Putting the Back into User Acceptance Testing · Too often User Acceptance Testing is not taken seriously. For many reasons UAT gets W hy is it so challenging to get users involved

Requirements

Validation

Expanding

Traditional Views

of Quality

The Bridge Between

Requirements

and QA

B2T Training’s

Enhanced Certification

Program

the CONNECTING BUSINESS REQUIREMENTS TO TECHNOLOGY

Spring 2007

New Course

Putting the User Back intoUser Acceptance

Testing

Putting the User Back intoUser Acceptance

Testing

letter from the editors

Thanks for taking a look at our first issue of the bridge for 2007.As the year moves into full swing we find the Business Analyst

role continuing to expand and mature. There are tenconferences/symposiums for BAs in the US this year! Only two yearshave passed since the first US BA conference was held in Boston.This is a very rapid growth rate. See page 16 for the dates andlocations of these conferences and related events. We look forward toseeing many of you at these events.

The growth of the BA role is also clearly demonstrated by theincreased membership in the IIBA™. See the IIBA Update (p. 15) to read about the newly released certification program. Three B2TTraining employees were in the first group of 15 people to become Certified Business Analysis Professionals™

through the IIBA. Congratulations to Barbara Carkenord, Jonathan “Kupe” Kupersmith, and KevinQuilliams!

Speaking of BA certification, we are excited to announce that we have enhanced our certification programbased on feedback from our customers. We now offer two levels of recognition—BA Associate and BACertified.

As BAs we are known for our love of detail. Then why is it that the majority of BAs are not veryenthusiastic about testing? We feel this may be because testing involves many different activities and BAs needmore direction in which of those activities they should be involved. This issue focuses on RequirementsValidation and User Acceptance Testing. These activities are critical success factors saving a significant amountof project time and money while increasing the quality of our solutions. Our main article presents a newapproach that BAs can use to get business stakeholders more involved in UAT (p. 3). In addition, BAs shouldlead the team through detailed requirements reviews before the solution is built. See the Did You Know? andAsk the Experts columns for some simple tips regarding requirements reviews. With the focus on differenttesting approaches, Lost in Translation offers clarification on testing terminology.

Every BA working on software projects should have an understanding of Requirements Validation andsoftware testing. Our new course, Requirements Validation, equips BAs with tools to ensure solutions areusable and meet the business needs (p. 17). We have included a book review of The Complete Guide toSoftware Testing, which is an excellent resource of principals and guidance for software testing.

In this issue MDI Group highlights the importance of bridging the gap between requirements and QualityAssurance. Onsite Resource Solutions shares expertise regarding quality metrics.

TINA JOSEPH

We don’t hire positions, we hire great people.

BARBARA CARKENORD

Certified Woman Owned Business

TINA JOSEPH and BARBARA CARKENORD

The IIBA logo, IIBA, and BABOK are trademarks belonging to the International Institute of Business Analysis.PMI and PMBOK are registered trademarks of the Project Management Institute, Inc.

The bridge is apublication of B2T Training.

Please send inquiries,suggestions, and address changes toMartha Scott, Editor-in-Chief,[email protected].

Editorial Contributors

Thank you to all of the companies whocontributed articles andassistance for this issueof the bridge.

Design and Production

Design: MendenhallMitchell DesignPrint Production:Douglas W. LesherPrinted in the USA

©2007 B2T TrainingAll Rights Reserved.Reproduction of contentis not permitted withoutprior written permission.

t a b l e o f c o n t e n t sPutting the User Back into User Acceptance Testingby Jonathan “Kupe” Kupersmith

The Bridge Between Requirements and QAby Eshan Chawla and Charlynn Helms

B2T Training’s Enhanced Certification Program

Lost in TranslationTesting Terms for the Business Analyst

Did You Know?Using Questions to Improve Requirements Reviews

Expanding Traditional Views of Quality:The Pivotal Role of the Business Analystby Darshana Patel

IIBA Update

Book ReviewThe Complete Guide to Software Testing by Bill Hetzel

Requirements Validation

Ask the ExpertsTips for Conducting Requirements Reviews

B2T Training • 11675 Rainwater Drive, Suite 325 • Alpharetta, GA 30004 • 866.675.2125

B2T Training is a woman-owned business based in Atlanta, GA. We offer a systematic approach to BusinessAnalyst training that focuses on proven skills and techniques to define and scope the business problem, elicitand analyze requirements, document the requirements, model the requirements, and follow through with thedevelopment of business requirements test plans to ensure the project has met its defined objectives.

