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BAJanuary 2011
Letter rom the President
IIBA Inside View
Dashboard
Monthly Poll
Business o Business Analysis
Chapter News
Proessional Development
Certication Update
Endorsed Education Providers
Events
Monthly Giveaway
The Last Word
Inside Sections:
I s s u e 1
What Requiring Minds Want to Know
IIBA
Monthly Newsletter
IN THIS ISSUE:
The Future of IIBA:
Making Predictions
page 4
Case Study The
Membership Committees
Global Membership Fee
Project
page 12
The Future of Business in
the New Economy, Part 3:
Value Analysis
page 13
Being a BA: Technical
Excellence
page 14
Real words that work
page 15
Career resolutions or 2011
Happy New Year! As we welcome 2011, many o us see the brand new year as an opportunity or
a new start. We look orward to the coming year, and make plans that will help us achieve our
proessional and personal goals.
Kathleen Barret, President and CEO o International Institute o Business Analysis (IIBA) wanted to
take this idea o planning or a new year a step urther. She asked the Executive Leadership Team
(ELT) and Product Managers o key IIBA products and services to look three years into the uture
and discuss their vision or these initiatives. Be sure to read the article The Future o IIBA: Making
Predictions on page 4.
The irst initiative IIBA launched in 2010 was the Global Membership Program. Now, the
Membership Committee has written a case study demonstrating how the committee applied
business analysis techniques to the implementation o this program. Read the article on page 12.
On the certiication ront, the exam or the Certiication o Competency in Business Analysis
(CCBA) designation launched on January 4. IIBA looks orward to congratulating the irst CCBA
recipients very soon. Is earning a certiication on your list o career resolutions? See page 17 or
more details.
On page 14, be sure to read the transcript rom the Being a BA Technical Excellence webinar.
Rick Clare, IIBA Vice President, Chapters and a highly experienced BA and manager, discusses
the beneits o the BA role, the dierences between Project BAs and Strategic BAs, and why it is
important to separate the BA and PM roles.
I you have proessional development goals on your resolution list, see page 16 or the upcoming
January webinars. You can also view any webinars youve missed by visiting the Archived Webinars
on the IIBA website.
This month: The Future o Business Analysis Spreading the word about business
analysis and IIBA to the global businesscommunity
Gaining recognition or the role o thebusiness analyst
Collaborating with complementaryproessional associations
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Letter rom the President
The Future o Business AnalysisIts always great to get a resh start at the
beginning o a New Year, whether you
believe in New Years resolutions or not.
One approach is to look at everything a bit
dierently.
In August, IIBA underwent a reorganizationto better serve each o its key stakeholders
or customer groups. Each member o the Executive
Leadership Team (Dave Bieg, Kevin Brennan, Michael
Gladstone and I) was assigned primary responsibility or one
o the groups individual business analysts, employers o
BAs, training vendors, tool vendors, and chapters. We were
tasked with understanding their needs and identiying the
products and services that would be most valuable to them.
Because there are our o us, the groups and associated
products were divided by our primary stakeholders into our
categories.
The irst major customer stakeholder group is individual
BAs, speciically our members. IIBA is a proessional
organization with its vision and mission to help drive the
proession o business analysis globally. We do that through
the identiication and ormalization o business analysis
practices. An example is the Guide to the Business Analysis
Body of Knowledge. We reer to this area as developing the
proessional.
Our second major customer group is individuals who wish to
become certiied as qualiied proessional business analysts.
IIBA now oers two business analysis certiications: theCertiication o Competency in Business Analysis (CCBA)
and the Certiied Business Analysis Proessional (CBAP).
We reer to this area as recognizing the proessional.
Next, we consider the employers o business analysts. We
want to help them develop their BA programs and enable
their BAs to become more successul in the role, or the
beneit o their organizations. In this case, we talk about
enabling the proessional.
The inal group is comprised o those who support the
successul execution and development o business analysis
skills such as training vendors, sotware providers, andchapters. This group is supporting the proessional.
This month, as we consider our theme o The Future o
Business Analysis, we asked the executive leadership team
and product managers who are responsible or the products
in each o these areas to discuss the uture o their products.
We asked why they are passionate about their products,
where do they see the products headed in the next ew
years and how dierent will they be rom today, what are the
biggest hurdles to achieving their vision and how can they
ensure success. Be sure to read the article, The Future o
IIBA: Making Predictions on page 4.
I also participated in the exercise. My product incorporates
all the other areasit is IIBA and the proession o business
analysis. What makes me passionate is that I truly believe
business analysis will be the capability that distinguishes the
winners rom the losers in the global marketplace. Business
is about delivering products and services to customers.
Business analysis is about identiying the change needed
to more eectively deliver those products and services to
meet customers needs. I there is no change, you dont need
business analysis. But when there is changeand there is
always changebusiness analysis makes sure it is the right
change.
The world is evolving rapidly and companies are constantly
reacting to events happening all around them, generally
addressing challenges incrementally, not stepping back and
understanding the broader scope o events. To rise abovethe competition, companies will have to be more systematic
about how they approach recognizing and addressing
change. Business analysis is a critical capability to help
companies understand what they need to do to remain
competitive and succeed in their market space.
When I think about the world o business analysis in three
years time, I know that it will be substantially dierent. It
will have evolved and be more widely adopted throughout
that world. Partly, that is because I believe that companies
that havent embraced business analysis will be struggling
and ailing. In organizations that are successul andthriving, business analysis will be widely adopted. Dierent
organizations are at dierent levels o maturity, but I expect
to see BAs holding strategic planning positions, and to be
running portolios and making key investment decisions.
They will be the ones asking the tough questions o their
business partners to help steer the business in the right
direction. I expect that BAs will be essential to organizations,
helping them implement the necessary day-to-day changes
that will keep them moving orward.
The biggest challenge to widespread adoption o
business analysis is change atigue and lack o awareness.Organizations know they have to continue to evolve to
remain relevant but because o change atigue, they oten
cling to old habits. Other organizations are so used to
approaching problems a certain way, they dont know how to
think dierently. They dont recognize business analysis as a
solution because they dont clearly understand their problem.
IIBA needs to help organizations understand what business
analysis is and how it can help improve their perormance.
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So how do we ensure success? Organizationally, we will put
more eort into driving awareness o the business analyst
role. We will continue to introduce new products to help
expand the BA toolkit to help business analysts be more
eective. And we will enhance our current inrastructure to
ensure we have the tools in place to manage our business
better, as well as provide the unctionality to enable you,
the BA, to manage your careerideas include customerspeciic portals with tools and capabilities or each o our key
stakeholder groups.
New Years Resolutions or IIBA
I believe in making New Years resolutions as a way to plan or
changes in the coming year. Here are my resolutions or IIBA.
1. Operate more efectively in a virtual world.
Better communication is our number one New Years
resolution.
In case people dont know, IIBA is a virtual organization.For example, I am based in Toronto, Ontario, Canada, and
Dave Bieg, Chie Operating Oicer, is based in Atlanta,
Georgia in the United States. Yet we work together on a
daily basis. Being able to work virtually can be great but it
has its drawbacks. We dont actually see each other during
meetings and I cant walk down the hall to ask a question.
Weve done some things amazingly well considering we
operate virtually, but we oten orget that reaching out to
our colleagues needs to be more active. We now have about
20 paid sta (both employees and independent contractors)
and are planning to add more in 2011. We need to eel
were working together as a team, and as we ind tools andtechniques that help us work more eectively, we will share
these with our members.
Letter rom the President
2. Think about our customers in everything we do.
Members, employers o BAs, Endorsed Education Provider
(EEP) vendors, sponsors, chaptersyou are all the main
reason IIBA exists. We need to think about what you need
rom us to ensure you enjoy being part o the organization.
