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ECBA: Entry Certificate in Business Analysis Certification Video Training Course

The complete solution to prepare for for your exam with ECBA: Entry Certificate in Business Analysis certification video training course. The ECBA: Entry Certificate in Business Analysis certification video training course contains a complete set of videos that will provide you with thorough knowledge to understand the key concepts. Top notch prep including IIBA ECBA exam dumps, study guide & practice test questions and answers.

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266 Lectures
06:55:00 Hours

ECBA: Entry Certificate in Business Analysis Certification Video Training Course Exam Curriculum

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1

The Business Analysis Certification Program (IIBA - ECBA)

2 Lectures
Time 00:14:00
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2

Introduction to Business Analysis (IIBA - ECBA)

16 Lectures
Time 01:44:00
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3

Business Analysis Planning and Monitoring (IIBA - ECBA)

25 Lectures
Time 02:33:00
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4

Business Analysis Elicitation and Collaboration (IIBA -ECBA)

25 Lectures
Time 02:52:00
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5

Business Analysis and Requirements Life Cycle Management

22 Lectures
Time 02:09:00
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6

Business Analysis and Strategy Analysis (IIBA - ECBA)

20 Lectures
Time 01:51:00
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7

Requirements Analysis and Design Definition (IIBA - ECBA)

14 Lectures
Time 01:25:00
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8

Requirements Architecture and Design Options (IIBA - ECBA)

13 Lectures
Time 01:27:00
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9

Business Analysis and Solution Evaluation (IIBA - ECBA)

18 Lectures
Time 02:01:00
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10

Analytical Techniques for Business Analysis (IIBA - ECBA)

22 Lectures
Time 03:12:00
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11

Activities and Tools Used for Business (IIBA - ECBA)

21 Lectures
Time 02:58:00
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12

Documentation Used for Business Analysis (IIBA - ECBA)

16 Lectures
Time 01:48:00
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13

Business Analysis Competencies: Personal Skills (IIBA-ECBA)

15 Lectures
Time 01:56:00
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14

Business Analysis Competencies: Professional Effectiveness

16 Lectures
Time 01:45:00
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15

Business Analysis Perspectives (IIBA - ECBA)

21 Lectures
Time 03:00:00

The Business Analysis Certification Program (IIBA - ECBA)

  • 10:00
  • 4:00

Introduction to Business Analysis (IIBA - ECBA)

  • 3:00
  • 7:00
  • 7:00
  • 4:00
  • 9:00
  • 9:00
  • 8:00
  • 9:00
  • 12:00
  • 6:00
  • 4:00
  • 5:00
  • 4:00
  • 4:00
  • 11:00
  • 2:00

Business Analysis Planning and Monitoring (IIBA - ECBA)

  • 4:00
  • 9:00
  • 6:00
  • 10:00
  • 10:00
  • 7:00
  • 3:00
  • 10:00
  • 5:00
  • 5:00
  • 5:00
  • 9:00
  • 7:00
  • 3:00
  • 2:00
  • 7:00
  • 8:00
  • 4:00
  • 2:00
  • 9:00
  • 8:00
  • 5:00
  • 3:00
  • 9:00
  • 3:00

Business Analysis Elicitation and Collaboration (IIBA -ECBA)

  • 3:00
  • 10:00
  • 8:00
  • 11:00
  • 10:00
  • 5:00
  • 3:00
  • 12:00
  • 5:00
  • 7:00
  • 4:00
  • 8:00
  • 3:00
  • 5:00
  • 3:00
  • 11:00
  • 10:00
  • 3:00
  • 4:00
  • 10:00
  • 9:00
  • 8:00
  • 4:00
  • 13:00
  • 3:00

Business Analysis and Requirements Life Cycle Management

  • 3:00
  • 7:00
  • 4:00
  • 1:00
  • 10:00
  • 4:00
  • 7:00
  • 6:00
  • 4:00
  • 10:00
  • 6:00
  • 6:00
  • 7:00
  • 5:00
  • 4:00
  • 8:00
  • 5:00
  • 6:00
  • 4:00
  • 6:00
  • 6:00
  • 10:00

Business Analysis and Strategy Analysis (IIBA - ECBA)

