeatedly
producing ineffective outputs and
if so, what is causing them.
676
338

8.3.4.3 Impact Assessment
 Assess the impact the problem(s) have on the enterprise in general
and/or solution value in particular.
Assessment Impact
Considerations
 Severity of the problem
 Probability of re-occurrence
 Impact on business operations Assessment Categories
 Capacity to absorb the impact  Problems that…
brought by the problem.
– must be resolved.
– might be mitigated.
– can be accepted.
677
SE
8.4: Assess
Enterprise Limitations
678
339
8.4: Assess Enterprise Limitations (1/8)

Purpose
 To identify root causes of external factors that constrain and limit value
realization of the solution.
Enterprise limitations:
 Culture Enterprise Limitation
 Technical components Constraint imposed by a
factor(s) external to a solution
 Stakeholder interests preventing it from realizing full
value. Analysis of Interactions
 Reporting structures and interdependencies are likely
to identify them.
 Factors external to the enterprise
679

Overview
Implemented
or Constructed
Solution
8.4: Assess Enterprise Limitations
(external)
1. Enterprise culture assessment
6.1 Current 2. Stakeholder analysis impact 8.4 Enterprise
State
3. Organizational structure changes Limitation
Description
4. Operational assessment
8.2 Solution
Performance
Analysis

Guidelines
and Tools
680
340

Tasks using Output: Enterprise Limitation
How might enterprise limitations 8.4 Enterprise

Limitation
be utilized as an input or
guideline into these tasks?
SA SE
8.5 Recommend
6.1 Analyze Actions to
Current State Increase Solution
Value
681

8.4.4.1 Enterprise Culture Assessment
 Evaluate the extent to which the culture can accept a solution.
Objectives of a cultural assessment:

 Learn if stakeholders know why a given solution exists.
 Determine stakeholders’ view of a solution’s value.
 Uncover the cultural changes needed to realize more value from a solution.
Enterprise Culture
“Deeply rooted beliefs, values, and norms
shared by the members of an enterprise.
… [and which] drive the actions taken by
an enterprise. “ BABOK 8.4.4.1
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341

8.4.4.2 Stakeholder Analysis Impact
Provides insight into how the solution

impacts a stakeholder group.
Considerations Example
Functions A claims processor uses a claim entry system with a claim
(processes) form as input, multiple points of interaction with the system,
and a recorded claim as output.
Geographic Remote users of a claim entry system with slow response
Locations times may be frustrated with a solution and skip some steps
in the process.
Concerns The remote claims processors may express concern over
(issues, risks, their skipped steps or data. Or, they may question the need
& concerns) for the data if they can skip it.
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8.4.4.3 Organizational Structure Changes
 Assess how the formal and informal organization structures are impacted
by a solution or prevent the solution from reaching its potential value.
 The ability for an organization to

adopt a new solution can be
affected by:
– Formal or informal stakeholder
relationships
– Reporting structures are not flexible
enough to allow adaptation to local
needs.
– Reporting structures are too flexible,
leading to inconsistent entry of data.
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342

8.4.4.4 Operational Assessment
 Identify which processes and tools in the organization are adequately
equipped to benefit from the solution and if the appropriate assets are in
place to support it.
Processes, Tools, Enabling Processes

and Technology and Capabilities
Policies and
Risk Tolerance
Procedures
Human Resources Sufficient Assets in

Practices Place
Skills and Training
685

Exercise: Jeopardy – Identify the question to the answer
Answer Question
1. Process, tools, technology, policies, What are considerations in an
skills, risk tolerance, procedures. operational assessment?
2. Stakeholders view of the solution’s value What are the objectives of a cultural
and the degree to which the organization assessment?
can accept a solution.
3. Stakeholder relationships and reporting What are things that affect the
structures. adoption or use of a solution?
4. Functions, locations, or stakeholder What to examine when analyzing
concerns. stakeholder impacts?
5. Deeply rooted beliefs, values, and norms What is the definition of “enterprise
shared by the members of an culture?”
enterprise.… [and which] drive the
actions taken by an enterprise.
Review 8.4.4 in the BABOK and Study Guide as needed.