You need to be top o mind in everything we do.
3. Communicate the message about businessanalysis.
Getting the word out and letting people know the
importance the BA role brings to organizations has always
been on our to do list, but this year we are making it a top
priority. We need to make sure our message is getting out
there, that we are driving greater awareness or IIBA and the
business analysis proession.
I recommend that you think about what you want to
accomplish in the New Year whether or not you believe in
New Years resolutions. Start the year o with a planthink
about what you want to achieve in your own career in 2011.Dont attempt to over plan or make too many resolutions
because it may be too much and prevent you rom taking
action. Instead, apply your BA skills to your own career and
igure out the one thing you need to do this year to achieve
your goals as a BA.
One o the most excitingand most overwhelming
things about IIBA is that it is constantly growing, evolving
and expanding. And as we ace a brand new year, I look
orward with great anticipation to what 2011 will bring.
Happy New Year!
Kathleen Barret
President and CEO
Read Kathleens Blog
CBAP recipients Members Chapters
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Monthly Dashboard
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The Future o IIBA:
Making Predictions
In keeping with the January theme o The Future o
Business Analysis, we asked IIBA leadership and product
managers to make predictions about the uture o their IIBA
products and services. In each article, they have answered
the ollowing questions:
1. What makes you passionate about your product?
2. What do you imagine your product will look like in
three yearshow will it dier rom where it is today?
3. What do you think are the biggest hurdles in making
your vision a reality?
4. What would help to ensure your success?
Their answers have been divided into the our key IIBA
stakeholder groups as ollows:
Developing the proessionalThe Future o IIBA Standards and Publications by
Kevin Brennan, CBAP, IIBA Vice President, Proessional
Development and Communities
IIBA Business Analysis Competency Model by Angela Wick,
CBAP, PMP, Chair, BA Competency Model Committee
Career Path or BAs by Laura Brandenburg, Career Center
Product Manager
Emerging Technologies by Julian Sammy, IIBA Head o New
Media
Recognizing the proessionalCertiication by Michael Gladstone, CBAP, IIBA Vice
President, Certiication
Enabling the proessional
Corporate Membership by Dave Bieg, IIBA Chie Operating
Oicer
Supporting the proessional
Chapters by Rick Clare, IIBA Vice President, Chapters
Developing the proessional
The Future o IIBA Standards andPublicationsBy Kevin Brennan, CBAP, IIBA Vice President Proessional
Development and Communities
Ive been involved with IIBA rom almostthe very beginning. In November 2003,
when I irst got involved as a volunteer,
I had wanted to participate in the
development o a business analysis body
o knowledge.
Why? Well, or a number o years I had
been irst teaching mysel and later others about project
management, and to learn that proession one o the key
books I reerred to was the PMBOK Guide. Its become
almost trendy to complain about the PMBOK Guide, and
while Id developed irm opinions on its virtues and lawsby teaching project management, I also recognized that
it had done a lot to help build the project management
proession. I was hoping to get involved in building
business analysis in much the same way.
One o the greatest diiculties business analysts ace
is that people dont understand what we do or why it
matters, and many o us struggle to articulate the value
we bring. The point o a body o knowledge is to help us
build that common, shared understanding. We need a
body o knowledge so that we can understand what all o
us, IT systems analysts, business process analysts, business
architects, consultants, and the many other sub-groups that
make up the business analysis proession have in common.
Without that understanding, we cant move on to see how
we can work to make organizations more eective, to help
them stop wasting billions o dollars every year on eorts
that dont deliver value to stakeholders, and to really make
a dierence or people.
Ultimately, thats what we do, ater all. We solve problems.
Thats what I did as a BA and its what I do today. The
problems I most enjoy solving are the hard ones, the ones
that nobody has a straightorward or easy solution to. But
people dont recognize that problem solving is a skill. Its
something you can learn and get better at, but rather than
helping people to do that, most organizations simply end
up reinventing solutions to problems that were solved
long ago. They do that because there werent venues or
them to easily ind out what tools and methods already
exist and have been proven eective, or what skills and
competencies someone who works as a business analyst
needs to have. Thats what the BABOK Guide isits a
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description o what you have to know, and be able to do, in
order to help business do business better.
Like the proession itsel, the BABOK Guide will continue to
evolve. I think the team that built version 2 did a antastic
job, but there are new ideas that we have to incorporate
and areas o practice that we deliberately took out o the
scope o that eort in order to ensure we could deliver.
Now, as we come up to two years since it was released,
were starting to see how we can improve it to bring in
some o those concepts. Three years rom now, I expect
we will have completed that work and youll all be holding
copies o version 3 in your hands (or reading it online,
on your tablet computers or smart phones, or using the
annotated version linked in to online communities to share
additional resources with other BAs).
O course, version 3 will still be used as a reerence book
and as a textbook by many business analysts, and we will
work to make the revised version easier to read and easier
to use. That means looking at which sections may beconusing or diicult to understand and revisiting the text
to see where we can add or edit material to make it clearer,
as well as expanding on topics that need it.
Well introduce concepts rom new areas o practice, such
as agile methods and enterprise business analysis. While
we do that, its important to help people igure out which
material is most useul to them, so well be providing
guidance or applying the BABOK. The IIBA Business Analysis
Competency Modelis something you can take a look at to
see the early stages o this work. Version 3 o that model,
coming out in the near uture, has competency proiles ora number o business analysis specializations. The BABOK
Guide will support those directly in the next version.
The BABOK Guide will also not be the only source o
business analysis inormation provided by IIBA by that
time. Were beginning to develop a number oHandbooks
of Business Analysis which will provide speciic guidance
or proessionals with a particular area o interest. The irst
o those handbooks, the Handbook of Enterprise Business
Analysis, is actively under development and you can expect
to hear a lot about it in 2011. Others will ollow in the years
to come. Some o the topics were looking to cover includea handbook or new business analysts, one or IT systems
analysis, one or business process analysis, and possibly
othersbut none o those are deinitely on the schedule
yet, and i you think theres something we should be
covering, Id be happy to hear rom you.
My goal is or version 3 to remain concise and authoritative,
and to ensure that the reputation or quality o the current
version remains intact. We spent a lot o time with version 2
IIBA Inside View
working to ensure that the ramework we developed
wouldnt break when being amended to accommodate
new methodologies (such as Scrum, Lean, BPM, and
others). Where possible, were looking to work with other
organizations to develop clean linkages with other bodies
o knowledge and other standards, and were hoping to
build those relationships with other groups in the years to
come. For the record, our door is always open to any groupthat wants to collaborate with us on these eorts.
And or those o you who responded to our call or
volunteers earlier this year, thank you all very much. Laura
Paton, who served as the Project Manager or the inal
year o development o version 2 as well as leading the
development eort or the BABOK Learning Guide, has
accepted the position o Chair o the BABOK Committee or
version 3. Were currently working to interview candidates
or the core team, and over the next month or two we plan
to put the version 3 committee in place. I you volunteered
or that team, thank you or your patience and well be intouch soon.
To post a comment, visit the Community Network.
The Future o the IIBA Business AnalysisCompetency ModelBy Angela Wick, CBAP, PMP, Chair, BA Competency Model
Committee
The IIBA Business Analysis Competency
Model is bringing value to organizations
and business analysis proessionals
around the globe, and this is just the
beginning. The IIBA Competency Model
was launched in February o 2010
with an aggressive schedule to release
valuable content or organizations and business analysis
proessionals on what successul application o the business
analysis role looks like. In the uture we plan to continue
to develop the model with tools and alternative ormats as
well as benchmarking data about the model.