  • 3:00
  • 6:00
  • 5:00
  • 11:00
  • 9:00
  • 5:00
  • 4:00
  • 8:00
  • 3:00
  • 4:00
  • 12:00
  • 5:00
  • 3:00
  • 3:00
  • 10:00
  • 6:00
  • 3:00
  • 3:00
  • 5:00
  • 3:00

Requirements Analysis and Design Definition (IIBA - ECBA)

  • 3:00
  • 7:00
  • 5:00
  • 11:00
  • 8:00
  • 9:00
  • 8:00
  • 5:00
  • 2:00
  • 9:00
  • 4:00
  • 5:00
  • 7:00
  • 2:00

Requirements Architecture and Design Options (IIBA - ECBA)

  • 2:00
  • 8:00
  • 7:00
  • 3:00
  • 13:00
  • 6:00
  • 5:00
  • 3:00
  • 11:00
  • 9:00
  • 7:00
  • 2:00
  • 11:00

Business Analysis and Solution Evaluation (IIBA - ECBA)

  • 1:00
  • 7:00
  • 3:00
  • 13:00
  • 8:00
  • 5:00
  • 7:00
  • 5:00
  • 14:00
  • 4:00
  • 5:00
  • 8:00
  • 6:00
  • 12:00
  • 6:00
  • 4:00
  • 11:00
  • 2:00

Analytical Techniques for Business Analysis (IIBA - ECBA)

  • 3:00
  • 7:00
  • 9:00
  • 9:00
  • 6:00
  • 8:00
  • 12:00
  • 19:00
  • 8:00
  • 6:00
  • 7:00
  • 8:00
  • 7:00
  • 8:00
  • 17:00
  • 11:00
  • 10:00
  • 5:00
  • 6:00
  • 12:00
  • 11:00
  • 3:00

Activities and Tools Used for Business (IIBA - ECBA)

  • 2:00
  • 11:00
  • 19:00
  • 8:00
  • 13:00
  • 9:00
  • 10:00
  • 15:00
  • 8:00
  • 5:00
  • 16:00
  • 3:00
  • 9:00
  • 10:00
  • 6:00
  • 6:00
  • 3:00
  • 7:00
  • 7:00
  • 9:00
  • 2:00

Documentation Used for Business Analysis (IIBA - ECBA)

  • 2:00
  • 10:00
  • 4:00
  • 8:00
  • 7:00
  • 6:00
  • 9:00
  • 7:00
  • 6:00
  • 5:00
  • 10:00
  • 9:00
  • 6:00
  • 9:00
  • 8:00
  • 2:00

Business Analysis Competencies: Personal Skills (IIBA-ECBA)

  • 2:00
  • 12:00
  • 7:00
  • 7:00
  • 15:00
  • 9:00
  • 6:00
  • 13:00
  • 6:00
  • 4:00
  • 7:00
  • 4:00
  • 5:00
  • 17:00
  • 2:00

Business Analysis Competencies: Professional Effectiveness

  • 2:00
  • 7:00
  • 6:00
  • 8:00
  • 5:00
  • 7:00
  • 20:00
  • 4:00
  • 6:00
  • 6:00
  • 11:00
  • 2:00
  • 4:00
  • 4:00
  • 11:00
  • 2:00

Business Analysis Perspectives (IIBA - ECBA)

  • 3:00
  • 10:00
  • 5:00
  • 12:00
  • 12:00
  • 9:00
  • 12:00
  • 11:00
  • 10:00
  • 10:00
  • 3:00
  • 13:00
  • 7:00
  • 10:00
  • 6:00
  • 9:00
  • 7:00
  • 11:00
  • 8:00
  • 9:00
  • 3:00
examvideo-11

About ECBA: Entry Certificate in Business Analysis Certification Video Training Course

ECBA: Entry Certificate in Business Analysis certification video training course by prepaway along with practice test questions and answers, study guide and exam dumps provides the ultimate training package to help you pass.

Business Analysis Planning and Monitoring (IIBA - ECBA)

21. Performance Improvements: Inputs and Elements

Performance improvements, inputs, and elements After completing this topic, you should be able to recognize considerations that are important when assessing business analysis performance. of identifying business analysis performance improvement is to outline which metrics will be used to assess business analysis work products and processes.

The inputs include the business-analysis approach and external objectives. External performance objectives Of course, the task is to identify business analysis performance improvements, and the output is the business analysis performance assessment. The output is used as a guideline for other knowledge areas and the tasks within the knowledge area. The business analysis approach outlines the business analysis deliverables based on the method used. For example, in an adaptive method, user stories may be produced.

