Training Video Course

ECBA: Entry Certificate in Business Analysis

PDFs and exam guides are not so efficient, right? Prepare for your IIBA examination with our training course. The ECBA course contains a complete batch of videos that will provide you with profound and thorough knowledge related to IIBA certification exam. Pass the IIBA ECBA test with flying colors.

Rating
4.4rating
Students
89
Duration
06:55:00 h
$16.49
$14.99

Curriculum for ECBA Certification Video Course

Name of Video Time
Play Video: Program Overview
1. Program Overview
10:00
Play Video: Program Guidelines
2. Program Guidelines
4:00
Name of Video Time
Play Video: Section Overview
1. Section Overview
3:00
Play Video: Business Analysis - Definition and Context
2. Business Analysis - Definition and Context
7:00
Play Video: The Business Analyst's Role
3. The Business Analyst's Role
7:00
Play Video: The Value of Business Analysis
4. The Value of Business Analysis
4:00
Play Video: Exercise - Understanding Business Analysis
5. Exercise - Understanding Business Analysis
9:00
Play Video: Business Analysis Knowledge Areas
6. Business Analysis Knowledge Areas
9:00
Play Video: Business Analysis Key Terms
7. Business Analysis Key Terms
8:00
Play Video: Business Analysis Core Concepts
8. Business Analysis Core Concepts
9:00
Play Video: Exercise: Business Analysis Key Terms and Concepts
9. Exercise: Business Analysis Key Terms and Concepts
12:00
Play Video: Stakeholders Within a Project Team
10. Stakeholders Within a Project Team
6:00
Play Video: Stakeholders External to the Project
11. Stakeholders External to the Project
4:00
Play Video: Requirements Classification Schema
12. Requirements Classification Schema
5:00
Play Video: Requirements and Designs
13. Requirements and Designs
4:00
Play Video: The Requirements and Design Cycle
14. The Requirements and Design Cycle
4:00
Play Video: Exercise: Stakeholders, Requirements and Designs
15. Exercise: Stakeholders, Requirements and Designs
11:00
Play Video: Introduction to Business Analysis
16. Introduction to Business Analysis
2:00
Name of Video Time
Play Video: Section Overview
1. Section Overview
4:00
Play Video: Overview of Business Anlysis Planning and Monitoring
2. Overview of Business Anlysis Planning and Monitoring
9:00
Play Video: Business Analysis Planning and Monitoring and the Business Analysis Core Concept
3. Business Analysis Planning and Monitoring and the Business Analysis Core Concept
6:00
Play Video: Exercise: Understanding Business Analysis Planning and Monitoring
4. Exercise: Understanding Business Analysis Planning and Monitoring
10:00
Play Video: Plan Business Analysis Approach: Inputs and Elements
5. Plan Business Analysis Approach: Inputs and Elements
10:00
Play Video: Plan Business Analysis Approach: Guidelines and Techniques
6. Plan Business Analysis Approach: Guidelines and Techniques
7:00
Play Video: Plan Business Analysis Approach: Stakeholders and Output
7. Plan Business Analysis Approach: Stakeholders and Output
3:00
Play Video: Exercise: Planning the Business Analysis Approach
8. Exercise: Planning the Business Analysis Approach
10:00
Play Video: Plan Stakeholder Engagement: Inputs and Elements
9. Plan Stakeholder Engagement: Inputs and Elements
5:00
Play Video: Plan Stakeholder Engagement: Guidelines & Techniques
10. Plan Stakeholder Engagement: Guidelines & Techniques
5:00
Play Video: Plan Stakeholder Engagement: Stakeholders & Outputs
11. Plan Stakeholder Engagement: Stakeholders & Outputs
5:00
Play Video: Exercise: Planning Stakeholder Engagement
12. Exercise: Planning Stakeholder Engagement
9:00
Play Video: Plan Business Analysis Governance: Inputs and Elements
13. Plan Business Analysis Governance: Inputs and Elements
7:00
Play Video: Plan Business Analysis Governance: Guidelines and Techniques
14. Plan Business Analysis Governance: Guidelines and Techniques
3:00
Play Video: Plan Business Analysis Governance: Stakeholders and Outputs
15. Plan Business Analysis Governance: Stakeholders and Outputs
2:00
Play Video: Exercise: Planning Business Analysis Governance
16. Exercise: Planning Business Analysis Governance
7:00
Play Video: Plan Information Management: Inputs and Elements
17. Plan Information Management: Inputs and Elements
8:00
Play Video: Plan Information Management: Guidelines & Techniques
18. Plan Information Management: Guidelines & Techniques
4:00
Play Video: Plan Information Management: Stakeholders & Outputs
19. Plan Information Management: Stakeholders & Outputs
2:00
Play Video: Exercise: Planning BA Information Management
20. Exercise: Planning BA Information Management
9:00
Play Video: Performance Improvements: Inputs and Elements
21. Performance Improvements: Inputs and Elements
8:00
Play Video: Performance Improvements: Guidelines and Techniques
22. Performance Improvements: Guidelines and Techniques
5:00
Play Video: Performance Improvements: Stakeholders and Outputs
23. Performance Improvements: Stakeholders and Outputs
3:00
Play Video: Exercise: Identifying Business Analysis Performance Improvements
24. Exercise: Identifying Business Analysis Performance Improvements
9:00
Play Video: Business Analysis Planning and Monitoring
25. Business Analysis Planning and Monitoring
3:00
Name of Video Time
Play Video: Section Overview
1. Section Overview
3:00