What makes me passionate about moving this agenda
orward?
y Helping BA proessionals develop satisying careers
through competency development, career paths, and
leadership development
y Helping BA proessionals with more inormation on
what it takes to be successul in this career
y Helping BA proessionals become more aware o the
opportunities to grow proessionally in the industry
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y Seeing the amazing response to the product via
discussions with organizations using the model and
buying corporate licenses
y Helping organizations, especially BA Managers,
C-level management and BA COEs, manage BA talent
and develop strong BA practices. The demand or
corporate licenses and assistance in adopting and
implementing the model has been overwhelming
y An amazing committee o authors and reviewers to
work with on this product
y Being part o the big picture and innovation in the BA
industry
Within three years we would like the model to be an
online tool in addition to the document. The online tool
will enable BAs and organizations to proactively manage
competency development. Individuals will use the tool to
learn and explore their own competency development;
organizations can use the online tool as part o an overalltalent management process to develop competencies in
their BA team. We would also like to use the data gathered
rom the online tool usage to develop benchmark data on
the global community o BA competency development.
Other current discussions taking place around the uture
o the Competency Model include: Printing the model
and selling printed versions (like the BABOK Guide today),
translating it into other languages, and providing more
services or corporate license holders such as regular
networking discussions around various uses o the model
where corporate license holders can share experiences andlearn rom each other.
The biggest hurdles to making this three year plan
happen is unding to drive the technology and resources
needed to implement the capabilities or online tools and
benchmarking, cost o translations, printing, legal, graphic
design, and editing costs. Currently the Competency Model
has been a volunteer driven eort with very minimal
expense outlay or graphic design and legal copyright
protection expenses.
To ensure our continued success with the model, we rely
on continued membership growth to help provide unding,member eedback on the model and how the model
provides value to you as a BA and to organizations. We
also rely on member and public adherence to the product
copyrights to ensure that our revenue generation plans or
the model are able to be materialized and create revenue to
continue to evolve the product.
To post a comment, visit the Community Network.
The Career Center in 2014By Laura Brandenburg, Career Center Product Manager
What is the Career Center?
The Career Center is an online website
where employers o business analysts
can post BA jobs and search or relevant
candidates. Candidates can post their
resume to the resume database, apply
or jobs, and sign-up or alerts so
they always know when new jobs are
available within their local area.
The Career Center is a proitable product or IIBA and
generates revenue each quarter. When an employer
designates their ailiate with a local Chapter, a portion o
this revenue is shared with the appropriate IIBA Chapter as
well.
What makes you passionate about your product?Finding a business analyst job is a challenge that many
within our proession ace. I believe that by creating a space
ocused speciically on business analyst jobs or employers
o business analysts can help make this a bit easier.
What do you imagine your product will look like inthree years the vision you have or your productand how will it dier in three years time romwhere it is today?
First and oremost, the Career Center will be the premier
place to ind a business analyst. At any given time o year,well have hundreds o jobs across the world. Business
analysts will be able to use this tool to ocus their job search
on relevant BA positions.
As ar as expanding the product itsel, it really depends on
unding, as there are so many initiatives sponsored by IIBA
and this is just one o them.
Setting aside these limitations or the present discussion,
Id oresee the Career Center truly helping business analysts
connect with potential employers and match job postings
to candidate qualiications. We will be providing tools to
help employers make smarter interview decisions and,
eventually, mapping their job postings back to the problem
they are trying to solve within their organization. We
will also be providing tools helping candidates position
their career experiences and competencies against open
positions. In short, well help improve the communication
between employers and candidates by making it more
meaningul and helping translate where necessary.
IIBA Inside View
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At a high level, wed bring a bit o the structure o the
BABOK Guide and the Competency Model into the Career
Center so it can be leveraged in the job search process o
our candidates and the hiring process o our employers.
Another big need we would have solved would be
support or the contractor or consultant market. Many
o the best business analysts I know do not identiy with
the proession and are not looking at job boards or their
next opportunities. They hold titles like management
consultant. Does IIBA have a place in helping connect
consultants and big business problems? Maybe, and i so,
the Career Center could evolve to support this.
What do you think are the biggest hurdles inmaking your vision a reality?
Funding is a big one, as is the availability o volunteers to
make it work. While todays Career Center was designed
to be sel-sustaining (not much time is needed rom IIBA
or the volunteers to keep it going), the expanded solutionwould require ongoing support.
But more than unding, the above vision would represent
a disruption to the standard hiring process in place today
within many organizations. It might just not make sense
or us to be on the cutting edge here, but instead wait
until there are some models to ollow and implement.
Our job search engine provider is doing a good job o
implementing new eatures to stay up-to-date with the
latest job board trends, so it might make more sense or us
to ollow their lead and implement the most appropriate
eatures to the BA job market as they become available.
To post a comment, visit the Community Network.
Emerging Technologies: Three Years HenceBy Julian Sammy, IIBA Head o New Media
What will your job look like at the end o
2013? What tools will you use to be more
eective and eicient as a BA? I expect
to see our major categories o emerging
technologies begin to make inroads into
big business by then: video conerencing,
real-time collaboration tools, requirement
interpretation and execution engines, and business analysis
planning tools.
Video Conerencing
Many companies will give many sta access to video-
conerencing services like Skype or Windows Live
Messenger. Larger organizations may use intranet-only
tools like Microsot Messenger (when the business has
trouble overruling IT security paranoia). Quality will be
good enough to allow multinational teams to interact in
useul ways.
y Main Uses: elicitation sessions, review sessions,
interviews, status reporting
y Beneits: Big improvement over conerence calls in
terms o eective communication, at much lower cost
(VoIP).
y Gotcha: Video conerencing will take time to get used
to: latency on the line is very disruptive, and camera
position is distracting. This tool is most useul when
combined with other real-time collaboration tools.
Real-time Collaboration Tools
Video conerencing allows BAs to interact with distant
stakeholders in a much richer way than previously possible.
Chat and collaborative document editing tools enhance
the productivity o virtual teamswhen training is
provided. Distant stakeholders are engaged in discussionand invention through shared whiteboards, Wave (now
an Apache project), real-time document editing, chat,
and other tools. They like seeing their words appear in the
document instantly.
y Main Uses: elicitation sessions, review sessions,
interviews, status reporting, requirement documents,
BA plans
y Beneits: Cycle time or edits and approvals can be
reduced by engaging stakeholders in developing,
reining and approving requirements: they can make
updates to requirements themselves (with appropriatecontrols) on an ongoing basis.
y Gotcha:These represent signiicant changes in
established worklows. I participants are assumed to
be competent in the toolsor able to pick it up on
their ownthe tools will not be adopted (best case)
or will impede communication and progress (worst
case). Real-time documentation is ugly and diicult.
Most people cannot listen, interpret and analyse all at
once; adding typing to the mix is oten a typo-laden
disaster. BAs will need virtuoso-level typing skills, with
a low number o errors.
Requirement Interpretation andExecution Engines
As process and rules engines become more common, hard-
coded requirements will move into business-controlled
systems. In many cases, a BA will be able to conigure a
solution that (in 2000 or 2005) would have required coding.
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y Main Uses: Projects that would have been IT heavy a
ew years ago are now completely in the control o the
Business, with little input rom IT and relatively little
impact to the IT inrastructure.
y Beneits: Time-to-market and time-to-implement
changes to business operations can be drastically
reduced. IT costs are also much lower.
y Gotcha: Enterprise business analysis, including a solid,well-deined and well-governed architecture (with
process, technology, data, organization, and more)
is desperately important, and oten missing. Parts o
the business can change signiicant aspects o their
capability in a ew days or weeks; all too oten these
changes conlict with the needs o other business
units, or with the purpose o the business itsel.
