iiba ottawa-outaouais chapter · 2020. 5. 26. · welcome from the iiba ottawa-outaouais chapter...
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IIBA Ottawa-Outaouais Chapter
ECBA™/CBAP®/CCBA® Study GroupMay 2020
Nancy Beatson, CBAP, CSM
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Welcome from the IIBA Ottawa-Outaouais
ChapterOttawa, CanadaOur Mission:
To demonstrate and promote excellence in
professional business analysis in our
community and foster an environment for
engagement, learning and sharing.
Our Vision:
To build a strong BA community connected by a
common language and purpose while
embracing emerging trends and contributing to
the evolving role of the BA.
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Nancy Beatson, CBAP, CSM
VP of Professional CertificationIIBA Ottawa-Outaouais Chapter
Welcome to the study group
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So let’s hear about you…ZOOM Poll
1.1 & 1.2
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Agenda
1 Opening and Announcements15
min
2 BABOK® Techniques Overview10
min
4
65 Upcoming Events for BAs
5
min
3 Technique Groupings10
min
Key Techniques for the BA50
min
Feedback ( linoit.com )
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Purpose of the study group• To support BA certification candidates• To share knowledge and understanding of the
concepts and to share study tips• To provide information about the IIBA Core
Certification program• To learn about the application and exam
processes• To become aware of what to expect when writing
the exam
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Session Date Chapter Topic
1 Sep 24, 2019 1
2
Introduction BA Key Concepts
2 Oct 23, 2019 3 BA Planning & Monitoring
3 Nov 26, 2019 4 Elicitation & Collaboration
4 Dec 10, 2019 5 Requirements Life Cycle Management
5 Jan 28, 2020 6 Strategy Analysis
6 Feb 25, 2020 7 Requirements Analysis & Design Definition
7 Mar 24, 2020 8 Solution Evaluation
8 Apr 28, 2020 9 Underlying Competencies
9 May 26, 2020 10 Techniques
10 Jun 23, 2020 11 PerspectivesEnd-of-Session Game
2019/2020 Study Group
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• until further notice, our chapter will be holding all our events online
• chapter meeting admission fees reduced to $5 for IIBA members and $10 for non-members
• as always, our Study Group and BA Trailblazer sessions are free
COVID-19 PROGRAMMING CHANGES
Thank you for your ongoing support. Stay safe and stay healthy!
chapter updates
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Announcements from IIBA.org
• All IIBA exams are offered as online remote proctored exams - required:
– desktop computer or laptop– internet connection– working webcam– microphone
• All certification applications, exams, and re-certification expiry dates on or after March 23rd have been extended until June 30th
• 15% discount off exam fees on IIBA’sspecialized BA certifications when you pay by May 31st :
– Agile Analysis Certification (IIBA®-AAC)
– Certification in Business Data Analytics (IIBA®-
CBDA)
– Certificate in Cybersecurity Analysis (IIBA®-
CCA)
iiba.org updates
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2 BABOK® Techniques Overview
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1 2015. BABOK; A Guide To The Business Analysis Body Of Knowledge. 3rd ed. Toronto, Ontario, Canada: International Institute ofBusiness Analysis, p.454.
technique1
noun
1. A manner, method, or style for conducting a business analysis task or for shaping its output.
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BABOK® Techniques
• What are “techniques”?
• How many are defined in the BABOK®?
• Must the BA use only the techniques defined in the BABOK®?
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BABOK® Techniques
• BABOK® structure (for studying purposes):
– Purpose
– Description
– Elements
– Usage Considerations
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3 Technique Groupings
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Study approaches for techniques:
• Study the techniques to each KA as you go
• “Try out” any unfamiliar techniques
• Focus on techniques grouped:– by type: collaboration, research, experimentation
– by viewpoint: user, process, data
• Consider studying diagramming techniques categorized by relationship types (BABOK® p. 340)
• Above all… don’t underestimate the time needed to study the BABOK ® techniques!
