Tag: Tips

Top Ten Tips for Tackling the CBAP Exam

Written by Cynthia Low on March 17, 2009. Posted in Articles.

It’s no surprise that the certification of business analysts is more sought after today than ever before. Worldwide the demand for qualified practitioners, and the ability for them to quickly demonstrate their capabilities in requirements management and development, continues to grow.

Growing almost as quickly is the number of people taking the Certified Business Analysis ProfessionalTM (CBAP®) exam. The 150-question exam is based on the International Institute of Business Analysts’ (IIBA®) Business Analysis Body of Knowledge® (BABOK®). This constantly evolving business analyst’s handbook reflects the most current, generally accepted business practices, and is one of the best references in preparing for the challenging multiple-choice exam.

So what does this mean to you? For those looking to take their careers forward, or to give themselves an advantage over the competition in the job market, the CBAP certification can mean an advanced career path, documented professional expertise and a positive impact on your organization. The exam is as challenging as the certification is valuable, but the time you take to prepare, from collecting and submitting your extensive application materials, is well worthwhile.

As with any standardized testing, there are literally hundreds of sources for information, tips and strategies. From that mountain of information, here are 10 widely recognized best practices for applying for, preparing for and taking the CBAP exam.

Take your time, part 1. Even applying to sit for the exam will take a significant amount of time. Most experts and CBAPs agree that you should give yourself at least eight hours total to complete the application. Yes, you read that right. Eight total hours. (When you read #2 below, you’ll understand why.)

Read each question and section carefully. Answer to the best of your ability and take the time to really focus on the application.

To further minimize omissions and errors – or the odds of having your application rejected – always use the IIBA-supplied templates, available with the application at http://www.theiiba.org/ under “get certified.”
Know the requirements and fees. To successfully apply for the exam, you must demonstrate your professional experience, specifically in indentifying business needs and determining the best solutions for business problems. The completed application must meet the following five requirements:
1. Work Experience: 7,500 hours of verifiable, hands-on business analysis work over the 10 years preceding your exam application.
2. Knowledge Areas: Demonstrable experience and expertise in at least four of the six knowledge areas: Enterprise Analysis, Requirements Planning and Management, Requirements Elicitation, Requirements Analysis and Documentation, Requirements Communication, Solution Assessment and Validation, and Business Analysis Fundamentals.
3. Education: High school or equivalent
4. Professional Development: 21 hours of verifiable coursework in the past four years, directly related to business analysis.
5. References: Two references from a career manager, client (internal or external) or CBAP are required. These references must indicate that you are a suitable candidate for the CBAP® certification.
  
  Next, consider applying for IIBA membership before applying for the exam. As you will see below, the fee schedule for the exam varies, depending on whether or not you are an IIBA member, with savings of $125 for members (exactly the amount of the application fee). Consider the idea that you will probably join IIBA after gaining your certification- so why not essentially apply for “free?”
  
  Fees:

IIBA® membership fee:	$95 USD	Paid annually.
Application Fee	$125 USD	This fee pays for the processing and administration of your application. It is non-refundable.
Exam Fee – for IIBA®Members	$325 USD	The fee pays for the initial exam sitting and will NOT be reimbursed if you do not pass the exam.
Exam Fee – for non-IIBA® Members	$450 USD	The fee pays for the initial exam sitting and will NOT be reimbursed if you do not pass the exam.

Please note: You can submit both the application and the exam fees with your application. If your application is declined, you will be reimbursed the exam fee.

Know your study style. Once you’ve applied, you can then expect to devote a substantial amount of your time and attention to preparation. Experts estimate total “ideal” study time at anywhere from six weeks to six months.

Before jumping in, have a clear understanding of how you learn and retain information. This point can’t be stressed enough. Quite simply, what many people forget, especially if they haven’t taken an examination in some time, is that not every study method works for every person.

For example, you may be a visual learner, or perhaps you remember spoken words more readily. Do you do better taking classes and interacting with others or working through study guides on your own? Tailoring your preparation to your style will save you hours – if not days – of frustration and increase your confidence on exam day.
Know your resources. With the vast number of available study methods and resources, narrow your choices by creating a list of study resources and be very selective, keeping in mind your personal style (#3 above). CBAP study guides featuring practice examinations are available, as well as business analysis courses to help you prepare for the exam, maintain your certification, and build upon your existing skills.