BA Planning and Monitoring Tools
BA tool vendors have begun to understand that eliciting
and managing requirements is not enough: successul BAsdevelop approaches to their work, plan their activities, and
integrate these into project plans. They also monitor their
progress against the plan, and adjust appropriately. New BA
planning tools have interaces to MS Project and major BA
tool packages, to connect the work BAs do to the outputs
o that work.
y Main Uses: BAs use these tools to describe the eort,
cost and risk associated with developing requirements.
On the plus side, this is a great way to build support
and get resources or the work BAs do. On the minus
side, its a great way to delect blame instead o
seeking value and success.
y Beneits: Better integration o BA activities into
project plans improves the solutions delivered by
those projects. General awareness o the work BAs
need to do increases. Low value activities are easier to
avoid; high value work is easier to ocus on.
y Gotcha: BAs must learn to plan their work at several
levels or the tools to be eective.
Developing a BA approach and
then a plan may still be seen as
wasteul by some PMs and business
partners; in many cases it is a lacko BA experience and competence
in Business Analysis Planning and
Monitoring activities that limits the
value realized by good planning.
To post a comment, visit the
Community Network.
Recognizing the proessional
The Future o IIBA CertifcationBy Michael Gladstone, CBAP, Vice President, Certication
While working as a business analyst, I
spent considerable time searching out
a proessional certiication that wouldrecognize me or the proessional that I
saw mysel as. Upon learning about and
getting involved with IIBA, I immediately
jumped at the opportunity to chair the
Certiication volunteer committee, delivering the Certiied
Business Analysis Proessional (CBAP) designation.
In the subsequent three years, awareness o and demand
or the CBAP designation grew, and the number o
CBAP recipients approached 1000 by the start o 2010.
However, the most common comments heard rom the
BA community were I want to be certiied, but dont have
enough BA experience to apply or the CBAP certiication
or We want to have our BA sta certiied, but they dont
meet the requirements or the CBAP designation. So,
in late 2010, IIBA responded by introducing the new
Certiication o Competency in Business Analysis (CCBA)
proessional certiication.
The CCBA designation is a proessional certiication in
the same ways as the CBAP designation is. In addition to
education and training requirements, it has a requirement
or a signiicant amount o BA proessional experience:
about two to three years worth. With two to three years o
experience perorming BA work (as deined by the BABOK
Guide), individuals will have developed the skills, experience,
and expertise to apply themselves to a wide range o projects
and tasks. By providing an opportunity or proessional
certiication at this stage o their BA careers, IIBA is
recognizing the signiicant investment candidates have made
in their BA careers, and is encouraging them to continue.
We expect the CCBA designation to
become the global standard proessional
certiication or business analysis
practitioners. BA career paths vary
widely, and many such paths lead out o
perorming business analysis activities on
a day-to-day basis. As such, it is only those
who truly devote their careers to business
analysis that are able to eventually meet
the BA proessional work experience
requirements o the CBAP designation,
making such individuals the elite, senior
members o the BA community.
IIBA Inside View
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It will certainly take some time or CCBA to become
industry standard, and or CBAP to be recognized as
the worldwide, elite designation or BA proessionals.
The main hurdle is the typical catch-22 with proessional
designations: candidates wont apply or the designation
unless it is in demand rom employers and clients, and
employers and clients wont seek it unless they witness
value rom recruiting certiied individuals and developingtheir own sta.
But, this is one area where IIBA is making signiicant
investment, by:
y Ensuring wide BA community awareness o the new
CCBA designation beore its launch, and reinorcing
awareness o the CBAP designation.
y Engaging with our certiied individuals and helping
them showcase their value and engage others.
y Leveraging our corporate members, and showing
them that not only should they be looking to recruit
certiied BAs, but that they should also be using
CCBA/CBAP certiication as a tool in the training and
proessional development o their BA sta.
With quick uptake o the CCBA designation and continued
success o the CBAP designation, certiication or BA
practitioners will soon be expected, and both individuals
and employers/clients will be looking to IIBA or that
certiication.
To post a comment, visit the Community Network.
Enabling the proessional
The Future o IIBA Corporate MembershipBy Dave Bieg, IIBA Chie Operating Ofcer
Wow! is a common comment I hear
rom corporations considering a
Corporate Membership with IIBA, and
that comment is never a surprise. Once
an organization becomes aware o all the
products and services included in the IIBA
Corporate Membership program, and the
discounts extended on those products and services, they
realize the value the program oers.
First organizations should understand the undamentals
behind the corporate membership program. IIBA
approached a number o corporations less than two years
ago to ask them what they liked about IIBA and i they
might be interested in a corporate membership program.
The common themes we received were:
1. Their existing members were receiving value rom their
member beneits and as such they hoped to expand
membership to more BAs in their organization so they
too could receive value. A corporate membership
program made sense to them.
2. Some o the existing member beneits included
individual use licenses to IIBA products and they
hoped a corporate membership would oerenterprise-wide license agreements o those products.
The BABOK Guide and Competency Model are good
examples.
3. They hoped to develop a mutually beneicial
relationship with IIBA. The thought being were better
together i we partner together to advance the BA
proession.
These themes are at the heart o the program. We also
decided we required:
1. A low barrier to entry into the program,
2. Flexibility so organizations could decide based on their
maturity level and needs which products made the
most sense or them to acquire, and,
3. Signiicant discounts on those products and services.
Over the past year IIBA has spoken to approximately 250
organizations about Corporate Membership and have more
than 50 organizations in the program today. Many more are
building their business cases to join the program in 2011
too.
Corporate Membership is an evolving program that will
be inluenced by how the existing products and serviceschange over time as well as new products and services that
will be included in the program as these are developed and
rolled-out by IIBA. For example, IIBA recently rolled out the
CCBA certiication which was immediately included as a
beneit to our corporate members.
Nevertheless, we are already receiving inquiries or
Special Interest Groups where corporate members can
share advances, lessons learned as well as learn rom the
experiences o other corporate members. This is an area
where IIBA can provide the means and acilitation or
these groups to grow and prosper and create a communityo Corporate Members whose goal is to advance the
proession in their organizations. I can also see this group
collaborating on global BA practices so that the IIBA
standards are accepted by the global BA community.
Likewise as the use o the IIBA Competency Model grows
in the community we hope corporate members will share
non-attributable data with IIBA. This will show IIBA how
the model is being utilized in organizations and outcomes
will enable IIBA to produce benchmarking reports that will
IIBA Inside View
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be relevant to our community. IIBA intends to make these
reports available to our corporate members who have
licensed the competency model or no additional cost.
BA Career Paths is a new initiative where IIBA sees beneits
or our corporate members. While the CCBA and CBAP
certiications are key milestones in the BA Career Path
today, we know we are at the tip o the iceberg in terms
o deining a thorough BA career path that would include
various entry points into the path as well as demonstrating
that a new college graduate can make their entire career
as a BA!
Finally, IIBA sees our corporate member community
as playing a critical role in the advancement o the BA
standards IIBA intends to implement in the oreseeable
uture!
To achieve this vision IIBA needs to continue to grow
Corporate Memberships so we can und our research and
provide the products and services our corporate membersrequire to advance the proession in their organizations.
Likewise, we need our corporate members to stay engaged
with us over time. IIBA understands our members are
very busy achieving their organizational goals so we
need to determine how to best work together to achieve
our mutually beneicial goals. Those partnerships and
relationships are critical success actors or this program.
To post a comment, visit the Community Network.
Supporting the proessionalThe Future o Chapters in IIBABy Rick Clare, Vice President Chapters
This month, as part o a wider theme,
Kathleen has asked all the product
managers to write an article on the uture
o their area. As I manage the chapters or
IIBA (with a lot o help!), I thought it best
to address this theme by giving you some
insight into the direction that I think IIBA
Chapters will take in the uture.