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BA Planning and Monitoring Techniques
10.5 Brainstorming
10.7 Business Cases
10.9 Business Rules Analysis
10.18 Document Analysis
10.19 Estimation
10.20 Financial Analysis
10.22 Functional Decomposition
10.25 Interviews
10.26 Item Tracking
10.27 Lessons Learned
10.28 Metrics and Key Performance Indicators (KPIs)
10.29 Mind Mapping
10.31 Observation
10.32 Organizational Modelling
10.34 Process Analysis
10.35 Process Modelling
10.36 Prototyping
10.37 Reviews
10.38 Risk Analysis and Management
10.40 Root Cause Analysis
10.41 Scope Modelling
10.45 Survey or Questionnaire
10.50 Workshops
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Elicitation & Collaboration Techniques
10.4 Benchmarking and Market Analysis
10.5 Brainstorming
10.9 Business Rules Analysis
10.10 Collaborative Games
10.11 Concept Modelling
10.14 Data Mining
10.15 Data Modelling
10.18 Document Analysis
10.19 Estimation
10.21 Focus Groups
10.24 Interface Analysis
10.25 Interviews
10.27 Lessons Learned
10.29 Mind Mapping
10.31 Observation
10.34 Process Analysis
10.35 Process Modelling
10.36 Prototyping
10.37 Reviews
10.38 Risk Analysis and Management
10.43 Stakeholder List, Map, or Personas
10.45 Survey or Questionnaire
10.50 Workshops
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Requirements Life Cycle Management Techniques
10.1 Acceptance and Evaluation Criteria
10.2 Backlog Management
10.7 Business Cases
10.9 Business Rules Analysis
10.13 Data Flow Diagrams
10.15 Data Modelling
10.16 Decision Analysis
10.18 Document Analysis
10.19 Estimation
10.20 Financial Analysis
10.22 Functional Decomposition
10.24 Interface Analysis
10.25 Interviews
10.26 Item Tracking
10.33 Prioritization
10.35 Process Modelling
10.37 Reviews
10.38 Risk Analysis and Management
10.47 Use Cases and Scenarios
10.48 User Stories
10.50 Workshops
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Strategy Analysis Techniques
10.1 Acceptance and Evaluation Criteria
10.3 Balanced Scorecard
10.4 Benchmarking and Market Analysis
10.5 Brainstorming
10.6 Business Capability Analysis
10.7 Business Cases
10.8 Business Model Canvas
10.11 Concept Modelling
10.14 Data Mining
10.16 Decision Analysis
10.17 Decision Modelling
10.18 Document Analysis
10.19 Estimation
10.20 Financial Analysis
10.21 Focus Groups
10.22 Functional Decomposition
10.25 Interviews
10.26 Item Tracking
10.26 Item Tracking
10.27 Lessons Learned
10.28 Metrics and Key Performance Indicators (KPIs)
10.29 Mind Mapping
10.31 Observation
10.32 Organizational Modelling
10.34 Process Analysis
10.35 Process Modelling
10.36 Prototyping
10.38 Risk Analysis and Management
10.40 Root Cause Analysis
10.41 Scope Modelling
10.45 Survey or Questionnaire
10.46 SWOT Analysis
10.49 Vendor Assessment
10.50 Workshops
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Requirements Analysis & Design Definition Techniques
10.1 Acceptance and Evaluation Criteria10.2 Backlog Management10.4 Benchmarking and Market Analysis10.5 Brainstorming10.6 Business Capability Analysis
10.7 Business Cases10.8 Business Model Canvas
10.9 Business Rules Analysis10.11 Concept Modelling10.12 Data Dictionary
10.13 Data Flow Diagrams10.15 Data Modelling
10.16 Decision Analysis10.17 Decision Modelling
10.18 Document Analysis
10.19 Estimation10.20 Financial Analysis
10.21 Focus Groups10.22 Functional Decomposition10.23 Glossary
10.24 Interface Analysis10.25 Interviews
10.26 Item Tracking10.27 Lessons Learned10.28 Metrics and Key Performance Indicators (KPIs)10.29 Mind Mapping10.30 Nonfunctional Requirements Analysis
10.32 Organizational Modelling10.35 Process Modelling
