Let me be candid and up front – I do not like assumptions. Never have, never will. I truly believe that they can be one of the most destructive forces in business analysis. I do not like them here or there. I would not like them anywhere. I do not like them I believe, so make them go away and leave! (Thank you Dr. Seuss, you always inspire me). So why is BobtheBA all jacked up about assumptions? Well… let’s just say he has first-hand experience with the pain they can bring. Now even though I do not like them I will also recognize up front that they are a necessary evil. Notice I said evil.
Business Analysis Posts
Assumptions are Project Killers!
Posted: February 8th, 2011 by Bob Prentiss. Comments »
Notice Everything For Greater Success
Posted: January 7th, 2011 by Bob Prentiss. Comments »So we have all heard of the saying “the devil is in the details”, right? But what does it really mean? This idiom actually derives from an earlier phrase “God is in the detail” which expresses the idea that whatever you do should be done thoroughly; i.e. details are very important. When it comes to business analysis that could not be a more true statement. Missed details = miss requirements = missed functionality = less value to the business. It all makes sense on the surface, but how does one actually ensure that details are not missed?
Task-Specific BABOK Techniques to Know for the CBAP Exam: Part 4
Posted: December 22nd, 2010 by RichLarson. Comments »Stakeholder Map and Variance Analysis
Here are two more task-specific techniques featured in the BABOK® Guide. These two are part of Business Analysis Planning and Monitoring. They are useful techniques in their own right and knowing about them will help you pass the CBAP® or CCBA™ exams.
Stakeholder Map
A stakeholder map is a visual diagram showing relationships between stakeholders and the solution. The BABOK mentions there are several types of maps and highlights two types. Chances are you won’t be tested on the details of either, so we refer you to examples found online.
Make No Mistake That Was a Missed Opportunity!
Posted: November 18th, 2010 by Bob Prentiss. Comments »
I have often heard that BAs make “common” mistakes. Perhaps it is just an unfortunate choice of words (or perhaps my glass is always half-full), but I personally believe that we should focus less on the negative and more on the missed opportunity. So what are missed opportunities? Missed opportunities are generally considerations or course corrections that were not accounted for in the business analysis approach. We should remember that there are a million and one ways to slice, dice and do business analysis. Business analysis approaches on projects are not one size fits all nor are they ever the same. The business analysis approach is dependent on the expertise of the BA and influenced by a number of things that includes real-life experience, training, stakeholder influence, size and complexity of the project, standards and corporate culture. So what are some of these missed opportunities that BAs should take advantage of?
Task-Specific BABOK Techniques for the CBAP Exam: Part 3
Posted: October 27th, 2010 by RichLarson. Comments »Coverage Matrix, Requirements for Vendor Selection, Requirements Documentation
Picking up where I left off on BABOK techniques, let’s cover three more task-specific techniques. Or, what might be considered outputs, or have been combined with other techniques. But, I’m editorializing again. 
Coverage Matrix
Somewhere along the line, the good old fashioned traceability matrix was renamed as a Coverage Matrix. You didn’t get the memo, you say? Neither did I. But, it illustrates an important point about preparing for the CBAP exam: use the BABOK terminology even if it disagrees with what you are familiar with.
Task-Specific BABOK Techniques for the CBAP Exam: Part 2
Posted: September 16th, 2010 by RichLarson. Comments »Baselining, Signoff, and Checklists
In my continuing coverage of the various BABOK techniques, I want to address three task-specific ones. There are 15 total task-specific techniques in the BABOK, and this entry outlines three of them. You should be familiar with each of these as part of your CBAP exam preparation, and for their overall applicability to business analysis.
Baselining
I think of baselining as more of a concept or what the BABOK calls an “element,” more than a true technique. Baselining involves establishing a point at which a project or product scope is agreed on, and any future changes should only be made using a change management process. If changes are approved, they are recorded, which creates a new baseline, and the scope is said to be “re-baselined.”
Business Analyst + Leadership = Success!
Posted: August 12th, 2010 by Bob Prentiss. Comments »
Hey BAs – stop taking notes and start leading!
I have taught for years that Business Analysts must be leaders (not just note takers) and I have to admit that I have not always received the warmest welcome when I delivered that message! And what is up with that? Isn’t it obvious that project success will increase? Increased collaboration with your stakeholders? More control over what you do on a daily basis?
Is the BA a Product Owner or Tester On Agile Projects?
Posted: August 3rd, 2010 by ElizabethLarson. Comments »
There have been many articles lately about the role of the BA on Agile projects. Some postulate that the BA role is closest to the product owner. After all, it is often suggested, they reside with and represent the business. They are in the best position to be the final voice when defining and prioritizing requirements. Others believe that the key role for the BA on Agile projects relates to testing. Since they define the requirements, they should complete the appropriate testing processes to ensure the final solution meets the requirements. I believe that neither of these is a business analyst role. That’s not to say that someone with the title of BA cannot play other roles as well. It’s just that when they are playing these other roles, they are not doing business analysis work.
BACOE Blogisode #4: The BA Competency Center – Do you need one? OR… Competent is as Competent does.
Posted: July 22nd, 2010 by Bob Prentiss. Comments »
Hello from the COE Blogosphere! BobtheBA is here ready to scratch the surface of the Competency Center. And before I get started I want to give a big shout out to Angela Wick and committee that did such an amazing job on the IIBA Competency Model. You should really check it out on the IIBA website!
Scenarios and Use Cases – Useful Techniques
Posted: July 9th, 2010 by RichLarson. Comments »In continuing to cover all 49 BABOK® techniques, this entry is about scenarios/use cases.
UC Diagram-Training Example
Since most people refer to these as use cases, that’s the name I’ll use. They are a great way to elicit, analyze, and model interaction requirements. Plus, they help generate related requirements for interfaces, data, process, and business rules.
I gave a use case training class last week, so it’s fresh in my mind. It also influenced me to put this explanation in question and answer form.
Q. What is a use case?