The external performance objectives describe the desired behavior and processes used to achieve organizational outcomes, such as timelines. The scope of the work performed by the business analyst drives the types of measures used. If the initiative is large and complex, determine if there are enough resources to complete the work. Reporting outcomes can be formal, through a written report, and based on the defined evaluation process dictated by the organization. They can also be informal, such as meetings with a project manager and/or the business analyst manager, or just after an elicitation event in the form of coaching. The amount of support will be dependent on the skills and experience of the business analyst,

if he or she is familiar with the various techniques used to produce the work products and the business analysis approach. Reports will be used by reviewers to determine which metrics are appropriate and should be communicated. Overview of business analysis performance improvements A diagram gives an overview of the process broken down into the usual three phases: inputs, tasks, and outputs. The inputs are the business analysis approach and external performance objectives. The task is to identify business-analysis performance improvements. The result is a business analysis performance evaluation. The business analysis approach identifies deliverables, activities, and techniques. The desired performance analysis is one of the external performance objectives.

The standard depends on the context. Reports can be formal or informal, and verbatim documented reports are used by reviewers. The occurrence and completeness of deliverables will be assessed based on the business analyst's skills and experience. The results are also evaluated against the amount of time estimated to complete the work and the availability of resources. Timeliness is also dependent on the business analysis approach. If the project is predictive, then assess if the business analyst met the deadlines set out in the project plan for each phase. As mentioned earlier, the business analyst level of skill is for A particular project could be contingent on his or her experience with a particular domain or solution. You determine if the resulting outputs from the business analysis activities were complete, concise, and understandable.

This can be accomplished by reviewing the documents and interviewing the stakeholders. The availability of resources is contingent on the completeness of the business analysis plan and schedule. Can you determine if there were extenuating circumstances that led to the stakeholders' lack of participation? Assess if the cost, time, and resources needed to produce the work products are justified as compared to the improvement achieved or not.

Ensure that the business problems were resolved and aligned to the business goals and objectives to determine whether there is a variance between the targeted outcomes and those that were delivered. And then compare the variance to other factors such as the impact of a lack of resources or the business analyst's skills. Assessment: several questions related to assessment measures must be asked: is the work accurate and complete? Was it delivered on time? Did the business analyst have the proper skills and knowledge? Were the products easy to use? Were there adequate resources?

Did the business analyst deliver good value and meet business objectives met? Analysis Results When analysing results, deliverables are compared to target measures, and analyses may be performed on the business analysis process. Resources or deliverables analyses can be performed on the effectiveness of the business analysis process in relation to the business analysis approach, the resources used and their availability, and also the accuracy of the information provided by them. For example, policies and current state processes may be out of date, resulting in an incomplete gap analysis to determine if the deliverables were in line with the process and organizational guidelines, and did they adequately define the business objectives, goals, and stakeholder needs? Could the requirements be validated or verified, or were they difficult to understand? requiring the work Prior to conducting a business analytics activity, the business analyst may work with stakeholders to identify risk and put innovation in place to ensure quality.

Timely Outputs Corrective action usually takes place during business analysis activities, and a suggestion for improvements is adopted by the business analyst going forward. Needless to say, recommendations and improvements not only help during an engagement but can be utilized for continuous improvement by the individual and other business analysts. Feedback and improvements may impact the business analysis approach and the tools and techniques used for any given initiative. recommended actions for improvement A table lists three actions for improvement and provides a description for each one. The preventive action reduces the likelihood of adverse events, the corrective action reduces the impact of adverse events, and the improvement action increases the likelihood of positive events.

22. Performance Improvements: Guidelines and Techniques

Performance improvements. Guidelines and Techniques After completing this topic, you should be able to recognise techniques used to assess business analysis performance. The organization may have metrics to assess business analyst performance. This can include competency guidelines from the International Institute of Business Analysis.

The business analyst may be measured on the number of requirement errors or requirement changes. The ability for the business analyst to deliver work products on time and stakeholder feedback are also used to determine how well the business analyst is performing his or her work.

The metrics should be easy to collect and relevant to the particular initiative for executives. Information about the cost, time, and resource investment to produce business analysis work is used to justify the value delivered by the business analysis activities. Process analysis is used to determine if the business analysis processes are achieving the desired results at the beginning of every initiative. Risk analysis should be used to determine if there are conditions that may affect how well the business analyst can perform his or her task.