Regardless of the preparation regimen you ultimately choose, it’s wise to contact your local IIBA chapter. Many chapters offer study groups, or you can leverage the knowledge of peers who have already achieved their CBAP® certification.
Get a flash of brilliance. Even in this age of palm-sized computers and high-speed mobile Internet, one popular preparation method is decidedly “low-tech.” Many CBAPs laud flash cards as study tools for exam terms and definitions of each knowledge area – so much so that the study technique is actually featured in many preparation courses. Even if you’ve chosen not to take a formal course, consider making some flash cards for yourself. They’re an easy, efficient way to study anywhere.
Demonstrate intimate knowledge. Memorizing terms and knowing the BABOK is just one part of passing the CBAP exam. Since the exam uses situational scenarios throughout, understanding of language, usage and context for all six knowledge areas is also very important. Success depends on your ability to align your business analysis experience with the exam questions.
Know your activities. Next, memorize the tasks and activities within each knowledge area. If you aren’t already, become familiar with the input and output of each activity across all knowledge areas. Knowing what you’re supposed to get out of a solution will increase your confidence as you work your way through the examination.
You can get a feel for activities by creating your own small models for each knowledge area or by using the models included in many of the available classes or guides.
Know your modeling. Usage, process, flow, data and behavior models are all areas tested on the exam. Since the exam focuses on practical, situation-based questions, it’s very important to devote significant time to practicing modeling and more importantly, becoming familiar with when to apply each.
Practice, Practice, Practice. All the studying in the world is for naught if you’re surprised when you sit down for the actual exam. Whatever your preparation method, be sure to develop a plan for practicing with CBAP-format questions or full-blown practice examinations. Set aside three hours, find a quiet spot, and work your way through. After a few practice exams, and knowing exactly what to expect, the real one won’t seem so intimidating.
Take your time, part 2. The night before the exam, don’t try to cram or re-read the BABOK. Just get a good night’s rest – it is a three-hour-long, taxing test, and being focused and alert is the best favor you can do for yourself.

On the day of the exam, dress comfortably and bring paper and pencil to work out your answers. Most testing facilities provide these, but it never hurts to be prepared.

If you’ve memorized items, you are allowed to write on the exam booklet, so get them written down before you begin – it will give you one less thing to think about.

Finally, put everything you’ve learned to use and pace yourself. You’re not scored on how quickly you complete the exam and rushing leads to costly mistakes. If you do not pass the exam, you must wait three months before you are allowed to re-take it.

Scoring the exam takes up to 30 days and results will include knowledge area breakdowns for those who have not passed.

Without proper preparation, the CBAP examination can be intimidating. However, if you solidify your skills and knowledge and take advantage of your experience as a Business Analysis professional, you’ll have your certification sooner than you think.

Good luck.

Glenn R. Brûlé, Executive Director, Client Solutions, ESI International, is author of CBAP Exam: Practice Test and Study Guide, First Edition. He has more than 18 years experience in many facets of business, including project management, business analysis, software design and facilitation. At ESI International, he is responsible for supporting a global team of business consultants working with Fortune 1000 organizations. These engagements focus on understanding, diagnosing and providing workable business solutions to complex problems across various industries. Glenn is a Member of the Board of Directors and Vice President of Chapters of the International Institute of Business Analysis (IIBA). For more information, visit http://www.esi-intl.com/.

Seven Tips for Managing Your Online Reputation

Written by Cynthia Low on February 10, 2009. Posted in Articles.

In a competitive job market, a polished professional reputation can make or break someone’s chances of landing a coveted position. And since the word google became a verb, that reputation includes information that can be found online. This is particularly true for IT professionals who are evaluated on their technical savvy.

As a growing number of employers search the Internet for information about job seekers, it’s become more important for applicants to actively monitor and maintain their professional reputations online. The current economic environment has made hiring managers increasingly cautious, and any information that raises a red flag can quickly take candidates out of consideration for a job.