Play Video: Overview of Elicitation and Collaboration
2. Overview of Elicitation and Collaboration
10:00
Play Video: Core Concepts and the Business Analyst's Role
3. Core Concepts and the Business Analyst's Role
8:00
Play Video: Exercise: Understand Elicitation and Collaboration
4. Exercise: Understand Elicitation and Collaboration
11:00
Play Video: Prepare for Elicitation: Inputs and Elements
5. Prepare for Elicitation: Inputs and Elements
10:00
Play Video: Prepare for Elicitation: Guidelines and Techniques
6. Prepare for Elicitation: Guidelines and Techniques
5:00
Play Video: Prepare for Elicitation: Stakeholders and Outputs
7. Prepare for Elicitation: Stakeholders and Outputs
3:00
Play Video: Exercise: Preparing for Elicitation
8. Exercise: Preparing for Elicitation
12:00
Play Video: Conduct Elicitation: Inputs and Elements
9. Conduct Elicitation: Inputs and Elements
5:00
Play Video: Conduct Elicitation: Guidelines and Techniques
10. Conduct Elicitation: Guidelines and Techniques
7:00
Play Video: Conduct Elicitation: Stakeholders and Outputs
11. Conduct Elicitation: Stakeholders and Outputs
4:00
Play Video: Exercise: Conducting Elicitation
12. Exercise: Conducting Elicitation
8:00
Play Video: Confirm Elicitation Results: Inputs and Elements
13. Confirm Elicitation Results: Inputs and Elements
3:00
Play Video: Confirm Elicitation Results: Guidelines and Techniques
14. Confirm Elicitation Results: Guidelines and Techniques
5:00
Play Video: Confirm Elicitation Results: Stakeholders and Outputs
15. Confirm Elicitation Results: Stakeholders and Outputs
3:00
Play Video: Exercise: Confirming Elicitation Results
16. Exercise: Confirming Elicitation Results
11:00
Play Video: Communicating BA Information: Inputs and Elements
17. Communicating BA Information: Inputs and Elements
10:00
Play Video: Communicating BA Information: Guidelines and Techniques
18. Communicating BA Information: Guidelines and Techniques
3:00
Play Video: Communicating BA Information: Stakeholders and Outputs
19. Communicating BA Information: Stakeholders and Outputs
4:00
Play Video: Exercise: Communicating BA Information
20. Exercise: Communicating BA Information
10:00
Play Video: Stakeholder Collaboration: Inputs and Elements
21. Stakeholder Collaboration: Inputs and Elements
9:00
Play Video: Stakeholder Collaboration: Guidelines and Techniques
22. Stakeholder Collaboration: Guidelines and Techniques
8:00
Play Video: Stakeholder Collaboration: Stakeholders and Outputs
23. Stakeholder Collaboration: Stakeholders and Outputs
4:00
Play Video: Exercise: Managing Stakeholder Collaboration
24. Exercise: Managing Stakeholder Collaboration
13:00
Play Video: Business Analysis Elicitation and Collaboration (IIBA -ECBA)
25. Business Analysis Elicitation and Collaboration (IIBA -ECBA)
3:00
Name of Video Time
Play Video: Section Overview
1. Section Overview
3:00
Play Video: Requirements Life Cycle Management
2. Requirements Life Cycle Management
7:00
Play Video: Requirements Management and the BACCM (TM)
3. Requirements Management and the BACCM (TM)
4:00
Play Video: Requirements Life Cycle Management Input/Output Diagram
4. Requirements Life Cycle Management Input/Output Diagram
1:00
Play Video: Exercise - Understanding Requirements Management
5. Exercise - Understanding Requirements Management
10:00
Play Video: Requirements and Traceability
6. Requirements and Traceability
4:00
Play Video: Trace Requirements - Inputs and Elements
7. Trace Requirements - Inputs and Elements
7:00
Play Video: Trace Requirements - Guidelines and Techniques
8. Trace Requirements - Guidelines and Techniques
6:00
Play Video: Trace Requirements - Stakeholders and Outputs
9. Trace Requirements - Stakeholders and Outputs
4:00
Play Video: Exercise - Trace Requirements
10. Exercise - Trace Requirements
10:00
Play Video: Maintain Requirements - Elements and Guidelines
11. Maintain Requirements - Elements and Guidelines
6:00
Play Video: Maintain Requirements - Techniques and Stakeholders
12. Maintain Requirements - Techniques and Stakeholders
6:00
Play Video: Prioritise Requirements - Inputs and Elements
13. Prioritise Requirements - Inputs and Elements
7:00
Play Video: Prioritise Requirements - Guidelines and Techniques
14. Prioritise Requirements - Guidelines and Techniques
5:00
Play Video: Prioritise Requirements - Stakeholders and Outputs
15. Prioritise Requirements - Stakeholders and Outputs
4:00
Play Video: Exercise - Maintain and Prioritize Requirements
16. Exercise - Maintain and Prioritize Requirements
8:00
Play Video: Assess Requirements Changes - Inputs and Elements
17. Assess Requirements Changes - Inputs and Elements
5:00
Play Video: Assess Requirements Changes - Guidelines and Techniques
18. Assess Requirements Changes - Guidelines and Techniques
6:00
Play Video: Assess Requirements Changes - Stakeholders and Outputs
19. Assess Requirements Changes - Stakeholders and Outputs
4:00
Play Video: Approve Requirements - Inputs and Elements
20. Approve Requirements - Inputs and Elements
6:00
Play Video: Approve Requirements - Guidelines and Techniques
21. Approve Requirements - Guidelines and Techniques
6:00
Play Video: Exercise - Assess and Approve Requirements
22. Exercise - Assess and Approve Requirements
10:00
Name of Video Time
Play Video: Section Overview
1. Section Overview
3:00