To begin with, a good understanding o where we are now
will help. The individual chapters themselves are doing
well overall, with the expected mix o huge superstars and
smaller, struggling groups. The support structure to assist
the chapters as they grow is also in pretty good shape,
and a lot o the credit or that is due to Kitty Hass, who has
let the Chapters arena to ocus on her role with the IIBA
Board o Directors. I know that not every problem gets
solved in 15 minutes, and I also know that the resolution is
not always what everybody wants. I am very proud o the
structure that the Chapters volunteers have put together,
however, especially when you contrast it with the support
that is provided by most large proessional organizations
(essentially none!). IIBA currently provides chapter support
through the ollowing means:
y Regional Forums Six IIBA regions exist throughoutthe world, staed by hard-working volunteers eager to
help any o their chapters. All the chapters have to do
is show up at a regional meeting and ask.
y Chapter Re-launches A number o chapters, having
experienced problems with growth, decided to re-
launch. Chapter volunteers at all levels helped them
with this.
y Growth Committee This collection o senior Chapter
BAs rom around the world continually outputs kits on
subjects such as sponsorship and study groups.
y Development Committee Having built a processto guide a newly chartered chapter through its irst
year o lie, this committee assists with the chapters
business plan and arranges or a mentor/coach.
y Start-up Committee This group guides new
chapters through the process o receiving their charter.
y Ad-hoc Assistance Almost all o the Chapters
volunteers, including mysel, receive emails rom many
places asking questions and seeking guidance.
To understand the uture direction o Chapters, it is
necessary to divide the work into two areaschanging
and improving the Chapter support structure, and
changing the way that chapters work on a much deeper
level. The irst o these is easier to understand, but the
second exists mostly in the orm o ideas and concepts, and
it is going to take a lot o work by a lot o people to move
these ideas orward. Fortunately, I have access to some o
the best people in the world!
Our support structure is constantly improving. Over
the past year, we have located and put into place some
excellent leaders in the Regional Forums, and we are
going to leverage those leaders as we make the regions
even stronger. We are also going to change the ocus and
purpose o two o the primary committees. Development
is going to be re-branded as the On-boarding Committee,
and it will continue to streamline its task o guiding
chapters through the irst critical period o lie. The
hand-over will happen once the business plan exists,
and the Growth Committee, re-named as the Mentoring
Committee, will provide a mentor rom its ranks to the
chapter, someone who will stay in place as long as is
IIBA Inside View
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needed. The Mentoring Committee will also continue its
task o creating and supporting kits. These changes will
take place over the irst part o 2011.
The work o changing the way chapters exist in the world
really started as we prepared or the conerence and the
special chapters event at its end. One o the presentation
areas dealt with dierent chapter models, and this
inormation was provided during that morning, and also in
an earlier article in this newsletter. I will quickly summarize
those ideas or context here:
y Classic Model most chapters are like this
y Country Model some o our largest, most successul
chapters represent entire countries
y Branch a smaller chapter associated with a larger
one
y Country Branch A variant o the branch chapter
associated with a primary country chapter
y Virtual a chapter where no one ever meetsphysically
y Corporate a chapter existing entirely inside a large
company
y Light a smaller, possibly unchartered group
y Proit an unusual and controversial idea, concerning
a possible revenue generating group
During a series o very exciting o-line meetings and
discussions that happened during and ater the conerence,
it became clear that these ideas, while valuable, would
not suiciently cover the changes that we will need in theuture. We need to support the growth pattern that IIBA
is currently experiencing, and also the projected growth
that it willexperience in the uture. What will be needed, in
addition to the concept o style (the models), is the concept
orank.
We have many chapters out there, and every one o them
is unique. Some are large and vital, and some are small
and sleepy. There are many reasons or this disparity the
nature o the
chapter leaders
(this is or eachchapter to control
i you are not
happy, change
it!), the state o
business analysis
in the area, the
local economic
situation, the local
culture, etc.
For whatever reasons, various chapters operate at dierent
levels o success and power. This is reality.
It is obvious that a large, vital chapter with a lot o things
going or it should be dealt with dierently than a smaller,
quieter chapter. What is needed is a series o points that will
help us determine the level at which the chapter operates,
and also to provide guidance or chapters who are seeking
to up their game. Some o the ideas that have been put
orward are here:
y Size How many members does the chapter actually
have? (not its mailing list!)
y Events How oten does the chapter meet?
y Attendance How much o the chapter membership
shows up or events?
y Proessional Development What is the chapter
doing to push its members orward?
y Dues Does the chapter charge dues?
y Conerence Is the chapter powerul enough toarrange a local conerence?
y Study Groups Is the chapter running study groups?
How many has it run?
y Sponsorship How many sponsors does the chapter
have and at what levels?
y Branches Is the chapter strong enough to generate
its own branches?
y Representation What percentage o BAs in the area
are chapter members?
These are just some examples o the sort o thing we arethinking about. To put this into play, a lot o thinking is
going to have to happen, and to enable that, Steve Erlank
(Deputy Director, Europe and Arica Region) and mysel
are going to issue a white paper during the year entitled
Chapters - A New Paradigm. A committee is being
assembled (by invitation) and each o those committee
members will contact many stakeholders, to bring as much
inormation and opinion into this eort as possible. The
results o this eort will beneit IIBA greatly, as a structure
is put into place to support chapters into the uture. The
paper will also, I believe, serve as a ocal point o thoughton proessional organizations and their chapters in general.
No matter how things go and what patterns emerge in
the uture, I want you to understand how proud I am to be
associated with IIBA, its members, the chapters out there,
and with each o the volunteers whose input has enriched
my lie. Thank you all, and I am looking orward to another
excellent year!
To post a comment, visit the Community Network.
IIBA Inside View
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Case Study The MembershipCommittees Global Membership
Fee ProjectBy Maureen Winston, Volunteer, IIBA Membership Committee
Editors Note: In early 2010 International Institute o BusinessAnalysis (IIBA) implemented the Global Membership Program.
In this case study, the Membership Committee details how theyapplied business analysis techniques to successully implementthis program.
Introduction / Background
Since its inception, IIBA oered a single global
membership ee or all its members, regardless o their
country. The IIBA Senior Leadership Team elt that this was
aecting the growth o the organization in countries with
lower purchasing and earning power.
The Opportunity
The Senior Leadership Team decided to introduce three
levels o annual global IIBA membership ees based on the
concept o the World Banks Purchasing Power Parity (PPP)
and their published countries list.
PPP recognizes that it costs more or individuals living insome countries to acquire the same basket o goods than
i they were living in other countries. It also means the $95
USD annual membership ee or some countries was high
relative to other expenses and cost o living.
Furthermore, PPP equalizes the purchase power o dierent
currencies in their countries or a given basket o goods,
taking into account relative cost o living and inlation rates
o dierent countries.
With the idea to incorporate dierent ee levels into their
Membership oering, the Senior Leadership Team asked
the Membership Committee to create high level business
requirements. These requirements would then be handed
over to IT Systems or development o detailed system uses
cases and other requirements.
The Challenge
The Membership Committee was not amiliar with the
World Bank and its PPP concepts and had to gain a better
understanding on it beore proceeding. As well, the
Committee was not amiliar with current membership
processing and business rules (current state). In both cases
the Committee needed to have a better understanding in
order to move orward in the Project.
With that in mind and since Committee members are
also practicing business analysts, the Committee took an
organized approach using tasks and techniques outlined in
the Business Analysis Body of Knowledge (BABOK Guide).
Analysis Approach
The Committee ollowed these steps:
1. Ater reviewing the business case, the Committee met
with Kathleen Barret, IIBA CEO and Project Sponsor
to gain a better understanding o the Business vision
and problem that the initiative was addressing. We
also received clariication on Stakeholder classes and
other areas that would be impacted with the project
implementation.
