Business Analysis e BABOK Guide

Autore: Prassede Colombo

IIBA Italy Chapter President
Milano, 10 Dicembre 2010

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Indice

IIBA & IIBA Italy Chapter

Vision e Mission
CBAP Certification

Business Analysis
Business Analyst
BABOK Guide
Le Aree di Conoscenza

Alcune riflessioni: Business Analyst e Project Manager

Confronto
Alcuni casi aziendali

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10/12/2010

The IIBA
The IIBA is the independent non-profit
professional association serving the
growing field of Business Analysis.
Whatever your role requirements
management, systems analysis, business
analysis, or consulting - IIBA can help
you do your job better.
http://www.theiiba.org

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The IIBA
Vision, Mission and Strategic Goals
IIBA

Vision
IIBA

Mission

The world's leading association for

Business Analysis professionals
Develop and maintain standards for the practice
of business analysis and for the certification of
its practitioners

Create and develop awareness & recognition of the value & contribution
of the role of the Business Analysis Professional
Define the Business Analysis Body of Knowledge(BABOK)
Publicly recognize qualified practitioners through an internationally
acknowledged certification program
Provide a forum for knowledge sharing
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The IIBA
Professional Development

The mission of IIBA is to develop and promote the business

analysis profession
IIBA offers a variety of opportunities for further education,
networking and the exchange of ideas:

Business Analysis Body of Knowledge (BABOK)

Courses through Endorsed Education Providers
Communities
Professional Development Webinars
Business Analysis Competency Model
IIBA Bookstore
Carrer Centre

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CBAP Certification

IIBA decided that Business Analysis Professionals needed a

certification program to ensure their skills would be
recognized, valued, and understood
Qualified practitioners will receive the designation - Certified
Business Analysis ProfessionalTM (CBAP )
This certification is designed for individuals with an advanced
level of knowledge and experience: senior BA, recognized as
an expert in identifying the business needs of an organization
in order to determine business solutions
For business analysts with less experience and for students
with education but limited professional experience there is
Certification of Competency in Business AnalysisTM (CCBATM)
3750 hours of work experience, 900 hours experiences in 2 of 6
Knowledge, 21 hours Professional Development, High school
education, 2 references

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CBAP
Certification Requirements
Five (5) years (7,500 hours) business analysis work
Work
experience in the last ten (10) years, specifically related to
Experience
the knowledge areas defined in the BABOK
Knowledge
Areas
Education

Demonstrated (minimum 900 hrs) experience and expertise

in at least four of the six BABOK Knowledge Areas
High school or equivalent education

Professional 21 hours of professional development on business analysis

Development or the underlying fundamentals in the past four years
References

Two references (manager, client, or CBAP)

plus successfully passing the CBAP exam
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IIBA Italy Chapter

Vision, Mission and Strategic Goals
IIBA

Italy Chapter

Vision

Essere lassociazione professionale italiana di

riferimento per la Business Analysis, con
rappresentanti locali in tutta Italia.

Promuovere e sviluppare la professionalit

IIBA Italy Chapter nella business analysis, adattando alle
professioni e al contesto italiano, gli standard e
Mission
le best practice dell IIBA
Creare e sviluppare la consapevolezza e il riconoscimento del valore
del ruolo dei Business Analysis Professional nei diversi settori delle
aziende italiane.
Promuovere e supportare lo sviluppo di best practice in Italia.
Creare e sviluppare una Comunit di Business Analysis Professionals
per promuovere opportunit di networking.
Supportare i Business Analysis Practitioner italiani nel Processo della
Certificazione CBAP
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IIBA Italy Chapter

Our Progress
Successes

Costituzione del Chapter nel 2008,

partendo da un gruppo di amici che
hanno compreso limportanza della
Professione di Business Analyst
Organizzazione ed erogazione di
supporto per la preparazione alla
Certificazione CBAP (Gruppo di studio)
Traduzione in italiano del materiale per il
Gruppo di studio e riconoscimento da
parte di IIBA (VP Education & Training di
IIBA Italy Chapter moderatore nel
CBAP Study Group dell IIBA)

Condivisione e diffusione della

Business Analysis Profession,

partecipando ad importanti eventi

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Challenges
Crescita dei membri dellItaly
Chapter
Eventi dell IIBA Italy Chapter
con aziende e relatori esperti
Sviluppare le opportunit di
Networking per i Business
analyst con eventi sociali