Play Video: Introduction to Strategy Analysis
2. Introduction to Strategy Analysis
6:00
Play Video: Strategy Analysis and the BACCM (TM)
3. Strategy Analysis and the BACCM (TM)
5:00
Play Video: Exercise: Understanding Strategy Analysis
4. Exercise: Understanding Strategy Analysis
11:00
Play Video: Analyze Current State: Inputs and Elements
5. Analyze Current State: Inputs and Elements
9:00
Play Video: Analyse Current State: Guidelines and Techniques
6. Analyse Current State: Guidelines and Techniques
5:00
Play Video: Analyze Current State: Stakeholders and Outputs
7. Analyze Current State: Stakeholders and Outputs
4:00
Play Video: Define Future State: Inputs and Elements
8. Define Future State: Inputs and Elements
8:00
Play Video: Define Future State: Guidelines and Techniques
9. Define Future State: Guidelines and Techniques
3:00
Play Video: Define Future State: Stakeholders and Outputs
10. Define Future State: Stakeholders and Outputs
4:00
Play Video: Exercise: Define Current and Future States
11. Exercise: Define Current and Future States
12:00
Play Video: Assess Risks: Inputs and Elements
12. Assess Risks: Inputs and Elements
5:00
Play Video: Assess Risks: Guidelines and Techniques
13. Assess Risks: Guidelines and Techniques
3:00
Play Video: Assess Risks: Stakeholders and Outputs
14. Assess Risks: Stakeholders and Outputs
3:00
Play Video: Exercise: Performing a Risk Assessment
15. Exercise: Performing a Risk Assessment
10:00
Play Video: Define Change Strategy: Inputs and Elements
16. Define Change Strategy: Inputs and Elements
6:00
Play Video: Define Change Strategy: Guidelines and Techniques
17. Define Change Strategy: Guidelines and Techniques
3:00
Play Video: Define Change Strategy: Stakeholders and Output
18. Define Change Strategy: Stakeholders and Output
3:00
Play Video: Exercise: Developing a Change Strategy
19. Exercise: Developing a Change Strategy
5:00
Play Video: Business Analysis and Strategy Analysis
20. Business Analysis and Strategy Analysis
3:00
Name of Video Time
Play Video: Section Overview
1. Section Overview
3:00
Play Video: Overview of RADD
2. Overview of RADD
7:00
Play Video: RADD and the BACCM (TM)
3. RADD and the BACCM (TM)
5:00
Play Video: Exercise: Understanding RADD
4. Exercise: Understanding RADD
11:00
Play Video: Specify and Model Requirements: Inputs and Elements
5. Specify and Model Requirements: Inputs and Elements
8:00
Play Video: Requirements Modeling: Guidelines and Tools
6. Requirements Modeling: Guidelines and Tools
9:00
Play Video: Exercise: Defining Requirements
7. Exercise: Defining Requirements
8:00
Play Video: Verify Requirements: Inputs and Elements
8. Verify Requirements: Inputs and Elements
5:00
Play Video: Verify Requirements: Tools and Techniques
9. Verify Requirements: Tools and Techniques
2:00
Play Video: Exercise: Verifying Requirements
10. Exercise: Verifying Requirements
9:00
Play Video: Validate Requirements: Inputs and Elements
11. Validate Requirements: Inputs and Elements
4:00
Play Video: Validate Requirements: Guidelines and Techniques
12. Validate Requirements: Guidelines and Techniques
5:00
Play Video: Exercise: Validating Requirements
13. Exercise: Validating Requirements
7:00
Play Video: Requirements Analysis and Design Definition (RADD)
14. Requirements Analysis and Design Definition (RADD)
2:00
Name of Video Time
Play Video: Section Overview
1. Section Overview
2:00
Play Video: Requirements Architecture Overview
2. Requirements Architecture Overview
8:00
Play Video: Define Requirements Architecture: Inputs and Elements
3. Define Requirements Architecture: Inputs and Elements
7:00
Play Video: Define Requirements Architecture: Techniques
4. Define Requirements Architecture: Techniques
3:00
Play Video: Exercise: Defining the Requirements Architecture
5. Exercise: Defining the Requirements Architecture
13:00
Play Video: Define Design Options: Inputs and Elements
6. Define Design Options: Inputs and Elements
6:00
Play Video: Define Design Options: Guidelines and Techniques
7. Define Design Options: Guidelines and Techniques
5:00
Play Video: Define Design Options: Stakeholders and Outputs
8. Define Design Options: Stakeholders and Outputs
3:00
Play Video: Exercise: Defining Design Options
9. Exercise: Defining Design Options
11:00
Play Video: Analyze Potential Value: Inputs and Elements
10. Analyze Potential Value: Inputs and Elements
9:00
Play Video: Analyze Potential Value: Guidelines and Techniques
11. Analyze Potential Value: Guidelines and Techniques
7:00
Play Video: Recommend Solution: Elements and Outputs
12. Recommend Solution: Elements and Outputs
2:00
Play Video: Exercise: Creating RADD's Final Output
13. Exercise: Creating RADD's Final Output
11:00
Name of Video Time
Play Video: Section Overview
1. Section Overview
1:00
Play Video: Overview of Solution Evaluation
2. Overview of Solution Evaluation
7:00
Play Video: Solution Evaluation and the BACCM TM
3. Solution Evaluation and the BACCM TM
3:00
Play Video: Exercise: Understanding Solution Evaluation
4. Exercise: Understanding Solution Evaluation
13:00
Play Video: Measure Solution Performance: Inputs and Elements
5. Measure Solution Performance: Inputs and Elements
8:00
Play Video: Measure Solution Performance: Guidelines and Techniques
6. Measure Solution Performance: Guidelines and Techniques
5:00