686
343
SE
8.5: Recommend
Actions to Increase
Solution Value
687
8.5: Recommend Actions to Increase Solution Value

Purpose
 To understand the factors that create differences between potential value
and actual value, and to recommend a course of action to align them.
Recommend:
 Enhancing a solution to increase its value.
 Replacing the solution to achieve the desired value.
 Retiring a solution if the value of any potential solution is
not cost-effective.
 Adjusting the organization to obtain maximum solution
performance and value.
688
344

Overview
8.3 Solution 8.5: Recommend Actions to Increase

Limitation Solution Value
1. Adjust solution performance measures 8.5
Recommended
2. Recommendations Actions
8.4 Enterprise
Limitation

Guidelines  6.2 Business objectives
689

Tasks using Output 8.5
Why are recommended actions a 8.5

Recommended
guideline into manage stakeholder Actions
collaboration?
E&C
4.5 Manage
Stakeholder
Collaboration
690
345

Elements
8.5.4.1 Adjust Solution 8.5.4.2 Recommendations
Performance Measures
Make recommendations to
Adjust performance increase solution performance.
measures, as appropriate, to
Recommendation Options:
meet the business goals and
objectives. − Do nothing
− Organizational change
− Reduce interface complexity
− Eliminate redundancy
− Avoid waste
− Identify additional
capabilities
− Retire solution
691

Exercise: Fill in the recommendation type that best matches
the description.
Description Recommendation Type
Identify additional
1. Take advantage of unused features.
capabilities.
2. This option may be needed if the solution has outlived
Retire the solution.
its usefulness.
3. Simplify work and information between systems or Reduce the complexity of
staff to improve efficiencies. interfaces.
4. Reduce or get rid of duplicate work or systems. Eliminate redundancy.
5. The increased value of the change is outweighed by
Do nothing.
the cost or effort of the change.
6. Eliminate steps that do not add value. Avoid waste.
7. Recommendations to change internal structures,
Organizational change
provide new knowledge, and for training of new skills.

692
346
Solution Evaluation
693
SE – Techniques
694
347
SE Techniques (1/2)
 10.1 Acceptance & Evaluation Criteria  10.27 Lessons Learned
 10.4 Benchmarking & Market Analysis  10.28 Metrics & KPIs
 10.5 Brainstorming  10.30 Non-functional Requirements

Analysis
 10.7 Business Case
 10.31 Observation
 10.9 Business Rules Analysis
 10.32 Organizational Modeling
 10.14 Data Mining
 10.33 Prioritization
 10.16 Decision Analysis
 10.34 Process Analysis
 10.18 Document Analysis
 10.20 Financial Analysis
 10.36 Prototyping
 10.21 Focus Groups
 10.38 Risk Analysis & Management
 10.25 Interviews
 10.39 Roles & Permissions Matrix

 10.26 Item Tracking
695
SE Techniques (2/2)
 10.45 Survey/Questionnaire
 10.46 SWOT Analysis
 10.47 Use Cases and Scenarios
 10.49 Vendor Assessment

 10.50 Workshops

696
348
10.39 Roles and Permissions Matrix (1/2)

KA Usage: RADD, SE
 Ensures coverage and allocation of solution activities by

identifying roles, denoting responsibilities of those roles,
discovering any missing roles, and determining roles to
communicate results of a planned change.
Elements
1. Identifying roles.
2. Identifying activities.
3. Identifying authorities.
4. Refinements (delegations, inheritances)
697
10.39 Roles and Permissions Matrix (2/2)

Knowledge
Task How Used
Area
RADD 7.1 Specify and Model To specify and model requirements concerned with the
Requirements separation of duties among users and external interfaces in
utilizing a solution.
SE 8.4 Assess Enterprise To determine roles and associated permissions for

Limitations stakeholders, as well as stability of end users.
698
349
10.49 Vendor Assessment (1/2)

KA Usage: SA, RADD, SE
 Evaluation of vendors who supply solutions or portions of solutions to
assess their ability to meet their commitments.
Assessment Considerations
 Knowledge and expertise
 Licensing and pricing models
 Vendor market position
 Terms and conditions
 Vendor experience, reputation and stability
699
10.49 Vendor Assessment (2/2)

Knowledge
Task How Used
Area
SA 6.1 Analyze Current Determine if any current-state vendors are adequately
State meeting commitments, or if any changes are needed.
6.2 Define Future State To assess potential value provided by vendor solution options.
6.4 Define Change Determine whether any vendors are part of the change
Strategy strategy, to implement the change or to be part of the solution.
RADD 7.5 Define Design To couple the assessment of a third-party solution with an
Options assessment of the vendor to ensure that the solution is viable,
and all parties will be able to develop and maintain a healthy
working relationship.
SE 8.1 Measure Solution To assess which of the vendor’s performance measures