Business Analysis
Definition & Value

Business Analysis is the set of tasks and

techniques used to work as a liaison among
stakeholders in order to understand the
structure, policies, and operations of an
organization, and recommend solutions that
enable the organization to achieve its goals.
The Value of Business Analysis
It is about understanding how an organization
works and how it accomplishes those
objectives.
It is about meeting business needs.
It is about ensuring investment in the right
solutions.
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Business Analysis
Definition & Value
Solution Scope
The set of capabilities required to meet a business need

Project Scope
The work required to implement the solution scope

Business analysis is required to define solution scope.

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11

Business Analyst
Definition

The Business analyst understands

business problems and opportunities in the
context of the requirements and
recommends solutions that enable the
organization to achieve its goals
A Business Analyst works as a liaison
among stakeholders in order to elicit,
analyze, communicate and validate
requirements for changes to business
processes, policies and information
systems.

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BABOK
Business Analysis Body Of Knowledge

The Business Analysis Body of

Knowledge (BABOK Guide) is the collection
of knowledge within the profession of Business
Analysis and reflects current generally
accepted practices
The BABOK Guide is a reference for professional
knowledge for Business Analysis and provides the
basis for the Certified Business Analysis
Professional (CBAP) Certification
Scopo primario del BABOK Guide quello di
definire la professione della Business Analysis
Fornisce linee guida e pratiche riconosciute a livello
mondiale per la disciplina della Business Analysis
Descrive le Knowledge Area (aree di conoscenze)
della business analysis, le attivit e i compiti (task)
relativi, le competenze di base che deve avere il
business analyst
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BABOK Guide
La struttura: Knowledge Area

The set of tasks, knowledge, & techniques required to

identify business needs & determine solutions to
business problems.
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Identifies currently
accepted practices
Defined & enhanced by
the professionals who
apply it
Applies to both projects
and enterprise
Captures the sum of the
knowledge required for
the practice of business
analysis as a profession
6 Knowledge areas
define what a
practitioner of business
needs to understand
and the tasks a
practitioner must be
able to perform

BABOK Guide
La struttura Tasks

Each knowledge area describes the tasks performed by business

analyst to accomplish the purpose of that knowledge area. Each
task is presented in the following format:
Purpose short description of the reason for a BA to perform the task
and the value created through performing the task
Description explains in greater detail why the task is performed, what
the task is and the results the task should accomplish
Input information and preconditions necessary for a task to begin
Elements the format is specific of the task and describes key
concepts that are needed to understand how to perform the task
Techniques contains a list of relevant techniques for the task
Stakeholders includes a list of generic stakeholders who are likely to
participate in the execution of the task or who will be affected by it
Output is a necessary result of the work described in the task
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BABOK - Knowledge Area

Business Analysis Planning and Monitoring

This KA covers how BAs determine which activities are necessary in

order to complete a business analysis effort
Identifies tasks & stakeholders

What do I need to do?

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BABOK - Knowledge Area

Elicitation

This KA describes how BAs work with stakeholders to identify and

understand their needs and concerns, and understand the
environment in which they work. The purpose is to ensure that a
stakeholders actual underlying needs are understood.
Elicit reqs from stakeholder
groups

What do Stakeholders
need?

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BABOK Guide Knowledge Area

Enterprise Analysis

This KA describes how BAs identify a business need, refine and clarify
the definition of that need, and define a solution scope that can feasibly
be implemented by the business. Describes problem definition and
analysis, business case development, feasibility studies, and the
definition of solution scope.

Understand the Big Picture

Why are we doing this?

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BABOK - Knowledge Area

Requirements Analysis

This KA describes how BAs prioritize and progressively elaborate

stakeholder and solution requirements in order to enable the project
team to implement a solution that will meet the needs of the
sponsoring organization and stakeholders. It transforms the
business need into clearly described capabilities.

Analyze the data

What must the solution do?