Notwithstanding the ability of the business analyst, root cause analysis is used to understand the underlying reasons for poor performance. Organizational Performance Standards These standards include performance metrics and the expectations of upper management. A line graph consists of an x and an y axis. A green expectation line rises and falls, trending higher and higher over time. This could be a visual representation. A red performance line also rises and falls but deepens over time.

The lines begin along a similar trend but begin to diverge around the middle of the plotted time period. This is one possible representation. Techniques A table shows a breakdown of techniques, which consists of five columns: titles, analysis, modeling, group techniques, tools, and document reviews. Various techniques are then listed for each of the headings. Analysis techniques include process analysis, risk analysis, and management root cause analysis. Modeling techniques include process modeling.

Group techniques include brainstorming, interviews, surveys or questionnaire reviews, observation, and workshops. The tools include item tracking, metrics, key performance indicators, and document reviews, which again include lessons. Long-term process modelling is used to define business analysis processes and analyse those processes to reduce cycle time and handoffs and support downstream processes such as software testing. Brainstorming is used to generate ideas on how to improve the business analyst's performance or the business analysis processes.

A business analyst manager may interview stakeholders to get feedback on the business analyst's performance related to stakeholder management and elicitation effectiveness. Surveys are also a good tool to get feedback from stakeholders, and the project team reviews are used to identify any changes to business analysis processes and deliverables. This is an excellent technique that can be used during the initiative.

Observation is used to get firsthand information on how a business analyst is performing. This is particularly helpful for assessing facilitated elicitation events. A workshop could be used to gather information about the performance of a business analyst from a group of stakeholders. Item tracking is used to track issues related to the business analyst's performance and to be used to rectify issues at a later date, determining reasonable metrics based on the size and complexity of a projector initiative as used for reporting purposes. Lessons-learned sessions are an excellent workshop technique that can elicit specific changes that need to be incorporated into future projects.

23. Performance Improvements: Stakeholders and Outputs

Performance improvements, stakeholders, and outputs After completing this topic, you should be able to identify the roles of stakeholders in identifying business analysis performance improvements. A domain subject matter expert should be aware of the role and task assigned to the business analyst to set expectations and elicit feedback from them regarding the performance of the business analyst.

The sponsor requires reports on the performance of the overall initiative, and business analytics assessments are part of this. He or she may provide specific metrics to be used. The project manager is key to assessing the performance of the business analysis performance. As this role is accountable for the overall performance of the project, he or she will have input into which metrics should be used to assess the business analyst. If changes are needed, for example, if a new business analyst is assigned to the project, then the project manager should be consulted before any changes are made.

The business analysis performance assessment will include a comparison of expected and actual performance. For example, the expected turnaround time for documented requirements is measured from the first solicitation event to the delivered work product. The variances will then be analyzed using root cause analysis to determine the reason for the delays. The outcome of the root cause analysis may point to stakeholder management issues or a lack of experience and skills to do the work. So corrective actions need to be taken in order to resolve these issues.

This may include providing training, coaching, or the services of another business analyst. The stakeholders. Again, there are three stakeholders. The domain subject matter expert provides feedback on improvements; the sponsor requires performance reports and addresses identified problems; and the project manager is accountable for project performance, must be kept informed on the status of the project, and must be consulted before changes are made. As a result, the output is the business analysis performance evaluation. The business analysis and performance assessment concern plan versus actual performance, the root cause of performance issues, and corrective actions to resolve issues.

24. Exercise: Identifying Business Analysis Performance Improvements

And our final set of exercises focused on identifying business analysis performance improvements. After completing this topic, you should be able to recognize what's involved in identifying business analysis performance improvements. As a result, in this case exercise, you will demonstrate your understanding of what it takes to identify business analysis performance improvement. Recognizing the input to the business analysis performance improvement task; identifying the considerations when assessing business analysis performance improvements; understanding the techniques involved in assessing performance improvements; identifying stakeholder roles in identifying business analysis performance improvement; and finally, recognizing the attributes of a performance The goal of determining business analysis performance improvement is to outline which metrics will be used to evaluate business analysis of global products and processes. So, what is the input to the task of improving business analyst performance? Here you have the options of the business analysis approach, stakeholder needs, business analysis activities, and requirement approval.