Our training is offered nationally and on a limited international basis. Most of our classes are taught onsiteand are tailored to the unique environments of each organization. Public classes are also available in variouscities around the US.

CEO Tina Joseph

the

Spring 2007

3

7

9

11

13

14

15

16

17

18

the bridge l Spring 2007 2

PresidentBarbara A. Carkenord

VP, Business DevelopmentAngie Perris

volume 4 l issue 1

Page 3

To subscribe to the bridge, please visit www.b2ttraining.com.�

TM

New!

3 Spring 2007 l the bridge

I recently worked on a project in which amajor defect was found after the softwareapplication moved to production. Thisdefect caused the users to perform threedays of manual processes. Users on the ITproject team worked countless overtimehours. The defect also resulted in afrustrated user group and business sponsor.The project team’s morale was low and thebusiness users lost a great deal of confidencein the project team’s ability to deliver qualitysoftware solutions. To reduce the risk ofmaking this crucial mistake in the future theproject team improved the UAT approachby getting users more involved.

Traditional ApproachToo often User Acceptance Testing is nottaken seriously. For many reasons UAT gets

Why is it so challenging to get users

involved in User Acceptance Testing

(UAT)? Isn’t it called UAT because

the users are the main participants? My experience

has shown that involving users in all phases of the

project, especially UAT, is the best way to ensure

project success. This article will present a proven

approach to increasing user involvement by

addressing the problems with traditional

approaches to UAT.

BY JONATHAN “KUPE” KUPERSMITH, DIRECTOR, BUSINESS ANALYSIS, B2T TRAINING, , CBAP

Putting the User Back into User Acceptance Testing

shortened, is not conducted in a way thatensures a successful project, or the worstscenario, is not done at all.

An approach I have used in the pastconsisted of the project team members—Business Analysts and QA Analysts—writing test scripts and providing demos ofthe new application to the users. The userswould then walk throughtest scripts step-by-step.In some organizationsthe BAs write andexecute the UAT testsand then present theresults to the users forsign-off.

Traditionalapproaches are often not effective becausethey are missing a key ingredient—theright amount of user involvement. In theproject previously mentioned, there werefive major issues relating to UAT that wehad to address. These are commonproblems in many organizations related tolack of user involvement: • Users may not be fully vested in UAT. In

the traditional approach the users aredirected by the BA during UAT and arebrought in too late in the project to havean impact on the test plans. This resultsin a lack of ownership by the users andless responsibility on their part for thesuccess or failure of the project.

• Users do not fully understand how the newfunctions should work when they are askedto test them. Just seeing a demo istypically not enough. This can result inthe UAT session becoming a trainingopportunity and not a true test.

• Tests are often generic and are not allbased on real-life scenarios. If the testscripts are written by the IT projectteam, there is a greater risk for missingreal-life scenarios. This is because the ITproject team does not use the applicationevery day like the user.

• Project team members are usually pressedfor time. Often a BA has already beenassigned to perform requirementsactivities on another project duringUAT. Balancing multiple projects meansthat BAs have a hard time focusing onUAT, while meeting their other projectdeadlines.

• High pass rate of UAT test plans.Ironically, this is not a positive thing.Often a BA writes test scripts and teststhem himself prior to UAT to ensure thescripts pass. When a BA writes the testscripts the users are not given anopportunity to interject enough real-lifescenarios to validate the system.

A Recommended ApproachTo address these common issues andincrease the chance for project success weneed to take a new approach to UAT.

1. Involve key users earlyOnce Quality Assurance (QA) beginstesting, UAT planning should start.Identify users who have a deepunderstanding of the business requirementsand are change agents for the group.Identify all of the tasks that need to beaccomplished, the owners of each task, anda high-level timeline. Doing this will helpdetermine if all the right people areinvolved.