Following are seven practical tips to help you manage your digital imprint

Take stock. Discover what information about you — if any — already is online by performing a search using popular search engines. If you discover an item that you wouldn’t want hiring managers to see, ask the person who posted the information or website administrator to remove it. Similarly, untag any inappropriate photos of yourself.
Activate privacy settings. If you belong to social networking sites or have a personal blog, adjust your privacy settings so you control who has access.
Exercise discretion. When interacting online, be selective about which venues you participate in and who you allow into your personal and professional networks. If you regularly contribute to blogs or forums, give thought as to how your statements may be interpreted by those outside your community. Consider using a pseudonym if you wouldn’t want a potential employer to see your posts. You can use BlogPulse or Technorati to track online conversations about you or your sites.
Network wisely. When using professional networking sites such as LinkedIn to look for job opportunities, behave graciously with everyone you encounter and follow posted protocols. Thank anyone who assists you, and be sure to return the favor when possible.
Stack the deck. Business information websites such as ZoomInfo allow users to post information about themselves, so consider including details about your professional involvement and qualifications on these types of forums.
Share your insights. Posting useful advice and commentary on industry forums and authoring online articles in your area of expertise can add to your credibility.
Monitor the conversation. Set alerts using Google or other tracking services under your name so you receive an e-mail notification every time something new is said about you online.

Professionals should always post prudently — not just when they’re looking for work. The business world is more transparent than ever, which means people need to be aware that what they say and do online can have both positive and negative consequences.

Dave Wilmer is Executive Director of Robert Half Technology, a leading provider of information technology professionals. Robert Half Technology offers online job search services at www.rht.com. For additional tips on conducting an online job search, download a free copy of Search Smarts: Best Practices for Conducting an Online Job Search at http://www.rhi.com/onlinejobsearch.

Ten Tips for Writing Effective E-mail Messages

Written by Cynthia Low on April 30, 2008. Posted in Articles.

Plan the message before you write it. Before writing, ask yourself, “Why am I writing this – what do I want my reader to know and/or do?” When you have the answer, state it at the beginning of your message – this is your main point.

Organize the information in your message to support the main point. Delete any unnecessary information. Use short paragraphs and bullet points for lists – these make the message easier to read on a screen.
Identify the right recipients. Don’t send the message to people who don’t need the information.
Check the content of the message. Make sure there is nothing confidential, personal, inappropriate, or offensive.
Check the tone of the message. Make sure it doesn’t sound angry, rude, or abrupt.
Choose the appropriate salutation and closing. Depending on the audience, salutations and closings can be formal, informal, or casual.
Proofread the message. Fix any grammar, punctuation, and spelling errors.
Craft a compelling subject line that will tell the reader exactly what the message is about and allow the reader to file and find the message easily later on.
Make sure attachments are attached. It’s usually best to include attachments as PDFs.
Include a signature with your contact information. Be sure to include your name, company name, and phone number.

Natasha Terk,

President of Write It Well (www.writeitwell.com), works with a team of skilled instructional designers and trainers to develop and deliver customized on-site and online training solutions about written communications.

Show Me The Money

Written by Marcos Ferrer on December 31, 2007. Posted in Articles.

Last month we posed a quiz, as we continue to build robust requirements for a National and Global Identity System. We “hid money” in this quiz, and now we’re going to try to find it! Here is the list of stakeholders we gave last month:

Citizens

Businesses

Banks
Credit Card Companies
On-Line Sellers
Airlines
Hotels
Disney (takes fingerprints, did you know?).
Retailers
More along the same lines….

Government

Law Enforcement
National Security
Immigration
Customs
Internal Revenue
Labor Department
Unemployment Agency
More along the same lines…

What might be wrong with the above list? First – note that it is not only citizens with a stake, but all individuals. If you were being arrested, how would you feel if the police identified you improperly? If you are an illegal alien, you still need to work (and we need you). What is to be done? Second – what about non-business, non-government institutions? Are non-profits different? Are some organizations not even characterizable simply as non-profit? Third – identifying individuals, businesses, governments and other institutions may not be sufficient. Do all stakeholders have the same needs and goals? Are there categories based on identity “needs” more useful than the institutional ones we have chosen? How is local law enforcement different from homeland (I hate that word) security or immigration?
What might it cost to ignore the errors/omissions/assumptions, if any? We know the answer to this, because existing ID systems have NOT identified and addressed all stakeholders and their needs. The cost is exactly the situation we have now – a world of rampant identity theft (1 in 20 may be affected each year), in which law enforcement is almost powerless, a world of unjust convictions and misuse of DNA evidence, a world of constant privacy violation with little or no recourse (the price of fame is constant media pecking, a disincentive to achievement).
What concepts or categories might help with analyzing this list, regardless of any problems so far? Identity needs for criminal convictions are different from those for purchases, for charitable giving, attendance at private social events, and hiring a handyman, etc.
If you, as a BA, can even begin to address such questions, what is your earning potential? I can only speak for myself – since realizing what I was capable of, and getting my CBAP so others would know too, my income is now well into six figures, and my ability to get work and promotions is vastly improved. How are you coming along?