Play Video: Analyze Performance Measures: Inputs and Elements
7. Analyze Performance Measures: Inputs and Elements
7:00
Play Video: Analyze Performance Measures: Stakeholders
8. Analyze Performance Measures: Stakeholders
5:00
Play Video: Exercise: Assessing Solution Performance
9. Exercise: Assessing Solution Performance
14:00
Play Video: Solution Limitations: Elements and Guidelines
10. Solution Limitations: Elements and Guidelines
4:00
Play Video: Solution Limitations: Techniques and Stakeholders
11. Solution Limitations: Techniques and Stakeholders
5:00
Play Video: Enterprise Limitations: Inputs and Elements
12. Enterprise Limitations: Inputs and Elements
8:00
Play Video: Enterprise Limitations: Techniques and Stakeholders
13. Enterprise Limitations: Techniques and Stakeholders
6:00
Play Video: Exercise: Assessing Limitations
14. Exercise: Assessing Limitations
12:00
Play Video: Recommend Actions: Elements
15. Recommend Actions: Elements
6:00
Play Video: Recommend Actions: Guidelines and Techniques
16. Recommend Actions: Guidelines and Techniques
4:00
Play Video: Exercise: Increasing Solution Value
17. Exercise: Increasing Solution Value
11:00
Play Video: Business Analysis and Solution Evaluation (IIBA - ECBA)
18. Business Analysis and Solution Evaluation (IIBA - ECBA)
2:00
Name of Video Time
Play Video: Section Overview
1. Section Overview
3:00
Play Video: Benchmarking and Market Analysis
2. Benchmarking and Market Analysis
7:00
Play Video: Document Analysis
3. Document Analysis
9:00
Play Video: Scope Modeling
4. Scope Modeling
9:00
Play Video: State Modelling
5. State Modelling
6:00
Play Video: Exercise: Scoping and Planning Tools
6. Exercise: Scoping and Planning Tools
8:00
Play Video: Process Modeling
7. Process Modeling
12:00
Play Video: Process Analysis
8. Process Analysis
19:00
Play Video: Organizational Modeling
9. Organizational Modeling
8:00
Play Video: Interface Analysis
10. Interface Analysis
6:00
Play Video: Data Flow Diagrams
11. Data Flow Diagrams
7:00
Play Video: Data Mining
12. Data Mining
8:00
Play Video: Data Modeling
13. Data Modeling
7:00
Play Video: Prototyping
14. Prototyping
8:00
Play Video: Exercise: Business Analysis Models
15. Exercise: Business Analysis Models
17:00
Play Video: Risk Analysis and Management
16. Risk Analysis and Management
11:00
Play Video: Financial Analysis
17. Financial Analysis
10:00
Play Video: Root Cause Analysis
18. Root Cause Analysis
5:00
Play Video: SWOT Analysis
19. SWOT Analysis
6:00
Play Video: Decision Modelling and Decision Analysis
20. Decision Modelling and Decision Analysis
12:00
Play Video: Exercise: Decision-making Analysis Tools
21. Exercise: Decision-making Analysis Tools
11:00
Play Video: Analytical Techniques for Business Analysis (IIBA - ECBA)
22. Analytical Techniques for Business Analysis (IIBA - ECBA)
3:00
Name of Video Time
Play Video: Section Overview
1. Section Overview
2:00
Play Video: Brainstorming and Mind Mapping
2. Brainstorming and Mind Mapping
11:00
Play Video: Focus Groups and Workshops
3. Focus Groups and Workshops
19:00
Play Video: Surveys and Questionnaires
4. Surveys and Questionnaires
8:00
Play Video: Interviews and Observation I
5. Interviews and Observation I
13:00
Play Video: Interviews and Observation II
6. Interviews and Observation II
9:00
Play Video: Lessons Learned and Collaborative Games
7. Lessons Learned and Collaborative Games
10:00
Play Video: Exercise: Group Activities in Knowledge Sharing
8. Exercise: Group Activities in Knowledge Sharing
15:00
Play Video: Estimation
9. Estimation
8:00
Play Video: Prioritization
10. Prioritization
5:00
Play Video: Reviews and Item Tracking
11. Reviews and Item Tracking
16:00
Play Video: Vendor Assessment
12. Vendor Assessment
3:00
Play Video: Exercise: Techniques to Support Decision Making
13. Exercise: Techniques to Support Decision Making
9:00
Play Video: Stakeholder List, Map, and Personas
14. Stakeholder List, Map, and Personas
10:00
Play Video: Backlog Management
15. Backlog Management
6:00
Play Video: Balanced Scorecard
16. Balanced Scorecard
6:00
Play Video: Roles and Permissions Matrix
17. Roles and Permissions Matrix
3:00
Play Video: Business Model Canvas
18. Business Model Canvas
7:00
Play Video: Functional Decomposition
19. Functional Decomposition
7:00
Play Video: Exercise: Using Business Analysis Tools
20. Exercise: Using Business Analysis Tools
9:00
Play Video: Activities and Tools Used for Business (IIBA - ECBA)
21. Activities and Tools Used for Business (IIBA - ECBA)
2:00
Name of Video Time
Play Video: Section Overview
1. Section Overview
2:00
Play Video: Glossary and Data Dictionary
2. Glossary and Data Dictionary
10:00
Play Video: Concept Modelling
3. Concept Modelling
4:00
Play Video: Business Rules Analysis
4. Business Rules Analysis
8:00
Play Video: Exercise: Understanding Glossaries and Rules
5. Exercise: Understanding Glossaries and Rules
7:00
Play Video: Business Cases
6. Business Cases
6:00
Play Video: Business Capability Analysis
7. Business Capability Analysis
9:00
Play Video: Use Cases and Scenarios
8. Use Cases and Scenarios
7:00
Play Video: Sequence Diagrams
9. Sequence Diagrams
6:00
Play Video: User Stories
10. User Stories
5:00
Play Video: Exercise: Understanding Business and Use Cases
11. Exercise: Understanding Business and Use Cases
10:00