To read more on these topics, see the BABOK Guide v2.0:
Enterprise Analysis: Defining Business Needs 5.1 though to
Business Case 5.5
Business Analysis Planning & Monitoring: Identifying
Stakeholders 2.2
To read the entire article or to post a comment, visit the
Community Network.
IIBA Inside View
Watch IIBA
Webinars Online
Did you know you can view past IIBA
webinars online? Visit the IIBA website
and click on the Archive o MemberWebinars or Archive o Public Webinars.
All IIBA webinars are archived and posted
to our website within ive business days
o the event. I you werent able to attend,
or want to review a topic o particular
interest, just visit the IIBA website.
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The Future o Business in the
New EconomyPart 3: Value Analysis
By Julian Sammy, IIBA Head o New Media
In Parts 1 and 2, we established the strange and powerul
relationship humans have with scarcity, value, abundanceand worthlessness. We deined dierent kinds o value
eatures, characteristics and experiencesand how they
are exchanged in amilial and contractual contexts. We
inished by looking at our ways that some value can be
saely converted into money.
In this part, we discuss ways that organizations can use this
knowledge to make better decisions about investing limited
resources. We start with an illustrative example, exploring a
single, simple transactiona very simplistic Value Network
Analysis. This example will lead to a discussion o the relative
nature o value, and the very narrow measure we call money.Finally, we will discuss ways you can use this inormation to
guide your business. This was intended to be a three part
series, with this being the inal part. During the writing o
part two and the research or part three, it became clear that
this is actually a our part series.
Ultimatelyin part 4we look at ways to integrate these
principles into organizational unding and resource allocation
decisions. This will extend the traditional business case
beyond money and scarcity, to include value and abundance.
This Abundant Business Case reocuses the organization on
generating and delivering value to customers and getting
customers to deliver value to the organization. Money plays a
key role, but is not the bottom line.
Giving and Receiving Value
This example takes the orm o a thought experimentwith our scenarios related to a simple transaction. In
each scenario you will be asked a question. Please take a
moment to record your answer in each case; at each stage,
your answer is very likely to change, and in ways that may
surprise you.
Remember, these are not riddles or trick questions; answer
them based on the inormation at hand, and presuming
that you cant do anything ancy like cutting up the
muins.
Scenario 1: Customer TestimonialYou are a baker. You ask three o your best customers to
record a short testimonial about your store and products,
in exchange or a dozen muins. They agree. A ew minutes
later, you have some nice material or your website, and
they have a box o 12 muins to split between them.
Question
How should the customers divide up the muins to be as
air as possible? Remember, you have to answer based on
the inormation availableyou dont know what kinds o
muins they are, how big they are, etc.
Discussion
Almost everyone agrees that each customer should take
our muins. This is related to air ways to divide a cake,
such as You cut, I choose.
To read the entire article, visit the Community Network.
Footnote reerences are contained in the ull version o the
document ound on the Community Network.
Business o Business Analysis
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Being a BA Technical Excellence
WebinarPresented by Rick Clare, OCP, PMP, CBAP, and
Vice President o Chapters, IIBA
Hosted by Julian Sammy, Head o New Media, IIBAJune 29, 2010
This is the transcript to one o the questions asked o Rick Clare
(VP Chapters and a very experienced BA and BA manger) in the
Being a BA Technical Excellence webinar rom June 29, 2010. You
can nd the complete audio o this webinar by clicking on the
webinars link at http://theIIBA.org/PD.
Question: Can you list the two biggest beneits an
organization would reap by identiying business analysis
work and the BA role?
Answer: The irst one is segregating the requirements rom
Project Managers. There really are two kinds o BA: one is a
Project BA, and that is really what you are asking about, but
the concept o strategic BA is a vital one as well. Someone
in the company acting at a very high level is preparing
business cases, easibility studies, managing business
enterprise and architecture; these are strategic BAs, and
are quite oten people that are operating at VP level. Many
companies have people doing this kind o work but may
not realize that they are business analysts.
Project BAs i you talk to any project manager, especially
in the absence o a BA, and ask them what is their pain
point the answer is the requirements, and there are two
reasons or that. The irst is requirements are hard. They
just are, and we have made so many mistakes over the
years in how requirements are handled.
I will give you an example the use o the word gather,
as opposed to elicit. Elicitation is a very dierent thing
than gathering. Gathering is when you walk into a room
and ask the users what they want a system to do, and
then you write it down. Then you tell them they will see it
in six months. And in six months when things dont work
you blame the user. That is why you get them to sign the
user sign-o document which is a mechanism to pass the
blame onto them when things dont go well. Elicitation is
an entirely dierent action. It is collaboration and detective
work. You work together to igure the requirements outbetween the two o you.
This is a mistake we make: we assume the users know
what they want. They dont know what the requirements
are because they cant know, any more then you can at
that stage o the project. That is why youan expert in
communicationwill sit down and work together to
come up with the requirements. That is the irst part
requirements are hard. The BA brings that skill set to the
company and the BA will solve that problem.
The second part is the PM having to handle the
requirementsevery PM that I have spoken with reports
the same thing. It never seems to work out that well
without a BA. First o, in almost every case the schedule
suers. What goes on is whatever I plan as a PM, when I put
on my BA hat it doesnt work out as well. There is a reason
or that. There is kind o a built in conlict between the two
roles. The PMs loyalties are to the Executive Sponsor and
their job is to make their project come in on time and on
budget. The BAs loyalty is to the customer, and their job is
to get it right.
Now think about those two opposing viewpoints. First I
want to state that o course PMs are about getting it right
and many BAs understand the importance o scheduling,
and meeting deadlines. I am trying to say that they are not
100% opposite. What I will say though, is thatespecially
when the two roles are in the same headyou start going
crazy because you are in opposition with yoursel. It is
very important to meet the deadline, but the deadline
isnt as important because we have to make sure we get
the requirements down properly. I the same person is
doing both roles then there is a problem. This is the second
beneit to making sure you bring a BA into a project: to
relieve the PM rom this conlict. Having two separatepeople who can now discuss things, and come up with
legitimate solutions that we both meet at the same time
these are the immediate advantages to project BAs.
To watch the entire webinar visit http://theIIBA.org/PD
under Archived webinars or members only.
To post a comment, visit the Community Network.
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Chapter Spotlight ItalyBy Prassede Colombo, PMP, IIBA Italy Chapter President
The IIBA Italy Chapter was ounded in 2008. In the
beginning we were only a very small group, but today we
have grown to 22 members.
Last year with the economic crisis it was diicult or us
as a chapter. We received some interest in the businessanalysis proession and IIBA but we had no results. It was
not possible to ind a sponsor, but we participated in an
event organized by PMI Chapters and the Event Training
Organization in order to talk about IIBA and business
analysis. We also had the opportunity to talk about IIBA and
the Business Analysis Body of Knowledge (BABOK Guide) at
the SDA Bocconi University during the Master Classes.
The main issues our chapter has had to deal with include:
y How to ind channels to explain the IIBA mission and
vision because IIBA was not known in Italy.
y The economic crisiscompanies were shocked andwere not open to new investments or training.
y The IIBA membership ee.
At the end o 2009 and the start o 2010 we received more
interest in business analysis, IIBA and the Certiied Business
Analysis Proessional (CBAP) Certiication. We started
to receive requests or inormation through the IIBA Italy
Chapter website.
We began the ollowing initiatives:
y Creation o a study group or the CBAP
certiication. The irst group started in March 2010
and inished in July. This was a good way to get
subscriptions to the Chapter and to create a network
with specialists. We have had good eedback.
y Evening events. We have organized evening events to
ocus on speciic areas o the BABOK Guide, and howto apply the tools and techniques to a company. There
was good participation at the irst o these events on
June 15 during which we covered Enterprise Analysis
the BABOK Guide Ericsson application. Another
meeting was hosted in October/November which
involved IIBA members and companies to cooperate in
the organization.
y Participation in events with other associations and
organizations.