FOR NEXT MONTH:

To reassure ourselves that we REALLY understand the stakeholders, we will try to list the “identity transactions” that might occur in society, and we will try to match these transactions to the kinds of stakeholders we are aware of so far (individuals, businesses, government, and other organizations).

How many identity transactions can you think of, or how would you elicit such a list?

Potential answers will be discussed next month, and incorporated into the case study. The best reader response will be acknowledged next month (send a picture with your response!) and will undoubtedly receive a large raise in the near future, just for rising above the pack!

How to Become (or Manage) a Successful Business Analyst

Written by Glenn R. Brule on March 23, 2007. Posted in Articles.

Completing information technology projects on time and on budget is both essential and a struggle for most organizations. Business analysts can help shepherd projects through to successful results by gathering requirements from a business area and presenting them in ways that are understandable and actionable by the organization. Unfortunately, the business analyst’s job description is often vague. While many organizations know what needs to be done, they don’t know how to identify and develop the skills necessary to meet these needs.

As such, we’ve outlined here eight essential competencies necessary for success in this job. For each competency below, we explore the skills, knowledge and abilities inherent to each competency and provide practical tips for using these competencies as guidelines for improving the efficiency of business analysts within any organization. By definition, a competency is made up of three components: knowledge, skill and ability. Knowledge considers “what is being measured?” Skill looks at “how is it done?” Ability examines “to what degree can it be done?”

Competency #1: Eliciting Requirements On the most basic level, the business analyst’s job is to gather and document user requirements. Requirements are needed by a user or client to solve a business problem or achieve a business activity, and they are tied to the needs of business, rather than the constraints imposed by technology. This means that the business analyst’s job has more to do with identifying the desired results than the actions or resources required to reach these results. The purpose of gathering requirements is to provide an understanding of the problem or opportunity before trying to propose the solution.

Competency #2: Creating the Business Requirements Document A Business Requirements Document (BRD) is an exhaustive, written study of all facets of regulatory, business, user, functional or non-functional requirements. It is a detailed profile of primary and secondary users and comes directly from the requirements the business analyst has already gathered. It only makes sense, then, that the BRD should be written by the business analyst. After the document is completed, the business analyst and the client, or user, meet for a formal review and to formally approve the BRD. The document is then shared with the rest of the development team, including the project manager. In creating the BRD, a business analyst should define the various sources for requirements and the placement and relevancy of these requirements.

The Essential Business Analysis Skills• Analyze & solve problems• Understand the business• Communicate effectively (write & speak)• Manage client relationships• Facilitate discussions• Negotiate & build consensus• Model data & processes• Plan & manage activities• Facilitate & develop business strategy• Understand & manage organizational change

For example, senior business analysts may identify such items as the project charter and vision, business case, requirements work plan, vendor request documents and business contract documents. They may also work with the project manager to define the project and product scope. Any requested changes to any area of the BRD, before or after work has begun, must be carefully reviewed by the business analyst who would then work with the client or user to make the necessary changes.

Competency #3: Modeling Modeling refers to the ability to conduct structured analysis. In business analysis, modeling is used to support and enhance text-based requirements, help identify and validate requirements, document and communicate requirements and, finally, organize information into coherent ideas. The most common types of business analysis models include business models, process models, data models and workflow models. Experienced business analysts develop models such as business interaction charts or entity relationship diagrams and examine how the business process works now, in order to develop improved charts and help troubleshoot in the future. When looking at models, the business analyst is looking for problems and opportunities that will change the process or the deliverable.

Competency #4: Object-Oriented Analysis An object model is an abstract representation of the process and data requirements of a system, based on separating the system into units called objects. Each object includes the data and operational characteristics of one business item. Object-oriented analysis is particularly important to business analysts as a business planning tool to depict the hierarchy of business functions, processes and sub-processes within an organization. Generally speaking, individuals working on object-oriented analysis should be competent in structured analysis.Object-oriented analysis requires a clear understanding of both the process and data modeling techniques, including the ability to separate systems into objects. Junior business analysts may get involved in the functional separation of the as-is state of a project, including forming a simple model of this state. From this model, an intermediate business analyst may consider developing activity diagrams to further clarify requirements. With diagrams in hand, a senior business analyst is likely to begin designing the to-be state during one-on-one interviews, group interviews and the documentation process. Essentially, each of the processes involved in object-oriented modeling ensures that the requirements are properly communicated to the developers and administrators.