10.36 Prototyping10.37 Reviews10.38 Risk Analysis and Management
10.40 Root Cause Analysis10.41 Scope Modelling
10.42 Sequence Diagrams10.43 Stakeholder List, Map, or Personas
10.44 State Modelling
10.45 Survey or Questionnaire10.46 SWOT Analysis
10.47 Use Cases and Scenarios10.48 User Stories10.49 Vendor Assessment
10.50 Workshops
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Solution Evaluation Techniques
10.1 Acceptance and Evaluation Criteria
10.4 Benchmarking and Market Analysis
10.5 Brainstorming
10.7 Business Cases
10.9 Business Rules Analysis
10.14 Data Mining
10.16 Decision Analysis
10.18 Document Analysis
10.20 Financial Analysis
10.21 Focus Groups
10.25 Interviews
10.26 Item Tracking
10.27 Lessons Learned
10.28 Metrics and Key Performance Indicators (KPIs)
10.30 Nonfunctional Requirements Analysis
10.31 Observation
10.32 Organizational Modelling
10.33 Prioritization
10.34 Process Analysis
10.35 Process Modelling
10.36 Prototyping
10.38 Risk Analysis and Management
10.39 Roles and Permissions Matrix
10.40 Root Cause Analysis
10.45 Survey or Questionnaire
10.46 SWOT Analysis
10.47 Use Cases and Scenarios
10.49 Vendor Assessment
10.50 Workshops
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Technique Groupings
Mishra, L., 2018. A Mind Map For Babok V3 Techniques. [online] Linkedin.com. Available at: <https://www.linkedin.com/pulse/mind-map-babok-v3-techniques-ln-mishra-cbap/> [Accessed 1 May 2020].
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We’ve covered 20 techniques so far this year…
*See: https://ottawa-outaouais.iiba.org/ecbatm-ccbar-cbapr-study-groups
October
•10.19 Estimation
•10.26 Item Tracking
•10.35 Process Modelling
November
•10.18 Document Analysis
•10.36 Prototyping
•10.50 Workshops
December
•10.2 Backlog Management
•10.33 Prioritization
•10.37 Reviews
January
•10.3 Balanced Scorecard
•10.4 Benchmarking
•10.7 Business Cases
February
•10.13 Data Flow Diagrams
•10.30 Non-Functional Requirements Analysis
•10.47 Use Cases and Scenarios
March
•10.1 Acceptance and Evaluation Criteria
•10.27 Lessons Learned
•10.28 Metrics and Key Performance Indicators
April
•10.29 Mind Mapping
•10.31 Observation
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4 Key Techniques for the BA
• 10.10 Collaborative Games
• 10.16 Decision Analysis
• 10.21 Focus Groups
• 10.25 Interviews
• 10.39 Roles and Permissions Matrix
• 10.41 Scope Modelling
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How Well Do You Know the BABOK® Techniques?
ZOOM Poll
1.1
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10.10 Collaborative Games
- Purpose?
- Encourages participants in an elicitation activity to collaborate in building a joint understanding of a problem or a solution
- Inspired by game play
- Designed to facilitate collaboration
- Can be helpful in various areas of a BA initiative
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How is it done?
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BABOK® Examples
*
*Source: “A day in the life an an AgileUX Practicioner: Vision”, http://www.agile-ux.com/2011/03/04/a-day-in-life-of-an-agileux-practitioner-vision/ (Accessed May 2020)
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10.10 Collaborative Games: Examples
• Skyline – Who Knew a Project Could be so Fun! (Collaborative Games to Define Project Scope)
– https://newisconsin.iiba.org/sites/newisconsin/files/Documents/Presentations/20170124%20Who%20Knew%20a%20Project%20could%20be%20so%20fun_1.pdf
• Innovation Games
– https://www.innovationgames.com/the-innovation-games/
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Strengths
• May reveal hidden assumptions or differences of opinion
• Others?
