IIBA® Certified Business Analysis Professional (CBAP®) - United States

IIBA® Certified Business Analysis Professional (CBAP®) Course Outline

The course covers the following topics as featured in the CBAP® exam and aligned to the Business Analysis Body of Knowledge® (BABOK®) Guide: 

Business Analysis Planning and Monitoring

• Why is a Plan Needed?
• Business Analysis Planning and Monitoring Input/output
• Tasks Under Business Analysis, Planning and Monitoring
• Plan Business Analysis Approach
  • Agile Principles Compared to Waterfall
  • Various Agile Methods for Project Management
    • Scrum 
    • Extreme Programming 
    • Dynamic Systems Development Method (DSDM) Framework
    • KANBAN 
• Stakeholder Engagement 
  • RACI Matrix – Stakeholder Analysis
  • Illustration of a Communication Plan
  • Dealing with Difficult Stakeholders
• Plan Business Analysis Governance
• Plan Business Analysis of Information Management
• Identify Business Analysis Performance Improvements

Introduction to Elicitation and Collaboration

• What Does Elicitation Mean?
• Tasks Under Elicitation and Collaboration
• Elicitation and Collaboration Input / Output
• Prepare for Elicitation 
  • Prepare for Elicitation Input / Output 
  • Sometimes, A Conversation Alone Isn’t Enough 
  • Conduct Elicitation Input / Output 
• Conduct Elicitation 
  • Requirement Elicitation Questioning Techniques
  • Conduct Elicitation
  • Confirm Elicitation Results Input / Output 
• Confirm Elicitation Results 
  • Communicate Business Analysis Information Input / Output 
• Communicate Business Analysis Information 
  • Manage Stakeholder Collaboration Input / Output 
  • Manage Stakeholder Collaboration 

Requirements Life Cycle Management

• What are Requirements?
• Requirements Life Cycle
• Requirements Lifecycle Management Input / Output
• Tasks under Requirements Lifecycle Management
• Trace Requirements Input / Output
• Gap in Requirements
• Trace Requirements
  • What All Is Traced? 
  • How to Record Traceability? 
  • Maintain Requirements Input / Output 
• Maintain Requirements 
  • Reasons for Tracing and Maintaining Requirements 
  • Prioritise Requirements Input / Output 
• Prioritise Requirements 
  • Why Prioritise Requirements? 
  • How to Prioritise Requirements? 
  • Assess Requirements Input / Output 
• Assess Requirements 
  • Approve Requirements Input / Output 
• Approve Requirements 
  • Getting a Sign – Off on Requirements 
  • Tips for Effective Requirements Management

Strategy Analysis 

• What is Strategy Planning and Analysis? 
• Strategy Analysis 
• Strategy Analysis Input / Output 
• Tasks under Strategy Analysis 
• Analyse Current State 
  • Tools for Analysing Current State to Make Strategic Decisions 
  • SWOT Analysis 
  • Industry Analysis – Porter’s Five Forces Model 
  • Define Future State Input / Output
• Assess Risks
  • Assess Risks
  • Define Change Strategy Input / Output
• Define Change Strategy
• Tools for Defining Change Strategy
  • BCG Growth/Share Portfolio Matrix
  • GE Business Screen Matrix
• Expert BA Behaviour that helps in Executing the Task

Requirement Analysis and Design Definition

• Requirement Analysis and Design Definition Input / Output
• Tasks Under Requirement Analysis and Design Definition
• Specify and Model Requirements Input / Output
  • Specify and Model Requirements
  • Verify Requirements
  • Validate Requirements
  • Define Requirements Architecture
  • Define Design Options
  • Analyse Potential Value and Recommend Solution
• Paralysis of Analysis
• Useful Techniques to Avoid Paralysis of Analysis
• Responsibilities of Business Analyst in Requirement Analysis and Design Definition

Solution Evaluation

• Understand Solution Evaluation
• Tasks Under Solution Evaluation
  • Measure Solution Performance
  • Analyse Performance Measures
  • Assess Solution Limitations
  • Assess Enterprise Limitations
  • Recommend Actions to Increase Solution Value