Play Video: Metrics and Key Performance Indicators (KPIs)
12. Metrics and Key Performance Indicators (KPIs)
9:00
Play Video: Acceptance and Evaluation Criteria
13. Acceptance and Evaluation Criteria
6:00
Play Video: Nonfunctional Requirements Analysis
14. Nonfunctional Requirements Analysis
9:00
Play Video: Exercise: Understanding Metrics and Criteria
15. Exercise: Understanding Metrics and Criteria
8:00
Play Video: Documentation and Criteria Used for Business Analysis
16. Documentation and Criteria Used for Business Analysis
2:00
Name of Video Time
Play Video: Section Overview
1. Section Overview
2:00
Play Video: Creative and Visual Thinking
2. Creative and Visual Thinking
12:00
Play Video: Conceptual and Systems Thinking
3. Conceptual and Systems Thinking
7:00
Play Video: Decision Making and Problem Solving
4. Decision Making and Problem Solving
7:00
Play Video: Exercise: Analytical Thinking Core Competencies
5. Exercise: Analytical Thinking Core Competencies
15:00
Play Video: Teamwork, Facilitation, and Teaching
6. Teamwork, Facilitation, and Teaching
9:00
Play Video: Leadership and Negotiation Skills
7. Leadership and Negotiation Skills
6:00
Play Video: Exercise: Interaction Core Competencies
8. Exercise: Interaction Core Competencies
13:00
Play Video: Communication Skills Overview
9. Communication Skills Overview
6:00
Play Video: Verbal Communication
10. Verbal Communication
4:00
Play Video: Nonverbal Communication
11. Nonverbal Communication
7:00
Play Video: Written Communication
12. Written Communication
4:00
Play Video: Effective Listening Skills
13. Effective Listening Skills
5:00
Play Video: Exercise: Communication Core Competencies
14. Exercise: Communication Core Competencies
17:00
Play Video: Business Analysis Competencies: Personal Skills
15. Business Analysis Competencies: Personal Skills
2:00
Name of Video Time
Play Video: Section Overview
1. Section Overview
2:00
Play Video: Ethical Behaviour
2. Ethical Behaviour
7:00
Play Video: Personal Accountability
3. Personal Accountability
6:00
Play Video: Trustworthiness
4. Trustworthiness
8:00
Play Video: Adaptability
5. Adaptability
5:00
Play Video: Organization and Time Management
6. Organization and Time Management
7:00
Play Video: Exercise: Behavioural Core Competencies
7. Exercise: Behavioural Core Competencies
20:00
Play Video: Business Acumen
8. Business Acumen
4:00
Play Video: Industry Knowledge
9. Industry Knowledge
6:00
Play Video: Organization, Methodology, and Solution Knowledge
10. Organization, Methodology, and Solution Knowledge
6:00
Play Video: Exercise: Business Knowledge Competencies
11. Exercise: Business Knowledge Competencies
11:00
Play Video: Office Productivity Tools and Technology
12. Office Productivity Tools and Technology
2:00
Play Video: Business Analysis Tools and Technology
13. Business Analysis Tools and Technology
4:00
Play Video: Communication Tools and Technology
14. Communication Tools and Technology
4:00
Play Video: Exercise: Using BA Tools and Technologies
15. Exercise: Using BA Tools and Technologies
11:00
Play Video: Business Analysis Competencies: Professional Effectiveness
16. Business Analysis Competencies: Professional Effectiveness
2:00
Name of Video Time
Play Video: Section Overview
1. Section Overview
3:00
Play Video: Overview of the Agile Perspective
2. Overview of the Agile Perspective
10:00
Play Video: Agile and Business Analysis
3. Agile and Business Analysis
5:00
Play Video: Agile: Approaches, Techniques, and Competencies
4. Agile: Approaches, Techniques, and Competencies
12:00
Play Video: Exercise: Understanding the Agile Perspective
5. Exercise: Understanding the Agile Perspective
12:00
Play Video: Overview of the Business Intelligence Perspective
6. Overview of the Business Intelligence Perspective
9:00
Play Video: Business Intelligence and the Business Analyst
7. Business Intelligence and the Business Analyst
12:00
Play Video: Exercise: Understanding the BI Perspective
8. Exercise: Understanding the BI Perspective
11:00
Play Video: IT Initiatives and the Business Analyst
9. IT Initiatives and the Business Analyst
10:00
Play Video: Change in the Information Technology Context
10. Change in the Information Technology Context
10:00
Play Video: Information Technology Methodologies
11. Information Technology Methodologies
3:00
Play Video: Exercise: Understanding the IT Perspective
12. Exercise: Understanding the IT Perspective
13:00
Play Video: Overview of Business Architecture
13. Overview of Business Architecture
7:00
Play Video: Business Architecture and the Business Analyst
14. Business Architecture and the Business Analyst
10:00
Play Video: Business Architecture Techniques
15. Business Architecture Techniques
6:00
Play Video: Exercise: Understanding Business Architecture
16. Exercise: Understanding Business Architecture
9:00
Play Video: Business Process Management Overview
17. Business Process Management Overview
7:00
Play Video: BPM and the Business Analyst
18. BPM and the Business Analyst
11:00
Play Video: BPM Frameworks, Methodologies, and Techniques
19. BPM Frameworks, Methodologies, and Techniques
8:00
Play Video: Exercise: Understanding Business Process Management
20. Exercise: Understanding Business Process Management
9:00
Play Video: Business Analysis Perspectives
21. Business Analysis Perspectives
3:00