Limitations
• The playful nature of the games may be perceived as silly and make participants with reserved personalities or cultural norms uncomfortable
• Others?
10.10 Collaborative Games: Pros & Cons
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How Well Do You Know the BABOK® Techniques?
ZOOM Poll
1.1
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10.16 Decision Analysis
Purpose?
- To formerly assess a problem and possible decisions in order to determine the value of alternate outcomes under conditions of uncertainty
- What is a decision?
- A decision is an act of choosing a single course of action from several uncertain outcomes with different values
- What causes a decision to be difficult?
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10.16 Decision Analysis: Components
Decision to be Made / Problem Statement
• a description of what the decision question or problem is about
Decision Maker
• person or people responsible for making the final decision
Alternative
• a possible proposition or course of action
Decision Criteria
• evaluation criteria used to evaluate the alternatives33
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How is it done?
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10.16 Decision Analysis: Tools and Techniques• decision tables
• decision trees
• force field analysis
• pro versus con considerations
• comparison analysis
• analytical hierarchy process (AHP)
• totally-partially-not (TPN)
• multi-criteria decision analysis (MCDA)
• computer-based simulations and algorithms35
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10.16 Decision Analysis: BABOK® Examples
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10.16 Decision Analysis: analytical hierarchy process (AHP)
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1 wikipedia.org. 2019. Analytic Hierarchy Process – Leader Example. [online] Available at: <https://en.wikipedia.org/wiki/Analytic_hierarchy_process_%E2%80%93_leader_example> [Accessed 7 May 2020].
Example
Board of Directors must select amongst 3 candidates: Tom, Dick, and Harry – their steps:
1. decide on 4 criteria to be used: experience, education, charisma and age
2. determine priorities for candidates wrt each criterion & the criteria wrt importance in reaching the goal
3. nodes at each level compared 2 by 2 according to their contribution to the nodes above them
4. results of these comparisons entered into a matrix which is processed mathematically to derive the priorities for all the nodes on the level
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10.16 Decision Analysis: totally-partially-not (TPN)Once problems are identified, TPN can be used to identify which changes can be made by front line employees while other changes require approval from the leadership team.
Example
• Acme Company Limited undertook a business improvement initiative• Changes identified that would address some problems• Used TPN Analysis to determine if a change was totally, partially, or not
within the control of the department:– problem of minor form copied but no longer used by anyone in the
department? solution = stop copying the form ➔ totally within dept control– problem of several managers needed to sign off holiday leave causing
weeks of delay? solution= change in Acme policy ➔ not within dept control– problem of process for requesting IT changes? solution = update dept
process to request assistance from IT ➔ partially within dept control38
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10.16 Decision Analysis: multi-criteria decision analysis (MCDA)• a decision-making method that evaluates using multiple conflicting
criteria as part of the process
• people use this decision-making method in their daily lives
• comprised of five steps1:
1. Define the context
2. Identify the available options
3. Decide the objectives / select the criteria that represent value
4. Measure of each of the criteria to discern relative importance
5. Calculate the different values by averaging out weighting & scores
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1 Janse, B., 2018. What Is A Multiple Criteria Decision Analysis (MCDA)? Definition | Toolshero. [online] toolshero. Available at: <https://www.toolshero.com/decision-making/multiple-criteria-decision-analysis-mcda/> [Accessed 12 May 2020].
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10.16 Decision Analysis: force field analysis
*Source: “A way to map a path to your goals, using Kurt Lewin’s field theory”, https://www.sidewaysthoughts.com/blog/2015/03/a-way-to-map-a-path-to-your-goals-using-kurt-lewins-field-theory/ (Accessed May 2020) 40
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Strengths
• Provides business analysts with a prescriptive approach for determining alternate options, especially in complex or uncertain situations
• Others?