Here is the answer. Option one is the correct option. The inputs include the business analysis approach and external performance objectives. Option Two: This option is incorrect. This is a consideration for the stakeholder engagement task. Option Three: This option is incorrect. The business analysis activities are part of planning the approach. Option Four: This option is incorrect. Although this is an important activity in the business-analysis approach, it is not an input to the business-analyzed performance improvement task.

Now, a new question: when assessing business performance, there are various elements to consider. What are some of these considerations? Here are the options. whether the work was accurate and complete, whether the products were easy to use, whether the business analyst delivered good value, the method by which staff and stakeholders were recruited, and finally, the organizational structure. Option one: this option is correct. The occurrence and complexity of deliveries will be assessed based on the business analyst's skills and experience. Option Two: This option is correct. It will be determined if the resulting outputs from the business analysis activities were complete, concise, and understandable. Option Three: This option is correct. It will be assessed if the cost, time, and resources needed to produce the work products were justified when compared to the improvement achieved. Option Four: This option is incorrect. This is not a consideration when assessing the analyzer's performance since it has more to do with HR activities than analyzing option five, and the last one, this option, is incorrect.

Although the hierarchy of stakeholders and other parties is an important factor to consider during the process, it is not part of the analysis of performance improvements. Now, what are some of the questions that need to be answered in order to determine the effectiveness of the business analytics? Here are the options. Did a business analyst deliver good value in terms of cost and time? Where business objectives were met, was the product delivered on time?

How were the organization's profits alerted to stakeholders? And finally, which personnel were used in the development of the product? Here we have the answer again. Please practise beforehand, and try to answer on your own. Option One: This option is correct. Assess if the cost, time, and resources needed to produce the work products were justified when compared to the improvements achieved. Option Two: This option is correct. This includes ensuring that the business problems are resolved and aligned with the business goals and objectives. Option Three: This option is correct. If the project is predictive, then assess if the business analyst met the deadlines set out in the project plan for each phase. Option Four: This option is incorrect. This applies more to a stakeholder analysis than to an analysis of performance improvement. Option Five: This option is incorrect. This relates more to the project management aspects and stakeholder analysis than performance improvements.

Now, which techniques are used when identifying business-analysed performance improvements? Here you have the options of process analysis, process modeling, interviewing, and determining which stakeholders have authority and estimation, and here you have the answers. Option One: This option is correct. Process analysis is used to determine if the business analysis processes are achieving the desired results. Option Two: This option is correct. Process modelling is used to define business analysis processes and analyse those processes to reduce cycle times and handoffs. Option Three: This option is correct. Stakeholder interviews are held to get feedback on the business analyst's performance related to stakeholder management and elicitation effectiveness. Option Four: This option is incorrect. This is a component of stakeholder analysis, not a technique for evaluating business analysis performance. Option Five:

This option is incorrect. Obviously, this technique is used in planning business analysis activities with regard to performance improvements. Important stakeholders include the domain subject matter expert, the sponsor, and the project manager. Which roles do stakeholders play in identifying business analysis performance improvements: setting expectations, choosing the metrics to use in assessment, approving changes, identifying possible stakeholders, and ensuring the correct timing? This is the answer. Option One: This option is correct. A domain subject matter expert should be aware of the role and task assigned to the business analyst and then set expectations. Option Two: This option is correct. The sponsor may provide specific metrics to be used and address identified problems. Option Three: This option is correct. If changes are needed, the project manager should be consulted before any changes are made.

Option Four This option is incorrect. Although this is part of the subject matter expert's responsibilities, it is done during the stakeholder engagement task. Option Five This option is incorrect. It does form part of the business performance improvement analysis. That is, rather than during the planning stage, the business analyst performance assessment outputs will include a variety of elements. What are the attributes of a business analysis performance assessment? Here you have the options plan versus actual performance, root causes of performance issues, corrective actions needed to resolve issues, defined rules and processes, and requirement changes, and here you have the answer to option one.

This option is correct. The assessment will include a comparison of expected performance against the analyst's actual performance. Option two. This option is correct. The outcome of the root cause analysis may point to stakeholder management issues or a lack of experience and skills to do the work. Option three. This option is correct. These actions may include providing training, coaching, or the services of another business analyst. Option four. This option is incorrect. Obviously, this was already done during the planning phase. Option five. and the last one. This option is incorrect. This is part of the business analytics governance task.

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