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IIBA ECBA Premium Bundle
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IIBA ECBA Training Course

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Business Analysis Planning and Monitoring (IIBA - ECBA)

11. Plan Stakeholder Engagement: Stakeholders & Outputs

Plan stakeholder engagement, stakeholders, and outputs After completing this topic, you should be able to recognise the role of stakeholders with respect to the stakeholder engagement approach. In my opinion, the end user is the most important stakeholder. He or she is directly impacted by the change. Often, this includes customers. When defining the approach, the business analyst will need to determine if he or she can communicate directly with customers or if they will need to speak with someone who knows the end customer. If the stakeholder is internal, the business analyst could consider observing their use of a system or their interactions with external customers. The domain subject matter expert will help to identify stakeholders. The sponsor may suggest stakeholders and could influence the availability of stakeholders and who should be on the business analysis team. The project manager conducts their own stakeholder analysis and is a good resource for identifying stakeholders and their characteristics.

Customers can be individuals, as is the case with a company like Zappos. For instance, customer service is paramount for this organization, in which case the business analyst would ensure the approach had a strong focus on the customer. A manufacturing company sells to a distribution channel, in which case other companies will be the customers. In either case, customers come first. Internal Stakeholders There are four internal stakeholders: the end user, the domain subject matter expert, the sponsor, and the project manager. The end user is an internal stakeholder. The domain subject matter expert helps identify stakeholders. The sponsor recommends members for the business analysis team, and the project manager helps identify stakeholders. External Stakeholders There are three external stakeholders, or three types: the customer, the supplier, and the regulator. The customer is an external stakeholder. The supplier is an external stakeholder as well. The regulator may require that certain stakeholders be involved. Another external stakeholder is the supplier, who may be impacted by the business rules imposed by the organisation purchasing their products.

Many large retailers have what are called vendor agreements, which stipulate pricing and perhaps even exclusive rights to sell the product in their stores. Suppliers, also known as vendors, also provide services in the form of consulting or participation in projects. The approach for these stakeholders is likely to be along the same lines as working with the implementation team. In today's business, regulation drives many of the processes and changes to software services. A large organisation will have a compliance department that the business analyst can look to for information or rules. However, if compliance expertise is not external, then the business analyst may have to contact the regulator directly. The stakeholder approach will include a list of stakeholder contact information, such as a primary contact name, email and phone number, and locations. In the case of an external stakeholder, like a customer, contact information for the marketing department would be included.

The Output Stakeholder Engagement Approach The approach includes a list of stakeholders, stakeholder characteristics, roles and responsibilities, and collaboration and communication approaches. Stakeholder characteristics include demographic information if a company is introducing a computer-based inventory system and warehouse staff are not accustomed to using a computer in their day-to-day work. This expertise provides insight into transition requirements such as training. The stakeholder role in business analysis activities should be included. This will help when scheduling their time. The various methods of engaging with stakeholders could be included in the list, or a statement of the various methods to be used could be included. Requirements changes and reviews should be considered and documented.

12. Exercise: Planning Stakeholder Engagement

Planning Stakeholder Engagement After completing this topic, you should be able to recognize what's involved in planning stakeholder engagement. Therefore, you identify the different aspects that are involved in planning stakeholder engagement. Planning stakeholder engagement involves several tasks: identifying the input to the plan for stakeholder engagement, reorganizing the necessary considerations when planning stakeholder engagement, identifying the output of the plan for stakeholder engagement, and finally, identifying the role of stakeholders with respect to the stakeholder engagement approach. When it comes to what is involved in the engagement of stakeholders, there are many different things to consider.

What are the inputs to the plan's stakeholder engagement task? Here we have the options: stakeholder analysis, business analysis approach, communication plan estimates, and needs. And here are the answers for you to compare. Option One: This option is incorrect. While the plan's stakeholder engagement task involves stakeholder analysis, that is not one of its inputs. Option Two: This option is correct. The business analyst must consider the overall business analysis approach when planning the best way to engage stakeholders throughout the life of the project. Option Three: This option is incorrect. A plan for communicating with different stakeholders may arise out of planning the engagement approach, but it is not an input to the task. Option Four: This option is incorrect.

