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CBAP® Certification and BABOK® Study Guide [Hardback]

(JTC Unlimited, Molndal, Sweden)
  • Formāts: Hardback, 388 pages, height x width: 254x178 mm, weight: 861 g, 3 Tables, black and white; 72 Illustrations, black and white
  • Izdošanas datums: 20-Sep-2016
  • Izdevniecība: Auerbach Publishers Inc.
  • ISBN-10: 1498767257
  • ISBN-13: 9781498767255
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CBAP® Certification and BABOK® Study GuidePalielināt
  • Formāts: Hardback, 388 pages, height x width: 254x178 mm, weight: 861 g, 3 Tables, black and white; 72 Illustrations, black and white
  • Izdošanas datums: 20-Sep-2016
  • Izdevniecība: Auerbach Publishers Inc.
  • ISBN-10: 1498767257
  • ISBN-13: 9781498767255
Citas grāmatas par šo tēmu:
Permanent link: https://www.kriso.lv/db/9781498767255.html
Keywords:

The book covers all knowledge areas from the BABOK®, Third Edition, and is designed to be a study guide for the CBAP® certification from IIBA™. It includes over 300 sample questions. It is also useable for those seeking the PMI-PBA® certification. This book, is a complete business analysis handbook, combining the latest standards from the BABOK®, case study examples, and exercises with solutions. It has usable tools and techniques, as well as templates ready to be used to develop solid requirements to be the corner stone for any successful product development.