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BABOK - Knowledge Area

Solution Assessment and Validation

Describes how BAs assess proposed solutions to determine which

solution best fits the business need, identify gaps and shortcomings in
solutions, and determine necessary workarounds or changes to solution. It
describes how BAs assess deployed solutions to see how well they met
the original need, to evaluate the performance and effectiveness of the
solution.
Ensure the best solution is
Does it do what it was supposed
chosen
to?
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BABOK - Knowledge Area

Requirements Mgmt and Communication

Describes how BAs manage conflicts, issues and changes in order

to ensure that stakeholders and the project team remain in
agreement on the solution scope, how requirements are
communicated to stakeholders, and how knowledge gained by the
BAs is maintained for future use.
Communicate the outcome;
Does everyone understand &
Identify & manage change
agree?
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Techniques

Techniques consolidated in the chapter 9:

Techniques are classified in the following 16 categories:

34 techniques described in 2.0

Includes all commonly used elicitation and analysis techniques
All techniques listed are performed by a majority of BAs today and cover most
situations a BA is likely to encounter

Acceptance and Evaluation Criteria Definition

Brainstorming
Business Rules Analysis
Purpose - what the techniques is used for
Data Dictionary and Glossary
and the circumstances under which it is most
Data Flow Diagrams
likely to be applied
Data Modeling
Description - what the technique is and how
Decision Analysis
Document Analysis
it is used
Interviews
Elements - the format and structure
Metrics and Key Performance Indicators
Usage Consideration - conditions under
Non functional Requirements Analysis
which the technique may be more or less
Organization Modeling
effective
Problem Tracking
Process Modeling
Requirements Workshops
Scenarios and Use Cases
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BABOK
Underlying Competencies

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Perch avere PM e BA nel progetto?

Avere un Project Manager (PM) e un Business Analyst
(BA) critico per il successo di un progetto
Ciascun ruolo fornisce competenze specifiche che
possono fare la differenza tra un progetto di successo e
non
PM e BA hanno ruoli distinti su un progetto
Hanno entrambi il comune goal to meet project
requirements stakeholder requirements ma hanno un
focus su differenti aspetti per raggiungerlo
E molto difficile ricoprire entrambi i ruoli in modo efficace
sullo stesso progetto
Spesso i ruoli si intersecano ma anche divergono
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Ruolo del Project Manager nel progetto

Il Project Manager la persona incaricata dalla Performing

Organization del raggiungimento degli obiettivi di progetto
responsabile della gestione del progetto per raggiungere gli
obiettivi
responsabile della definizione e rispetto dei tempi, budget e
ambito complessivo dellintero progetto
responsabile dellintegrazione dei processi di project
management allinterno delle procedure definite dallorganizzazione
responsabile della pianificazione integrata (Project Management
Plan) e del controllo integrato dei cambiamenti (Integrated Change
Control)
responsabile della gestione degli stakeholder, della
definizione di aspettative e necessit, bilanciando e negoziando
i diversi interessi (finanziari, economici, temporali, obiettivi) del
progetto

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Ruolo del Business Analyst nel progetto

responsabile di colmare il gap tra il Business e il Solution
Team
responsabile di identificare comprendere e documentare i
fabbisogni di business
E responsabile di esplicitare e gestire i requisiti
responsabile di valutare limpatto di una soluzione
sullorganizzazione
Contribuisce ad introdurre il cambiamento
nellorganizzazione
E il custode dei requisiti del prodotto e della soluzione
E responsabile del completamento dei requisiti e di
Business Analysis
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Confronto tra Skill Differenze - Focus

Project Manager
Capacit di vedere big
picture del progetto
(Integrator)
Capacit di gestire gli
Stakeholder
Dirige il project team
Aiuta le persone (project
team) ad ottenere il
completamento dei
deliverable
Assicura che il prodotto
sia consegnato in tempo,
in budget e in scope
PM
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Business Analyst
Orientato al dettaglio
(Detailed-Oriented)
Comprende i bisogni degli
Stakeholder (needs)
Ascolta le persone (Esperti)
(Listens to people (SMEs))
Aiuta gli esperti (SMEs) a
descrivere come e perch
realizzano le attivit
Assicura che il prodotto sia
correttamente costruito in
accordo ai requisiti
BA

Confronto tra Skill Differenze - Focus

Project Manager
Rimuove barriere per la
soluzione di issue
Gestisce project change
control
Gestisce la WBS

Business Analyst
Identifica business issue

Skill gestionali

PM

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BA

Gestisce change request di

requirement
Effettua le attivit relative ai
requisiti nella WBS
Skill di analisi

Come PM e BA lavorano insieme?