Estimation refers to timing and is not an input to stakeholder engagement planning. Option five and the last one This option is correct. To correctly identify and assess stakeholders and determine how best to engage them, you need to understand the business need and how it impacts the organization. Now another question: what is the output of the stakeholder engagement task? Here are the options a documented stakeholder engagement approach, identification of the business needs, understanding of the roles, and understanding of the communication requirements. And here we have the answer. Option one is the correct option. The task is to plan stakeholder engagement, and the output is documented. Stakeholder engagement Approach option two This option is incorrect. Identifying the business's needs is part of the input, not the output. Option Three: This option is incorrect. This is part of the analysis process, not the output. Option Four: This option is also incorrect.

This is a consideration in the planning process, but not the output. Another question identifies the considerations to be taken into account when planning stakeholder engagement. Here you have the options: the stakeholder's communication needs and preferences; the stakeholder's attitudes and concerns; the stakeholder's levels of power or influence; the guidelines for performance improvements; and finally, the stakeholder's previous experience and training. Here you have the answers. Option One: This option is correct. This often dictates how you will engage in a presentation for senior managers or email subject matter experts. Option Two: This option is correct. Stakeholders could be a valuable source of information, but they are likely to have a negative attitude towards the change and must be matched. Option three is the correct option is correct.Anorganisational chart will help the business analyst determine the degree of power and influence. Option Four: This option is incorrect. This applies to tasks related to identifying performance improvements. Option five and the last one This option is also incorrect. Although this may link indirectly to the stakeholder's power and influence, it is not the main consideration. There are different guidelines and tools at the disposal of the business analyst to aid in the planning of the engagement of stakeholders. What are some of the guidelines?

Here you have the option to review and incorporate prior results for helpful information on how to plan for the current project. Assess the change strategy to determine how stakeholders might impact it. Assess the current state description to better understand the context and how the change will impact stakeholders. Consider the future state description to anticipate how stakeholders will be affected, and finally, define the stakeholders' relationship with the solution. Here is the answer. Option One: This option is correct. Performance assessment allows the business analyst to learn from previous mistakes and incorporate successful strategies. Option Two: This option is correct. Obviously, once the business analyst understands the change strategy, the organization's goals and objectives will determine the impact of the change on the stakeholders. Option Three: This option is correct. Once the current state is understood, the business analyst may identify other stakeholders or focus on areas that need more attention.

Option Four: This option is incorrect. During the planning stage, the future state description hasn't been created yet. The guideline is to consult the current state description. Option Five: This option is incorrect. This is a part of creating stakeholder lists, maps, and personas. It is a technique used in planning stakeholder engagement, not a guideline. There are different techniques involved in the planning for stakeholder engagement. Match the technique name to the description of how it is used to plan the approach. Here you have the options of document analysis, process modelling, workshops, and risk analysis and management. And here are the dogs. Policies and procedures may give insight into how to engage stakeholders, gaining information about their roles, what they use, and what the impacts are. gaining input from various stakeholder groups and identifying common needs and concerns. And finally, assessing the level of risk associated with stakeholder engagement And here is the answer document. Analysis of existing documents like policies, rules, and procedures will allow a better understanding of how to engage stakeholders. Process modelling provides a wealth of information about stakeholders, what they do and use, and what the downstream and upstream impacts are.

A workshop with various people from stakeholder groups will provide information about the group, especially when you use other things such as a process map and risk assessment. During the session, it is important to always assess the risk associated with stakeholder involvement in order to know how to manage that risk. Now, another question: stakeholders can be classified as either internal or external and play an integral part in the plan. Stakeholder Engagement Task: What are the roles of stakeholders in planning the stakeholder engagement approach? Here you have the options for influencing the availability of stakeholders: identifying stakeholders and their characteristics, identifying who should be included in the business analysis plan, conducting workshops and interviews to define customer needs, and constructing stakeholder metrics. Here are the answers. Option One: This option is correct. The domain subject matter expert will help identify stakeholders. Option Two: This option is correct. The project manager conducts their own stakeholder analysis and is a good resource for identifying stakeholders and their characteristics. Option Three: This option is correct. The sponsor may suggest stakeholders and could influence the availability of stakeholders and who should be included in the business analytics team. Option Four: This option is incorrect. This is the responsibility of the business analyst. Option five and the last one This option is obviously incorrect. This is the responsibility of the business analyst.

13. Plan Business Analysis Governance: Inputs and Elements

Plan Business Analysis Governance Inputs and Elements After completing this topic, you should be able to recognise considerations when planning business analysis for which governance is important. Plan, Business Analysis, Governance The purpose of planned business analytics governance is to define how decisions are made regarding requirements, reviews of requirements, approvals, changes, and prioritization. The inputs are the business analysis approach and how you are going to engage with your stakeholders.

The task is to plan business analysis and governance, and the output is the governance approach. The business analyst approach ensures consistency with organisational standards and ensures the business analyst's governance aligns with the approach and vice versa. The stakeholder engagement approach determines stakeholder participation in governance activities such as reviews and approvals and who has responsibility to analyse change requests. Business analysis governance includes the list of those people who are accountable to approve requirements. Usually, the list would include someone from information technology, the business owner who is responsible for reviewing and approving the requirements based on accuracy and compliance, and if the requirements are understood, the project manager may approve as well.