November 10-11 BA &PM Forum, IIR, BABOK
Guide presentation
November 19 PMO Observatory PMI-NIC
Business Needs and PMO
December 10 Standard Versus Standard vs.
Standard An International view PMI-NIC
The main issues our chapter is currently acing include
inding Sponsors to get support or the creation o a
Centre o Competency, Survey, BABOK Guide translation
in Italian, events, workshops and projects, and increasing
membership
To read the entire article or to post a comment,visit the
Community Network.
Chapter News
Real words that workBy Patricia Davies, President, Patricia Davies Communications
BABOK8.4 stresses that
BAs need to show in their
written communications
an understanding o
which idioms and terms
will be readily understood
by the audience. In ourcontinuing series on how
BAs can sel-assess their own writing, below are more hints
and tips on the mineields o idioms and terms.
1. Jargon jugglingIn its 2009 annual report, Tim Hortons happily inormed
me, a shareholder, about its 2010-2013 Strategic Plan. The
companys irst goal is to grow aternoon and evening
snacking dayparts. Im all or this leap orward i it
boosts the stock price, except I havent got a clue what a
snacking daypart is. Conusion equals doubt, and I am
a little worried this daypart thing isnt going to help my
retirement und.
Guideline:
Industry terminology is useul when you are
communicating with your colleagues but conusing to
people outside your ield. I you arent absolutely certain
your readers will understand a particular word or phrase,
dont use it.
Fix:
Ater a little research I learned that a snacking daypart is the
time o day when North Americans buy snacks, traditionally
rom 3 p.m. to 5 p.m. and 10 p.m. to 2 a.m.
Tims goal? To grow revenue during the traditional snack
times o late aternoon and late evening.
Sounds like a good plan.
Proessional Development
http://community.theiiba.org/library.htm?mode=view&did=129713&lid=5&wf=129637http://community.theiiba.org/library.htm?mode=view&did=129713&lid=5&wf=129637 -
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2. Aim to express, not impress
What do these terms (quoted rom clippings in my huh?
ile) have in common?
y Eect an extinguishment
y Re-engage with the learning environment
y Anti-reeloader shampoo
They are all examples o good, clear English terms that
someone has pued up beyond recognition. Readers are
let baled and irritated that they have to ight their way
through the verbiage to ind the hidden meaning.
Guideline:
Be kind to your readers. I theres a perectly simple and
straightorward expression, use it. When you make people
work too hard to understand your point, you will lose them.
Worse, they will laugh at your need to impress.
Fix:
y Put out a ire
y Go back to school
y Flea shampoo
To post a comment, visit the Community Network.
IIBA Webinar Series
Being a BA Your Career
Tuesday, January 11, 2011 at 12 p.m. to 1 p.m. EST
(UTC/GMT -4 hours)
Presented by Laura Brandenburg
Laura is the author o the eBookHow to Start a BA Career
and an active blogger at Bridging-the-Gap.com. She is the
IIBA Career Center Product Manager, and a practicing BA
consultant.
This webinar is or members only. Register now.
ABC: Authors, Books and ConversationsWebinar Series
Tuesday, January 18, 2011 at 12 p.m. to 1 p.m. EST(UTC/GMT -4 hours)
This month, our author is Scott W. Ambler who has
authored many books including Agile Modeling and The
Elements o UML 2.0 Style.
Scott W. Ambler is Chie Methodologist or Agile and Lean
with IBM Rational, working with IBM customers around the
world to help them to improve their sotware processes. He
Proessional Development
is the ounder o the Agile Modeling (AM), Agile Data (AD),
Agile Uniied Process (AUP), and Enterprise Uniied Process
(EUP) methodologies and creator o the Agile Scaling
Model (ASM). Scott is the (co-)author o 19 books, including
Refactoring Databases, Agile Modeling, Agile Database
Techniques, The Object Primer 3rd Edition, and The Enterprise
Unified Process. Scott is a senior contributing editor with
Dr. Dobbs Journal. His personal home page is http://www.ibm.com/sotware/rational/leadership/thought/
scottambler.html and his Agility@Scale blog is www.ibm.
com/developerworks/blogs/page/ambler.
This webinar is or IIBA members only. Register now.
Being a BA Series Technical ExcellencePresented by Tom Karasmanis
Tuesday, January 25, 2011 at 12 p.m. to 1 p.m. EST
(UTC/GMT -4 hours)
Tom is the Chie Architect o IIBA, and a very experiencedBA. Over the last 25 years he has worked at all
organizational levels and in various roles including project
business analysis, strategic work, managing teams o BAs
and more.
This webinar is open to IIBA members. Register now.
Eective Communication
Tuesday, February 1, 2011 at 12 p.m. to 1 p.m. EST
(UTC/GMT -4 hours)
Join us on the irst Tuesday o each month to hear our
panel o communications experts communicate eectively,
whether speaking, writing or using technology to bridge
distance.
Eective Writing: Patricia Davies is an award-winning
writer who has provided writing, editing, consulting and
training services to major corporations, non-proit agencies
and government ministries or the past 20 years.
Eective Speaking: Halina St. James got into her share o
scrapes in more than 20 years as a producer and reporter
or CBC, Newsworld and CTV. She has developed a
breakthrough technique, which she calls Talkitout.
Eective Virtual Tools: Julian Sammy has a passion or
the intersection o technology, behaviour and inormation.
He is developing a science-based approach to business
analysis based on a human theory o business analysis.
This webinar is or members only. Register now.
http://community.theiiba.org/library.htm?mode=view&did=129714&lid=5&wf=129637http://bridging-the-gap.com/https://www2.gotomeeting.com/register/896066434http://www.ibm.com/software/rational/leadership/thought/scottambler.htmlhttp://www.ibm.com/software/rational/leadership/thought/scottambler.htmlhttp://www.ibm.com/software/rational/leadership/thought/scottambler.htmlhttp://www.ibm.com/developerworks/blogs/page/amblerhttp://www.ibm.com/developerworks/blogs/page/amblerhttps://www2.gotomeeting.com/register/891595939https://www2.gotomeeting.com/register/545312891https://www2.gotomeeting.com/register/545312891https://www2.gotomeeting.com/register/704680074https://www2.gotomeeting.com/register/704680074https://www2.gotomeeting.com/register/545312891https://www2.gotomeeting.com/register/891595939http://www.ibm.com/developerworks/blogs/page/amblerhttp://www.ibm.com/developerworks/blogs/page/amblerhttp://www.ibm.com/software/rational/leadership/thought/scottambler.htmlhttp://www.ibm.com/software/rational/leadership/thought/scottambler.htmlhttp://www.ibm.com/software/rational/leadership/thought/scottambler.htmlhttps://www2.gotomeeting.com/register/896066434http://bridging-the-gap.com/http://community.theiiba.org/library.htm?mode=view&did=129714&lid=5&wf=129637 -
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Certication Program UpdateBy Suzanne Bertschi, Certication Product Manager
CCBA Exam Now Available!
IIBA is pleased to announce the successul launch o theCertiication o Competency in Business Analysis (CCBA)
exam eective January 4, 2011. Everything you need to
know about the CCBA designation is documented in the
CCBA Handbook.
Since the CCBA online application launched on November
29, 2010, there has been a great deal o excitement in the
BA community about the new designation. More than 400
applications have been initiated rom business analysis
proessionals in over 25 countries around the world. Many
candidates have already been approved to write the exam,
and we look orward to congratulating our irst CCBArecipients very soon.
