LGD-CBAP
This three-day intensive and highly interactive course focuses on preparing participants to take the International Institute of Business Analysis™ (IIBA™) Certified Business Analysis Professional (CBAP™) exam. This is not an introduction to project management course. This course will review all of the material covered on the exam and provide a large number of practice exams to prepare participants to succeed.
Students can claim 21 PDU/Contact Hours upon completion of this course. This course also qualifies for continuing PDU credit in Category 3 or Category A.
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Martin VanDerSchouw
Martin VanDerSchouw - PMP
Martin VanDerSchouw, PMP currently serves as President & CEO of LookingGlass Development, LLC., a premier provider of project management tools, training, and consulting. He served 3 years on Project Management Institute\'s International Board of Directors as well as PMI\'s Chair of Performance Oversight, Chair of External Relations and Involvement Committee, and as Secretary Treasurer. Martin was named in the Top 40 under 40 by the Denver Business Journal and was named PMI\'s 2004 International Business Leader of the Year. Additionally, he regularly makes more than 50 presentations per year to groups in the areas of leadership, performance management, and program/project management. He is currently the Colorado State Commissioner for Information Management governing all IT projects over $500,000.
Course Outline TXT
Course Introduction
Agenda
Section 00 - CBAP Basics
CBAP Basics
CBAP Certification Requirements
CBAP Application Tips
Benefits of CBAP
The CBAP Exam
CBAP Exam Makeup
Types of Questions - Definitional Questions
Types of Questions - Sequence Questions
Types of Questions - Scenario Questions
Types of Questions - List of Lists Questions
IIBAisms
BABOK Knowledge Areas
Section 01 - Foundations
Foundations
Definitions – CBAP/IIBA
Definitions – IIBA/BABOK
Definitions – Business Analyst
Definitions – Business Analysis
Definitions – Requirement
Definitions – A Project/BABOK Project Phases
Requirements Pyramid
Section 02 - Enterprise Analysis
Enterprise Analysis
EA – The Basics
EA – The Tasks
EA – A High Level View
Creating and Maintaining the Business Architecture 2.2
Zachman Framework
POLDAT Framework
Conduct Feasibility Studies 2.3
6 Steps for Conducting Study
6 Steps for Conducting Study 2
Determine Project Scope 2.4
Steps for Determining Project Scope
Preparing the Business Case 2.5
Steps for Preparing the Business Case
Financial Valuation
Financial Valuation 2
Financial Valuation 3
Financial Valuation 4
Conducting the Initial Risk Assessment 2.6
Steps in the Risk Assessment
Steps in the Risk Assessment 2
Sample Impact Matrix
Prepare the Decision Package 2.7
Enterprise Analysis Summary
Section 03 - Requirements Planning and Management
Requirements Planning and Management
Reqs. Planning and Mgmt. – The Basics
Reqs. Planning and Mgmt. – Task Groups
Identify and Document Project Team Roles and Responsibilities 3.2.1 and .2
Definitions
Role Highlights
RACI Chart / Matrix
Define Requirements Risk Approach 3.4
IPOD
Risk Types
Risk Identification Matrix
Risk Mitigation Strategies
Define Requirements Risk Approach 3.4 , Cont.
Planning Considerations 3.5
Consider the SDLC 3.5.2
Consider the PLC 3.5.3
Select Requirements Activities 3.6
Estimate Requirements Activities 3.7
Project Management’s Triple Constraints
The Critical Formula
Manage Requirements 3.8
Manage Requirements Scope 3.8
Traceability Matrix
Measure and Report on Activities 3.9
Manage Requirements Change 3.10 - PUDA
Manage Requirements Change 3.10
Section 04 - Requirements Elicitation
Requirements Elicitation
Overview
Facilitator’s Responsibilities
Elicitation Techniques
Brainstorming 4.3
Document Analysis 4.4
Focus Group 4.5
Interface Analysis 4.6
Interviews 4.7
Observation 4.8
Prototyping 4.9
Requirements Workshop 4.10
Reverse Engineering 4.11
Survey/Questionnaire 4.12
Tasks, Inputs & Outputs
Section 05 - Requirements Analysis and Documentation
Requirements Analysis and Documentation
Overview
Overview 2
Overview 3
Development Methodologies
Structured Requirements Pkg. 5.2 - The Tasks
Define the Solution Boundary
Structure the Solution Definition
Create Business Domain Model 5.3 - Definition
Requirement Types
Analyze User Requirements 5.4
Analyze Functional Rqmts. 5.5
Analyze Functional Rqmts. 5.5 - Types
Analyze Quality of Service Rqmts 5.6 - Types
Structuring Requirements 5.2 – 5.3
Analyzing Requirements 5.4 – 5.6
Determine Assumptions and Constraints 5.7
Determine Requirements Attributes 5.8
Determine Requirements Attributes 5.8 - Types
Validated Requirements 5.9
Common Document Formats
Validated Requirements 5.10
Verify Requirements 5.11
Characteristics of Good Reqs
Documenting Reqs. 5.7 – 5.11
Analysis and Documentation Techniques - Types
Data and Behavior Models
Business Rules 5.12.1
Business Rules
Class Models 5.12.2
UML Notation
Class Models
CRUD Matrix 5.12.3
Data Dictionary 5.12.4
Data Transformation and Mapping 5.12.5
Entity Relationship Diagrams 5.12.6
ERD Components
Metadata Definition 5.12.7
Process / Flow Models
Activity Diagrams 5.13.1
Data Flow Diagrams 5.13.2
Event Identification 5.13.3
Flowchart 5.13.4
Sequence Diagrams 5.13.5
State Machine Diagrams 5.13.6
Workflow Models 5.13.7
Usage Models
Prototyping 5.14.1
Storyboards / Screen Flows 5.14.2
Use Case Description 5.14.3
Use Case Diagram 5.14.4
Use Case 5.14.3 /4
User Interface Designs 5.14.5
User Profiles 5.14.6
User Stories 5.14.7
Section 06 - Requirements Communication
Requirements Communication
Overview
Tasks
Communication Planning and More 6.2-.4
Create a Requirements Pkg. 6.5
Conduct a Requirements Presentation 6.6
Conduct a Formal Requirements Review 6.7
Obtain Requirements Signoff 6.8
Packaging and Presenting Reqs. 6.5 – 6.8
Section 07 - Solution Assessment and Validation
Solution Assessment and Validation
Overview
Tasks
Solution Assessment and Validation 7.2 -.5
Section 08 - Underlying Fundamentals
Underlying Fundamentals
BA Core Skills
The Communication Model
Didactic Communication
Exercise Answer
Systems Thinking
Common Theories
Underlying Fundamentals Categorized
Course Closure
Section 09 - Final Exam