Fondamentalmente, il PM gestisce risorse, costi, tempi, rischi,

comunicazione, ambito in modo integrato, il BA gestisce gli
stakeholder di business per i requirement.
Il PM deve garantire lintegrazione di tutti gli elementi che si devono
bilanciare per garantire la rotta del progetto, la gestione dei
cambiamenti, lallineamento degli stakeholder
Il BA riporta al PM su un progetto
Questi due ruoli hanno significative sovrapposizioni di responsabilit
in alcune aree
Buoni PM e BA lavorano insieme per coprire le debolezze

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Come PM e BA lavorano insieme?

Aree di sovrapposizione
Project scope definition

Project statement of purpose

Project objectives
Project business risks
Client relationship
Communication with SMEs and technical team
Review of requirements, designs and plans

Allinizio del progetto PM e BA dovrebbero decidere le componenti del

requirement package che sono appropriate per lo specifico progetto

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Come PM e BA lavorano insieme?

Aree di chiara distinzione di responsabilit
Business Analyst

Raccogliere, documentare e revisionare business

requirement con SME
Tradurre i business requirement in specifiche funzionali per
essere sviluppate dal technical team
Verificare la soluzione, formare SME sulla soluzione, su
nuovo sistema e documentare le nuove procedure
Project Manager

Pianificare e organizzare i progetti determinando scope,

deliverable, milestone, schedule, risorse
Gestire scope, rischi, issue, comunicazione, risorse, qualit,
forniture, costi di progetto
Interagire, collaborare, e negoziare con tutti i project
stakeholder e business partner/clienti

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Esempi di Cooperazione (Dynamic Duos)

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Strong PM, Weak BA

Result = Requirements are rushed, some
may be missed, rework needed late in the
process, schedule and budget suffers

Weak PM, Strong BA

Result = Too much time developing
requirements, project falls behind
schedule, scope creep often occurs

Weak PM, Weak BA

Result = Project failure!

Strong PM, Strong BA

Result = Success, great balance between
thorough requirements-gathering and
moving forward

Cosa succede quando una persona fa entrambe le attivit ?

Perch questo succede
Comune in piccoli progetti
Comune quando lorganizzazione sotto dimensionata
Comune dove non compreso il ruolo del BA o del PM
Comune dove ci si aspetti che la business analysis sia appena unaltra
attivit che il PM deve effettuare
Impatto
Difficolt nel gestire i due ruoli contemporaneamente
Differenti skill e comportamenti necessari per eseguire le attivit di PM e di
BA
Requirement possono essere persi
Schedule pu essere compromesso
Ulteriormente complicato quando ricoperto con altre irrilevanti responsabilit
di progetto
Effetto domino negativo sul budget del progetto e sulla qualit del prodotto

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Cosa stanno facendo le aziende?

Le aziende stanno comprendendo limportanza di Competenze di Business Analysis per risolvere

problemi o sfruttare opportunit ed identificare le soluzioni e delle competenze di project
management per effettuare progetti ed ottenere i risultati desiderati.
Business Analysis (Esempi di Applicazioni)
Funzioni di Governance Valutazione bisogni del business, analisi cause profonde,
valutazione e selezione soluzioni, Business Case (Settore Bancario) per avviare progetti
Business Analyst in ICT per comprendere i bisogni e tradurli per Solution Team esterni
allazienda (Settore Energia)
Business Analysis Product Manager interagisce con Project Manager R&D (Settore
Telecomunicazioni)
Business Analysis Valutazione Business need e Business Case (Settore farmaceutico)
Project Business Manager Project Manager/ Business needs del cliente/Fornire Business
Solution (Settore ICT & Telecomunicazioni)
Business Analyst Presidio dei Processi Aziendali (Settore Bancario)
PM Exploration (Business/Customer Needs/Feasibility/Business Case) PM Implementation
Realizzare nuovi prodotti (Settore manifatturiero)
Business Analyst Project Maanger Ruoli e figure distinte in Societ di Consulenza (Health,
Finance, Telecom)
BA Center of Competence in PMO
PMO Staff con Business Analyst

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Contact Information
Prassede Colombo, PMP
IIBA Italy Chapter President
www.italy.theiiba.org
prassede.colombo@theiiba
info@italy.theiiba.org
+39 380 3181546
www.theiiba.org
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