Performance should be included in the solution’s performance assessment.
700
350
Application
Information
701
Discussion
 How many of you have completed your application?
702
351
Application Tips
 Use Watermark Learning’s Application Worksheet found in your portal
to help organize your projects and capture your hours before completing
the application online.
 Go to iiba.org to download and review the “Core BA Certification
Handbook” and the “CCBA and CBAP Application Process” for the latest
application information.
 Record your work experience:
– Make sure you have the required hours of experience in multiple knowledge
areas!
– List more than 4500/7500 hours as a buffer
– Lump small projects together
– Any non-business analysis project hours will be subtracted from the total BA
experience hours
– Don’t stress out over exact hours or even the dates; approximations are okay
 Save money on your application by becoming an IIBA member
703
Application Steps (1/3)

1. Log into the IIBA Portal (www.iiba.org).
2. Select the CCBA or CBAP Application.
3. Log your Work History and Professional Development Hours
– You may log your hours before you pay for the application, but you will
not be able to see them until you pay for the application.
– Document your work experience under “My Work History” found
under the “certification” menu.
– Document your professional development hours in “My PD Hours”
under the “certification” menu.
− Note: You can’t pre-date your professional development class time.
4. Pay the Application Fee.
– Once you pay your application fee, you will be able to view your
application and any hours already documented, if they meet the
eligibility requirements.
704
352
5. Provide 2 References
– References must have known you for more than 6 months.
– References must be a career manager, client (internal or external),
or CBAP® recipient.
– IIBA defines a career manager as the person who is responsible for
providing and preparing the applicant’s annual performance review.
– Your references will not be contacted unless your application is
audited.
6. Complete and Submit Application
– Complete any missing information
– Agree to the “Terms and Conditions” and the “Code of Conduct”
– Submit your application
705

7. Once submitted, IIBA will send you an email indicating
your application has been:
– Approved
– Approved pending audit
– NOTE: If your email indicates an "approved pending audit" status,
this means your application will be audited within ONE month.
7. Pay for the exam
8. Schedule the exam
*Application Expiry: 1 year from

approval date.
706
353
Registering for the CCBA/CBAP Exam
Once your application is approved:
1. Pay the exam fee.
2. Sign into the PSI Exam website and schedule a
date and time for your exam.
3. CBAP and CCBA exam can be taken
online via proctor format or at a PSI
test center.
Reminder: You need your application

approved before scheduling the exam
707
Exam Results
 On behalf of International Institute of Business Analysis™
(IIBA®), congratulations on your recent achievement of the
Certified Business Analysis Professional™ (CBAP®)
designation!
 The following summarizes your performance (relative to that
of the minimum score of passing candidates) in the
BABOK® Guide areas covered in the exam:
– Business Analysis Planning and Monitoring - Comparable
– Elicitation and Collaboration - Comparable
– Requirements Life Cycle Management - Lower
– Strategy Analysis - Higher
– Requirements Analysis and Design Definition - Comparable
– Solution Evaluation - Comparable
708
354
Exam Retakes
 Re-taking the exam
– You can take the exam up to 3 times per 1-year application period.
– No wait time between exam re-takes!
709
Recertification
 Your recertification time period begins
on the date you passed the exam and
ends on the third anniversary of that
date.
– Example: If you passed on Dec 1, 2020,
your recertification expiration date is on
Dec 1, 2023
 60 CDUs are required every 3 years

in order to maintain your CCBA and
CBAP certification.
 Login to iiba.org for the latest
recertification information.
710
355
Exam Study
Tips
711
Discussion
 What study strategies have you used for past examinations?
712
356
CBAP or CCBA Preparation Roadmap
 Read or skim the BABOK for the first time
 Submit your application
 Attend a CBAP or CCBA prep class / optionally attend a
study group
 Use Watermark Learning resources to help you retain the
information: CBAP / CCBA Study Guide, CBAP/CCBA
Study Tables, and flash cards (may be optional purchases)
 Take Watermark’s Online Practice Exams
 Re-read selected portions of the BABOK as needed for a
thorough understanding
 Take the CBAP/CCBA Exam
 PASS!
713
Exam Prep Tips (1/3)

 Tip 1: Use BABOK terms on the exam, even if you think
they are “wrong”
– Remember: all BABOK terms and concepts are true somewhere in
the world
– Make sure you learn how the BABOK describes business analysis
tasks and techniques and answer questions accordingly
 Tip 2: Layer your learning
– Start with understanding the recurring themes
– Know the 6 Knowledge Areas (KAs)
– Learn the tasks within each KA; pick the KAs with fewer tasks to start
– Understand the outputs, inputs, and elements related to each task
– Learn the sequencing of the various tasks within and between
knowledge areas
– Know how to do the calculations listed in the BABOK
714
357
 Tip 3: Focus your study time
– Spend time studying in proportion to the percentages of questions
on the exam
– Spend more time studying areas in which you are not as proficient
 Tip 4: Know all the techniques
– There are a lot of technique questions on the exam
– Know the purpose of each technique and when to use it
– Understand the strengths and weaknesses of each technique
– Learn how the techniques can be applied to the various tasks
– Know how to read all the models. There are pictures of models in
the exam and you will have to know how to read the models to
answer the question.
715