Limitations
• The information to conduct proper decision analysis may not be available in time to make the decision
• Others?
10.16 Decision Analysis: Pros & Cons
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How Well Do You Know the BABOK® Techniques?
ZOOM Poll
1.1
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10.21 Focus Groups
Purpose?
- A means to elicit ideas and opinions about a specific product, service, or opportunity in an interactive group environment.
- The participants share their perspectives and attitudes about a topic and discuss them in a group setting.
- When is focus group useful?
- Who should attend?
- In what way are Brainstorming and Focus Groups different?
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Focus Group PlanningTask Activities
Purpose creating questions that answer the objective, identifying key topics to be discussed,
and recommending whether or not discussion guides will be used
Location identifying whether the session will be in-person or online, as well as which physical
or virtual meeting place will be used
Logistics identifying the size and set up of the room, other facilities that may be required,
public transportation options, and the time of the session
Participants identifying the demographics of those actively engaged in the discussion, if any
observers are required, and who the moderators and recorders will be. Consideration
may also be given to incentives for participants
Budget outlining the costs of the session and ensuring that resources are allocated
appropriately
Timelines establishing the period of time when the session or sessions will be held, as well as
when any reports or analysis resulting from the focus group are expected
Outcomes identifying how the results will be analyzed
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10.21 Focus Groups: Best Practices
• Start with a clear and specific objective
• Plan, plan, plan
• Limit the focus group to 6 to 12 participants
• Validate your demographics against the objective
• Prepare a script for the moderator
• Assign both a Moderator AND a Recorder (Scribe)
• Transcribe the results into a report shortly after the session
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Strengths
• The ability to elicit data from a group of people in a single session saves both time and costs as compared to conducting individual interviews with the same number of people
• Others?
Limitations
• In a group setting, participants may be concerned about issues of trust or may be unwilling to discuss sensitive or personal topics
• Others?
10.21 Focus Groups: Pros & Cons
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How Well Do You Know the BABOK® Techniques?
ZOOM Poll
1.1
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10.25 Interviews
Purpose?
- systematic approach to elicit business analysis information from a person or group of people by asking relevant questions and documenting the responses
- can establish relationships and build trust between BA and stakeholders, to increase stakeholder involvement, or build support for a proposed solution
- What are the two basic types of interviews?
- What type of questions are asked in each?48
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10.25 Interviews: Planning & Follow-up
Before
• Have a goal for the interview & communicate it with interviewee(s)
• Identify potential interviewees
• Prepare interview questions (open-ended & closed)
After
• Organize collected information right away
• Share with the interviewee to confirm results
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Strengths
• Encourages participation by and establishes rapport with stakeholders
• Others?
Limitations
• Significant time is required to plan for and conduct interviews
• Others?
10.25 Interviews: Pros & Cons
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How Well Do You Know the BABOK® Techniques?
ZOOM Poll
1.1
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10.39 Roles and Permissions Matrix
Purpose?
- To ensure coverage of activities by denoting responsibility, to identify roles, to discover missing roles, and to communicate results of a planned change
Role and permission allocation involves
- identifying roles
- associating these with solution activities
- denoting authorities who can perform these activities
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10.39 Roles and Permissions Matrix: Elements
Identify Roles
• Review org charts, job descriptions, processes and procedures
• Look for common functions performed by groups of people
Identify Activities
• Use functional decomposition to bread down work into tasks
• May use RACI to identify roles and responsibilities
• CRUD can be used for system responsibilities
Identify Authorities
• Who can perform which activities
• Consider delegations and inheritances
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10.39 Roles and Permissions Matrix: Examples
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10.39 Roles and Permissions Matrix: Examples
*Source: “The Role of Business Analysts in Roles & Permissions Mapping”, https://businessanalystlearnings.com/ba-techniques/2015/12/13/the-role-of-business-analysts-in-roles-permissions-mapping (Accessed May 2020) 55
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Strengths• Provides procedural checks and balances, as
well as data security, by restricting individuals from performing certain actions.