About the Author xi
Chapter 1 Introduction
1(10)
1.1 Objectives
1(1)
1.2 Overview
2(1)
1.3 Early Days
3(2)
1.4 Project Management Institute®
5(1)
1.5 International Institute of Business Analysis®
6(1)
1.6 Role of the Business Analyst™
7(1)
1.7 Where Is It All Going?
8(1)
1.8 Book Project
9(1)
1.9 Summary
9(2)
Activity
10(1)
Chapter 2 Laying the Foundation
11(14)
2.1 Objectives
11(1)
2.2 Overview
11(1)
2.3 Life Cycle Definitions
12(2)
2.4 What Is a Body of Knowledge?
14(1)
2.5 Overview of PMI Applicable Standards
15(2)
2.6 Overview of IIB A Framework and Standards
17(2)
2.7 SEI-CMMI and Applicability
19(2)
2.7.1 Requirements Management
20(1)
2.7.2 Requirements Development
21(1)
2.8 Which Standard to Use?
21(1)
2.9 Comments on Tool Standards
22(3)
Activity
23(2)
Chapter 3 BABOK Overview
25(8)
3.1 Objectives
25(1)
3.2 Overview
25(1)
3.3 Key Concepts
25(1)
3.4 Perspectives
26(2)
3.4.1 Agile
27(1)
3.4.2 Business Intelligence
27(1)
3.4.3 Information Technology
27(1)
3.4.4 Business Architecture
27(1)
3.4.5 Business Process Management
28(1)
3.5 Business Analyst's Skills
28(3)
3.5.1 Analytical Thinking and Problem Solving
28(1)
3.5.2 Behavioral Characteristics
29(1)
3.5.3 Business Knowledge
29(1)
3.5.4 Communication Skills
29(1)
3.5.5 Interaction Skills
30(1)
3.5.6 Tools and Technology
31(1)
3.6 Summary
31(2)
Chapter 4 Business Analysis Planning and Monitoring
33(40)
4.1 Objectives
33(1)
4.2 Overview
33(1)
4.3 IIBA View
34(24)
4.3.1 Plan the Business Analysis Approach
34(2)
4.3.1.1 Overview of Approaches
36(1)
4.3.1.2 Selecting and Customizing a Process
37(1)
4.3.1.3 Waterfall
38(3)
4.3.1.4 Iterative
41(2)
4.3.1.5 Agile
43(6)
4.3.2 Plan Stakeholder Engagement
49(3)
4.3.2.1 User Profiling
52(1)
4.3.2.2 Experienced or Novice Users
53(1)
4.3.2.3 Full-Time or Part-Time Users
54(1)
4.3.2.4 Organizational Entities
54(1)
4.3.2.5 Internal or External Users
54(1)
4.3.2.6 Language and Cultural Differences
54(1)
4.3.2.7 Geographical Differences
55(1)
4.3.2.8 Stakeholder Communication
55(1)
4.3.3 Plan Business Analysis Governance
56(1)
4.3.4 Plan Business Analysis Information Management
57(1)
4.3.5 Plan Business Analysis Performance Improvements
57(1)
4.4 Business Analysis Plan
58(6)
4.4.1 Project Overview and Background
59(1)
4.4.2 Scope and Deliverables
59(1)
4.4.3 Project Activities
60(1)
4.4.4 Roles and Responsibilities
61(1)
4.4.5 Resource Plan
62(1)
4.4.6 Requirements Risk Plan
62(1)
4.4.7 Manage Changes to Requirements
63(1)
4.5 General Guidelines for the Requirements Plan
64(9)
4.5.1 Risk
64(1)
4.5.1.1 Step 1: Develop the Risk Management Approach
64(1)
4.5.1.2 Step 2: Identify Risks
64(2)
4.5.1.3 Step 3: Assess Risks
66(1)
4.5.1.4 Step 4: Respond to Risks
67(1)
4.5.1.5 Step 5: Monitor and Control Risks
67(1)
4.5.2 Estimating
68(1)
4.5.3 Laying Out Tasks
68(1)
4.5.4 Costing
69(1)
4.5.5 Tracking and Reporting
70(1)
4.5.6 Kickoff Meeting
71(1)
4.5.7 Summary
71(1)
Activity
72(1)
Chapter 5 Elicitation and Collaboration
73(62)
5.1 Objectives
73(1)
5.2 Overview
74(1)
5.3 IIBA View
74(2)
5.4 How to Select the Right Technique for Gathering Requirements
76(3)
5.4.1 Different Ways for Different Customers
77(1)
5.4.2 Different Ways for Different Categories
77(1)
5.4.3 Impact of Globalization
78(1)
5.5 Customer Interviews
79(8)
5.6 Observation or Job Shadowing
87(2)
5.7 Studying Existing Systems
89(1)
5.8 Studying Interfaces
90(2)
5.9 Surveys
92(2)
5.10 Discovery/JAD/Facilitated Sessions
94(16)
5.10.1 History
95(1)
5.10.2 Characteristics of a JAD Project
95(1)
5.10.3 What Is Created in a JAD Session?
95(1)
5.10.4 JAD Participants
96(1)
5.10.4.1 Facilitator
96(2)
5.10.4.2 Business Analyst
98(1)
5.10.4.3 Scribe
98(1)
5.10.4.4 User (Customer)
99(1)
5.10.4.5 Subject-Matter Experts
99(1)
5.10.4.6 Developer
100(1)
5.10.4.7 Sponsor
100(1)
5.10.4.8 Observers
101(1)
5.10.5 JAD Process
101(1)
5.10.5.1 Establish Goals and Objectives
101(1)
5.10.5.2 Prepare for the Session
101(2)
5.10.5.3 Conduct the Session
103(4)
5.10.5.4 Follow-Up
107(1)
5.10.6 Facilitation
107(2)
5.10.7 Summary
109(1)
5.11 Focus Groups
110(1)
5.12 Market Research
111(1)
5.13 Evaluate Best Practices
112(1)
5.14 Prototyping
113(2)
5.15 Storyboarding
115(2)
5.16 Idea-Generating Techniques (Brainstorming)
117(5)
5.16.1 Basic Brainstorming
117(2)
5.16.2 Anonymous Brainstorming
119(1)
5.16.3 Affinity Diagramming
119(1)
5.16.4 Brainstorming with One Person
120(1)
5.16.5 Brainstorming for a Virtual Team
121(1)
5.16.6 Summary
121(1)
5.17 Tools for Virtual Environments
122(1)
5.18 Requirements Prioritization Techniques
122(4)
5.18.1 Dollar Approach
123(1)
5.18.2 Forced-Pair Ranking
124(1)
5.18.3 Density Dotting
125(1)
5.18.4 Analytical Hierarchy Process
126(1)
5.18.5 Summary
126(1)
5.19 Prepare Requirements Package
126(5)