 Tip 5: Take short practice exams
– Use our in-class exams to start
– Continue with exam questions in the online study exam (warm-ups
and drills)
– Use the results of your exam to focus your study on those areas
which are most challenging
 Tip 6: Take 1-2 mock simulation exams
– Use Watermark’s Online Study Exam simulation
– Isolate yourself from distractions for 3 hours for the CCBA exam and
3.5 hours for the CBAP exam
– Time yourself
– Your goal should be about 75 to 80% correct
716
358
Exam Day Tips (1/2)
1. Get plenty of rest the night before.
2. Get comfortable, do some deep breathing to relax.
3. If taking a virtual exam, get online at least 15 minutes before
the exam to make sure everything is working correctly.
4. CBAP:
– Read the case study
– Read each question carefully
– Then read all the answers
– Then go back to the case study to answer the question
717
Exam Day Tips (2/2)

5. CCBA:
− Read each scenario carefully
− Then read all the answers
− Re-review the question to help select your final answer
6. Don’t dwell on any question
− 1st Pass: Skip hard questions
− 2nd Pass: Review skipped questions
7. Don't second-guess yourself
8. Narrow down options to two viable answers. Guess if you
must!
718
359
Final Review
719
Final Review (1/4)

Chalk Talk Presentations
We learn by teaching!
Latin Proverb
720
360
Final Review (2/4)
Exercise: Jeopardy
721
Final Review (3/4)

Exercise: Techniques BINGO
722
361
Final Review (4/4)
Exercise: A mix of all Online Study Questions
723
Additional Final Review Questions
724
362
Course Summary
725
Course Summary – Learning Objectives

 Course Goal:
– We want to make sure you are ready for the CBAP® exam and
increase your odds of passing it on the first try.
 Learning Objectives:
– Know how to read the BABOK® and maximize your understanding of
the key concepts covered in the BABOK®
– Articulate the key components of the Core Concept Model and how it
impacts the various knowledge areas
– Articulate the 6 competency categories and understand the key
competencies in each category
– Define each knowledge area
– Understand the stakeholders, techniques, guidelines, and tools used
in each knowledge area
– List tasks contained in each knowledge area and their key elements
– Understand purpose of each technique and how to read notations
726
363
Please Keep in Touch With Us
We hope you stay in touch as you continue developing your
skills. There are several ways others have done this:
Contact us Follow us Connect with us
info@WatermarkLearning.com @WatermarkLearn Watermark Learning
 Blogs: Follow our blog and add your comments.

− Send us your ideas for blogs you’d like to write and earn
PDUs/CDUs.
727
Share Your Experience
Review us on
728
364
Become a Member
 Continue your Learning by earning PDUs/CDUs
(WatermarkLearning.com/resources/)
– Blogs
– Articles and Tips
– Webinars On-Demand
– Templates
– Up-to-date information on
industry news, upcoming
classes, and special
promotions
729
365

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CBAP®/CCBA®

Exam Prep Class

© 2020 Educate 360, LLC. All rights reserved. 1

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Course Learning Objectives

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Watermark CCBA/CBAP Exam Resources

Main Presentation Online Training Portal

Study Tables Study Guide

Free 90 Day subscription to

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– Articles and Industry Tips

– And more free tools…

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IIBA® Core Certifications

ECBA™ CCBA® CBAP®

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Signed Code of Conduct Yes Yes

Go to www.iiba.org for the most recent

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Case study-based (Situation

Multiple questions per case

Length of Test 3 hours 3.5 hours

Note: Each multiple-choice question has 4 possible answers.

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CCBA Sample Exam Questions

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IIBA and BABOK

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IIBA® Mission and Background

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Source: BABOK Guide, Version 3.0

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How to Read the BABOK

Description Elements Techniques Outputs

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Layout of the BABOK (2/2)

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Guidelines and Tools

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 What is business analysis?

 What does a business analyst do?

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Key Terms (2/7)

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 Business analysts are responsible for:

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Key Terms (4/7)

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Key Terms (6/7)