I you have not already started your CCBA application, you
can do so by ollowing this linkCCBA Online Application.
Once your application is approved and IIBA has received
your exam ee payment, you will receive an email rom our
exam administrators so you can register online to take the
exam at one o our many computer-based testing (CBT)
Locations, with 406 locations in North America and over
100 international locations.
Reminder: As a special promotion or the CCBA
designation, IIBA will waive the CCBA application ee i:y You submitted a CBAP application, with the
application ee, prior to the CCBA launch on
November 29th.
y Your CBAP application was declined due to either:
Not meeting the Work Experience requirements
Not meeting the Knowledge Area requirements
y Please note: applicants have until January 31, 2011
to submit the CCBA application in order or the
application ee to be waived.
CBAP Call-in Webinar
Monday, February 7, 2011 at 12 p.m. to 1 p.m. EST
IIBA is inviting all Certiied Business Analysis Proessional
(CBAP) recipients to attend a quarterly webinar dedicated
to you! The irst one held in November was a successwe
received a lot o great questions and good eedback.
The next CBAP webinar is scheduled or Monday, February
7, 2011 rom 12 p.m. to 1 p.m. EST so book it now in your
calendar. Michael Gladstone, CBAP and IIBA Vice President
o Certiication, will be hosting this one hour call-in
webinar. CBAP recipients will have the opportunity to
share their experience as a CBAP and pose questions to
Michael.
As this is a CBAP only event it is not listed on the website
so make sure you register now.
Stay tuned or a schedule o these quarterly CBAP
webinars to be posted on our website, and updates will be
provided in uture monthly newsletters. All webinars will
be archived and posted to our website within ive business
days o the event.
CBAP Update
To date we have 1,108 CBAP recipients. For a listing o
CBAP recipients, visit CBAP Listing.
Please note that we mail out the CBAP packages including
the wallet card and certiicate on a quarterly basis.
For more inormation on the Certiication program, visit the
IIBA website. For Certiication questions not addressed onthe website, email [email protected].
Certication Update
Benefts o CBAP Certifcation
Calling all CBAP recipients! IIBA wants to know
how the CBAP certiication has helped you in
your daily job, to share this inormation with IIBA
members and potential CBAP applicants.
In 500 words or less tell us:
y
Why you chose to obtain the CBAPcertiication
y How the certiication has helped you
proessionally
y What study advice you would give to CBAP
exam applicants
Send your stories to [email protected].
You could be eatured in an upcoming newsletter!
Toronto
May 16-19, 2011
Toronto Metro Convention Centre
www.businessanalystworld.com
http://www.theiiba.org/Content/NavigationMenu/Certification/IIBACertification/CCBADesignation/CCBA_Handbook_Jan_2011.pdfhttp://www.theiiba.org/source/iiba_ccba/index.cfm?Section=Certificationhttps://www2.gotomeeting.com/register/288915362http://www.theiiba.org/AM/Template.cfm?Section=Certification_Registry&Template=/CM/HTMLDisplay.cfm&ContentID=7711mailto:certification%40theiiba.org?subject=mailto:IIBANewsletter%40theiiba.org?subject=http://www.businessanalystworld.com/http://www.businessanalystworld.com/mailto:IIBANewsletter%40theiiba.org?subject=mailto:certification%40theiiba.org?subject=http://www.theiiba.org/AM/Template.cfm?Section=Certification_Registry&Template=/CM/HTMLDisplay.cfm&ContentID=7711https://www2.gotomeeting.com/register/288915362http://www.theiiba.org/source/iiba_ccba/index.cfm?Section=Certificationhttp://www.theiiba.org/Content/NavigationMenu/Certification/IIBACertification/CCBADesignation/CCBA_Handbook_Jan_2011.pdf -
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Endorsed Education Provider
(EEP) Update
New EEP vendors
IIBA is pleased to present several new EEP vendors listed
below:
Blueprint Sotware Systems, Inc.
www.blueprintsys.com
Ohio, U.S.A.
Eliciting & Deining Business / System Requirements
Globmacs
www.glomacs.com
Dubai, United Arab Emirates
Business Analysis
MindLeaders, Inc.
www.mindleaders.com
Ohio, U.S.A.
Certiied Business Analysis Proessional (CBAP v2):
Practice Exam 5
Certiied Business Analysis Proessional (CBAP v2):
Practice Exam 4
Endorsed Education Providers
Certiied Business Analysis Proessional (CBAP v2):
Practice Exam 3
Certiied Business Analysis Proessional (CBAP v2):
Practice Exam 2
Certiied Business Analysis Proessional (CBAP v2):
Practice Exam 1
Underlying Fundamentals
Solution Assessment & Validation
Requirements Analysis & Documentation
Enterprise Analysis
Requirements Elicitation
Requirements Planning & Management
Requirements Communication
Newly Endorsed Courses
IIBA is pleased to present these newly endorsed courses
rom our existing EEP vendors listed below:
Radord Institute Australia PTY LTD
www.radordinstitute.com.au
South Australia, Australia
Advanced Better Business Analysis
Enterprise Analysis and Business Architecture
International Institute o Business Analysis (IIBA) has partnered with Lands End Business Outitters
to oer top-quality products eaturing the IIBA logo.
Check out the wide selection o items available or purchase at the IIBA store.
IIBA Merchandise Now Available
Polo Shirts Dress Shirts Jackets Vests Bags Mugs and More!
Choose From:
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19BAC i
Advertise in the IIBA Newsletter PoliciesIIBA will only accept advertisements from organizations directly related
to the IIBA mission of providing information valuable to our readers. IIBA
reserves the right to reject advertisers who offer products or services that
directly compete with those offered by IIBA. All ad copy and design must be
approved by the IIBA marketing department.
Content for ads should keep in mind the international nature of IIBA.
However, ads specific to a certain geographical area may be approved on a
case by case basis. Such advertisers should also consider individual chapter
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Interested parties should email [email protected] . Be sure to
include the size of ad you would like to place, a short company description
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For information about other IIBA Advertising Opportunities including Website
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Quick Tips for Better Business Analysis Bulletin, please visit Advertising on our
website.
New Ad Rates or 2010(all prices are in U.S. dollars)
1/8 page ad $275
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Full back page ad $750
Discounts
IIBA Sponsor 20% discount
Three to six ads purchased at once Additional 10% discount
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The opinions expressed here are those o the authors
and do not necessarily relect the position o IIBA.Please note: Paid advertising does not implyIIBA endorsement.
IIBA, the IIBA logo, BABOKand Business Analysis Body of Knowledgeare registered
trademarks owned by International Institute o Business Analysis.
CBAP is a registered certiication mark owned by International Institute o Business
Analysis.
Certiied Business Analysis Proessional, EEP and the EEP logo, Certiication o Competencyin Business Analysis, CCBA and the CCBA logo are trademarks owned by International
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Monthly Giveaway
Play to Win!In the December newsletter, we asked What two key
relationships rame the power and success o organizations
in the internet economy?
The correct response is: abundance vs. scarcity;
ree vs. paid.
Our winner is Ali Mazer with Sigma Sotware Solutions in
Toronto, Ontario.
Now heres your chance:
According to the December newsletter, what was the irst
major deliverable o 2010 or IIBA?
Please email your responses to [email protected]
by January 13th, 2011.
The winner will receive the FASTFacilitator Reerence
Manual rom MG Rush.
FAST Facilitators Reerence Manual (value USD$300.00)Vast (500+ pages) acilitators body o knowledge about
acilitative leadership, acilitator skills, and group decision-
making tools designed to build collaboration and galvanize
consensus around actions and ownership.
FASTacilitative leadership ampliies the principles,
techniques, skills, experience, and conidence to
success