5.20 Communicate Requirements
131(1)
5.21 Summary
132(3)
Activity
133(2)
Chapter 6 Requirements Life Cycle Management
135(6)
6.1 Objectives
135(1)
6.2 Overview
135(1)
6.3 IIBA Tasks
136(3)
6.3.1 Trace Requirements
136(1)
6.3.2 Maintain Requirements
137(1)
6.3.3 Prioritize Requirements
137(1)
6.3.4 Assess Requirements Changes
138(1)
6.3.5 Approve Requirements
138(1)
6.4 Summary
139(2)
Activity
139(2)
Chapter 7 Strategy Analysis
141(28)
7.1 Objectives
141(1)
7.2 Overview
141(2)
7.3 IIBA Tasks
143(14)
7.3.1 Define the Business Need
145(5)
7.3.2 Assess Capability Gaps
150(2)
7.3.3 Determine the Approach to Finding a Solution
152(1)
7.3.4 Define Solution Scope
152(1)
7.3.4.1 Business Goals and Objectives
153(1)
7.3.4.2 Assumptions
153(1)
7.3.4.3 Constraints
154(1)
7.3.4.4 Scope Statement
154(1)
7.3.4.5 Impacted Organizations
154(2)
7.3.5 Define the Business Case
156(1)
7.4 Conducting the Initial Risk Assessment
157(1)
7.5 Preparing the Decision Package
158(1)
7.6 Understanding the Business
159(1)
7.7 Business Models
160(6)
7.7.1 Organization Charts
160(1)
7.7.2 Infrastructure Models
161(1)
7.7.3 Business Location Models
162(1)
7.7.4 Business Events
162(2)
7.7.5 Business Entity Models
164(1)
7.7.6 Business Process Models
165(1)
7.8 Summary
166(3)
Activity
167(2)
Chapter 8 Requirements Analysis and Design Definition
169(52)
8.1 Objectives
169(1)
8.2 Overview
170(2)
8.3 IIBA Tasks
172(47)
8.3.1 Specify and Model Requirements
173(1)
8.3.1.1 Process Models
173(4)
8.3.1.2 Data Models
177(4)
8.3.1.3 Data Flow Diagrams
181(3)
8.3.1.4 UML Family
184(13)
8.3.1.5 Matrix Documentation
197(1)
8.3.1.6 How to Decide Which Model to Select
198(1)
8.3.1.7 Text Documentation
198(3)
8.3.2 Verify the Requirements
201(1)
8.3.3 Validate the Requirements
202(1)
8.3.4 Define Requirements Architecture
202(3)
8.3.4.1 How Much Detail Do You Need?
205(2)
8.3.4.2 Stakeholder-Based Classification
207(1)
8.3.4.3 Sequence-Oriented Classification
208(5)
8.3.4.4 Purpose-Based Classification
213(1)
8.3.4.5 Combining Structures
214(1)
8.3.5 Define Design Options
214(4)
8.3.6 Analyze Potential Value and Recommend Solution
218(1)
8.4 Summary
219(2)
Activity
220(1)
Chapter 9 Solution Evaluation
221(12)
9.1 Objectives
221(1)
9.2 Overview
221(1)
9.3 IIBA Tasks
222(1)
9.4 Matching the Solution to the Needs of the Customer
222(1)
9.5 Support Testing and Quality Assurance
223(7)
9.5.1 Validation versus Verification
224(1)
9.5.2 Planning for the Test
224(3)
9.5.3 Types of Tests
227(2)
9.5.4 Evaluating Customer Satisfaction
229(1)
9.6 Implementing and Supporting the Solution
230(1)
9.7 Summary
231(2)
Activity
231(2)
Chapter 10 Swede-Mart Case Study
233(6)
10.1 Introduction
233(1)
10.2 Strategy
233(1)
10.3 Industry Background
234(1)
10.4 Project Background
234(1)
10.5 Distribution Center/Inventory Operations
234(1)
10.6 Product Lines
235(1)
10.7 Purchasing
235(1)
10.8 Receiving
236(1)
10.9 Accounts Payable
236(1)
10.10 Order Processing and Shipping
236(1)
10.11 Reporting
237(1)
10.12 Summary
237(1)
10.13 Interview with Store Buyer
238(1)
Chapter 11 CBAP Test Questions
239(52)
Chapter 12 Activity Solutions for Swede-Mart Case Study
291(10)
Chapter 1
291(1)
Actions
291(1)
Meeting
291(1)
Chapter 2
292(1)
Chapter 4
292(3)
Chapter 5
295(1)
Chapter 6
296(1)
Chapter 7
296(1)
Chapter 8
297(2)
Chapter 9
299(2)
Chapter 13 Preparing for the Test
301(2)
Taking the Test
302(1)
Chapter 14 Answers to Test Questions
303(30)
Appendix A Acronyms 333(2)
Appendix B Business Requirements Document Templates 335(18)
Appendix C United Nations Organizational Chart 353(2)
Index 355
Hans Jonasson, CBAP, PMP, founder of JTC Unlimited, has more than 30 years of experience in the areas of project management, business analysis, and professional development training. He started his career with Volvo LTD in Gothenburg, Sweden, in 1980 as a systems analyst/programmer. In 1984 he moved to the United States to work on new development projects for EDS and General Motors. He has managed all aspects of software development projects for the automotive industry, with budgets that have ranged from $100,000 to $10 million. Hans is now based in Gothenburg, Sweden.

He has taught introductory and advanced-level courses on project management, requirements gathering, CMMI®, and process development, to more than 10,000 professionals at companies that include IBM, EDS, Ford Motors, DaimlerChrysler, General Dynamics, Citibank, and Volvo.

Since 1996, he has been a Project Management Professional (PMP®) and member of the Project Management Institute (PMI®), as well as a frequent presenter at PMI events in North America and Europe for the last ten years. He is a member of the Swedish Chapter of PMI and the International Institute of Business Analysis (IIBA).