• Others?
Limitations• Appropriate level of detail for a specific
initiative or activity: too much is time-consuming and not provide value, too little can exclude necessary roles or responsibilities
10.39 Roles and Permissions Matrix : Pros & Cons
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How Well Do You Know the BABOK® Techniques?
ZOOM Poll
1.1
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10.41 Scope Modelling
Purpose?
- Helps define what is considered “in-scope” and “out-of-scope” for a solution or change
- Can be textual descriptions, diagrams or matrices
- Depending on the relationship being modelled, various diagramming techniques may be used
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10.41 Scope ModellingAnswers the questions:
– “what is in-scope?”
– “what is out of scope?”
Useful:
– To define contractual obligations
– To estimate project effort
– To assess the completeness and impact of solutions
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Scope
Modelling
STEPS:
1. Identify the basis for understanding the boundaries: scope of control, change, solution or need
2. Determine the type of model to use
3. Model the boundaries and elements using the selected modelling technique
4. Confirm the scope with stakeholders; readjust if required
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Scope
Modelling
Shopper Buys
item_typeItem
item_price
item_source
EXAMPLE:Inventory software used in a retail shop will have a database that monitors elements such as purchases, item, item type, item source and item price.
Use an Entity-Relationship Diagram (ERD) to model the scope of data involved.
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Scope
Modelling
Best Practices:
• Select the appropriate modelling technique for the relationship being modelled – refer to BABOK® p. 340
• Include both in-scope and out-of-scope content to set expectations
• Include explicit statements of critical assumptions and their implications
• Keep level of detail meaningful – A proper level of detail provides a meaningful reduction of uncertainty
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5 Upcoming Events for BAs
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May 27 BA Trailblazer: Business Data Analytics• May’s focus: Discuss the “Identify Research Questions” domain• Tuesday, May 27, 2020 - 5:30 to 7:00 pm• Admission: FREE
Jun 9 BA Trailblazer: BA Beginnings• June’s focus: The Art of Negotiation• Tuesday, Jun 9, 2020 - 5:30 to 7:00 pm• Admission: FREE
Jun 18 Meeting: Annual General Meeting (AGM)• Tuesday, Jun 18, 2020 - 5:00 to 7:00 pm• Admission: FREE• Everyone is welcome!
Jun 23 Study Group: “Chapter 11 & Session Wrap-Up”• Agenda: TBD• Tuesday, Jun 23, 2020 - 6:00 to 7:30 pm. • Admission: FREE
More info available at: www.ottawa-outaouais.iiba.org 64
Upcoming Chapter Events (online)
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SUPPLEMENTAL SLIDES
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Study group materials are available for download at the Ottawa-Outaouais Chapter website
– https://ottawa-outaouais.iiba.org/ecbar-ccbar-cbapr-study-groups
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Get on the Chapter Mailing List
From the IIBA Ottawa-Outaouais homepage, go to ottawa-outaouais.iiba.org → News →Newsletter Subscription
https://ottawa-outaouais.iiba.org/newsletter-subscription
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Resources Available to IIBA Members
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*Source: (Accessed January 2020)https://www.iiba.org/certification/core-business-analysis-certifications/ccba https://www.iiba.org/certification/core-business-analysis-certifications/cbap
12%
20%
18%
12%
32%
6%
14%
12%
15% 15%
30%
14%
0%
5%
10%
15%
20%
25%
30%
35%
Business AnalysisPlanning andMonitoring
Elicitation andCollaboration
Requirements LifeCycle Management
Strategy Analysis Requirements Analysisand Design Definition
Solution Evaluation
Exam Blueprint - CCBA & CBAP*
CCBA® CBAP®