Plan, Business Analyzes, Governance Overview A diagram gives an overview of the process broken down into three phases: inputs, tasks, and outputs. The inputs are the business analysis approach and the stakeholder engagement approach. The task is business. Plan. Analyze governance. The output is a governance approach. The business analysis approach ensures consistency. The stakeholder engagement approach determines stakeholder participation in governance. Decisionmaking Policy Decisionmaking policy involves the roles of stakeholders in the decisionmaking process, a new process, an escalation path, and the final decisionmaking authority. Finally, the sponsor will approve. It's important to get agreement on how issues will be escalated. Often, disclaimation starts with the project manager. Consider scenarios where escalation will be needed. This could include escalating, the lack of participation by domain subject matter experts, requirements, or change requests in dispute. There should always be a final decider, and he or she is likely to be the sponsor. Change requests tend to come from the business owner and or subject matter experts. However, information technology could also submit change requests.

The status of the change request should be communicated to the requester, whether it is approved or rejected. Impact analysis is conducted to determine how it affects the solution requirements and how they impact the project schedule. Both the business analyst and the project manager are likely to look at each request from different perspectives. The business analyst may coordinate with the implementation team or technical impact, or assign it to them. And again, you need to determine who will authorise those changes. Some changes may not be able to be implemented until other functionality is ready. Timelines are influenced by the market, customer demand, and regulation. Therefore, understanding the reason for timing will inform prioritization. The method used could come from the business analysis plan or may be dictated by the project. Remember, prioritisation methods include grouping by high, medium, and low ranking, from the most important to the least important, time boxing, and stakeholder consensus.

Always consider the expected value of the change. The resources needed by the business analyst may not be available and therefore will determine the change's priority. The governance approach includes what is eligible for approval. If something costs time and money, it will need approval. Approvals are required in order to move from one phase or iteration to another. The process for obtaining approvals may be the same for every initiative based on the Enterprise Policy, or the process from a similar project could be used to document the process. Remember, determine who will approve and how approvals will be tracked. These could be assigned to the business analyst and/or the project manager. Prioritization deprioritization approach concerns timelines and dependencies. methodologies for using expected value and resourceconstraints the Policy for Approvals The policy for approvals concerns what will require approval, the timing and frequency of approvals, the process for obtaining approvals, who provides approvals, and how approvals will be tracked.

14. Plan Business Analysis Governance: Guidelines and Techniques

Plan business analysis Governance Guidelines and Techniques After completing this topic, you should be able to recognize the guidelines and techniques used in planning the business analysis governance approach. It is recommended to review the results of previous business analysis performance assessments and consider them in all planning outputs. The current state will provide context for decision making. It may be an internal complaints person who needs to be included in decision akingbusiness policies, also known as business rules. Provide information on decision-making boundaries like business policies.

Legal and regulatory information will provide guidance on who needs to approve and the data needed by the approver to make some decisions. Documents to be analyzed include policies, processes, and regulations. Be sure to check that they are current. Organizational charts help to identify hierarchy and those who need to approve requirements and changes. Use process models to document the governance process. Group techniques include brainstorming interviews with two or more people. Workshops will provide varied information about governance approaches. A questionnaire could be sent out with questions specific to governance. This will work well when stakeholders are unavailable for a meeting, especially when they are in remote locations or with.Review the governance plan before seeking approval for it. Item tracking will help to manage any issues and items while waiting for approval.

Lessons learned are conducted at the end of a project, allowing participants to provide feedback on what worked well, what didn't work, and what needs to change. Look for comments on the government process guidance and tools for governments. Performance assessments. Review the results of previous assessments. The current state involves context around decisionmaking; business policies inform decision boundaries. Legal and regulatory information informs rules that provide frameworks. Techniques for Governance The planning table shows a breakdown of techniques for governance planning. It consists of five columns titled Analysis, Modeling, Group Techniques, Tools, and Document Reviews. Various techniques are then listed for each heading. Analysis techniques include document analysis. Modeling techniques include organisational modelling and process modeling. Group techniques include brainstorming, interviews, surveys, and cancers. Workshops and review tools include item tracking. Document reviews also include the lessons learned.

15. Plan Business Analysis Governance: Stakeholders and Outputs

Plan business analysis Governance Stakeholders and Outputs After completing this topic, you should be able to recognise the roles of stakeholders in developing the business analysis governance approach. Regulators play a key role in how governance is understood and realized. Reach out to the regulator both internally and externally to ensure your governance plan is aligned with organisational guidelines. A regulator may also be a source of requirement changes. The domain subject matter expert is usually a source of change requests. They may also contribute to discussions about the changes, their prioritization, and the urgency of the changes. The sponsor participates in the change dialogue, typically approving changes when submitted. The project manager reviews the governance plan to ensure compliance with project governance.

The project manager is a good source of information on business analysis and governance. In summary, the output from the task plan Business analyses governance is the governance approach. This output will be used to plan business analysis, manage information to prioritise requirements, assess change requests, and approve requirements. This identifies who sets priorities and approves changes and formalises the process for managing changes to requirements and designs. Stakeholders There are four stakeholders: the regulator, the domain subject matter expert, a sponsor, and the project manager.

The regulator may impose rules on the governance plan and can be the source of change requests. The domain subject matter expert is a source of change requests and contributes to discussions about changes. The sponsor participates in dialogue and approves changes. The project manager ensures alignment with project governance. Governance Approach The governance approach assigns responsibility and authority, defines who sets priorities and approves changes, and formalises the process for managing changes to requirements and designs.

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