Competency #5: Testing When it comes to testing in business analysis, the first thing to understand is that the term applies to several different levels of work. First, business analysts are looking to test the products to validate whether the requirements have been met. They develop test scripts, test plans and test scenarios based on the as-is state as well as the to-be models. Testing requirements should be done in recurring stages to ensure that, by following the requirements, the desired deliverables will be met. The second level of testing is more familiar. This is testing the functionality of the physical product – testing lines of code and user testing of graphical appeal, speed and functionality. Black box testing and glass box testing fall into this category. As with the first type of testing, this testing also makes sure we reach the desired state, but it is based on user acceptance. In testing situations, business analysts design test cases and review the results from these scenarios.

Competency #6: End-User Support It’s a common misconception among project teams that the project ends when the deliverable is completed. This isn’t true. Business analysts should be aware that end-user support after the product is delivered is almost as important. The role of the business analyst is not to act on behalf of the training team, but to complement the training team’s efforts with their knowledge of the business requirements. Much of the documentation created in the process of identifying the deliverables is invaluable to the development of training needs and end user support, including user manuals and reference materials. Business analysts work with end-users after deployment to clarify any high-level questions that need to be addressed. They also work closely with training managers and facilitators to define requirements to deliver the training supporting the business needs. Finally, business analysts assess and evaluate all feedback from team members, those individuals involved in the deployment of the product and any pilot or “test” groups, to ensure that the requirements necessary to correct any issues are addressed in future releases, iterations or versions of the product.

Competency #7: IT Fluency How much IT knowledge is enough for a business analyst? The IT background for a competent business analyst depends entirely on the environment and possibly the industry vertical within which he or she works. It’s important to remember that IT fluency is just one of eight competencies that a successful business analyst must have. Also, just because an individual is fluent in a given technology does not automatically qualify him or her as a business analyst. This is a mistake made by many organizations. In theory, a great business analyst should have the wherewithal to understand which resources would be appropriate to help define and validate both requirements and specifications within a given project and product scope. In examining the different stages of a business analyst, a person at the junior level would need to have a clear understanding of the IT products and tools necessary for the business to function. An intermediate business analyst may understand interconnectivity and relationships between the tools and, perhaps, system architecture and information architecture. A senior business analyst will demonstrate his or her IT fluency across an industry vertical. He or she may also have a very clear understanding of how different IT products are related, interface with and connect to each other, as well as the positive or negative impact they may have in a given situation.

Competency #8: Business Process Re-Engineering Considered the “big-picture thinking” of business analysis, Business Process Re-engineering (BPR) is a rapidly growing part of business analysis. In fact, lately many companies have been grouping business analysts around this specialty and developing teams of process analysts. This is the phase in which business analysts seek out both problems and opportunities. BPR uses a variety of modeling techniques in order to look at the bigger picture, while still thinking tactically. Business analysts’ responsibilities are often to identify, using various modeling techniques, possible areas of improvement to walk the client or user through each step of the process, examining individual tasks that could potentially be improved and then to actually make suggestions for improvements.

You’ve Defined the Competencies . . . What Next? Now that the competencies have been spelled out, how do companies go about developing business analysts? First, they must develop and document specific job functions, and the task or tasks related to a particular level of competency. Next, they should assess existing knowledge. Finally, they must provide the training needed to develop the competencies outlined above. The first step in ensuring that an organization’s business analysts have the knowledge, skills and abilities necessary for success is to develop job functions, associated tasks and activities, and expected inputs and outputs, that would in turn support an organizations defined competency. When job descriptions have been determined and approved, it’s essential that organizations “take inventory” of the competencies their business analysts already possess. There are specific assessments to test these competencies. Such tools will establish the knowledge level of individuals in each competency area and of the team as a whole. If knowledge isn’t base-lined, improved cannot be observed, and overall performance for the individual and the organization. After establishing the business analysis knowledge and ability levels within an organization, the next step is to implement training to improve any competencies that may be lacking. The competencies above can also serve as a validation tool for such training. They can be used to ensure that the performance improvement program is comprehensive, that no behaviors or competencies are missed, through proper training, on the job experience as well as the appropriate coaching and mentoring. Keeping in mind the eight competencies, as well as the necessary people, processes, tools and technology, will put an organization on the path to better business analysis and, ultimately, to more successful projects.