2. Provide hands-on training of thesystem for the UAT participants Providing a demo is not good enough.Once QA feels the application is stableenough, give hands-on training to the UATparticipants. It is critical to explain to theusers that issues may arise because QAtesting is not complete. Ask the users tostay focused on how the application worksand not so much that it is not fullyoperational.

3. Use facilitation sessions to create test plansHave the users write their own test plans.This may sound far fetched, but it is key togetting UAT as close to real life as possible.The BA’s primary role is to facilitate theUAT test plan creation process, but not to

write a single test script. Using processworkflow diagrams and Use Casedocumentation from the requirementspackage, ask the users to determine whatprocesses and system functions need to betested. Provide the UAT participants withexamples of test scripts and explain theneed to capture the goal of each test, the

necessarysteps, and the expectedresults. Thesteps becomesecond natureto the users ofthe system andthey find it

difficult to document each step they taketo accomplish a goal. Help them thinkthrough their processes in detail to ensurethey have documented each taskcompletely.

Review the test plan. Once the test plans arewritten, the BA reviews the test plans toensure all the necessary functions andprocesses impacted will be tested.

Determine necessary inputs and outputs.Once all of the test plans are written, askthe users to document the inputs they needto complete each of their test scripts andthe outputs that will be generated. Makesure all UAT participants have thenecessary inputs to complete their testsbased on all of the outputs. If some aremissing, enlist other users to create thoseinputs during testing execution.

Make it as close to real life as possible. Toenhance the real life feel, the BAs work withthe users to determine a testing schedule.Make sure the schedule follows their dailyprocess. Again, use process workflow andUse Case documentation to ensure the testplans are executed in the order the activitieswould be done in real life.

4. Ensure users execute the testThe BA’s role is to ensure the testenvironment is set up and to assist theusers as they execute the tests. The user’srole is to execute their tests and documentthe results.


Successful implementation of this approach helps ensure

projects meet the user needs.

The ResultsUsing this approach can help reduce therisk of major defects making it toproduction and ensures the users aresatisfied that the solution meets theobjectives of each project. Here are some ofthe key results from using the improvedapproach: • The UAT participants take responsibility

for the success of the release. They feelpart of the team due to the collaborationwith the IT project team andinvolvement in UAT planning and testcreation and execution. They also helpchampion the benefits of each release tothe larger user base.

• Due to the pre-test training, users arecomfortable with new application. Thisallows the users to develop real life testscenarios and the time allotted fortesting is not used for training.

• Since the users create and execute testplans, the tests are very close to real lifescenarios and the users are morecomfortable running the tests.

In addition there are tangible benefits tofuture projects: • QA incorporates the scenarios

documented by users in the QA testplans for future releases.

• Over time there is decreased use of theBA’s time for UAT. With the BA

facilitating the UAT process and notdoing most of the work, the BA canfocus on other necessary tasks likelaunching the next project.

Implementing the ApproachA lack of user involvement in UAT is notuncommon. I urge you to try this approacheven if you have not experienced a drastic

wake-up call such as major defects inproduction. As we are called upon todeliver solutions faster and faster, it is just amatter of time before major defects make itto production. Here are some tips forgetting started. • Start small. To help manage the changes

with the new approach, identify a release

with a low number of users and/or newfunctions. This will allow you to test thenew process, discover lessons learned,and make the necessary adjustments.

• Plan for additional time. Using thisnew approach will initially require moretime. Work with your Project Managerto plan more time into the UAT phasefor your first 2-3 projects. As you getaccustomed to this approach, it willrequire less time.

• Identify power users and championsof application. They are your besttesters and have the most interest in theproject’s success.

• Sell the benefits of the new approachto your users. As with any newapproach, BAs need to help the usersunderstand what the approach is andhow it will ultimately improve theirbusiness.

• Save the user test plans for futurereleases. Reuse of test plans will helpspeed up the time dedicated to UAT infuture releases and can be used to updateyour QA test plans.

Successful implementation of this approachhelps ensure projects meet the user needs.The collaboration of users with the projectteam leads to a shared responsibility for thesuccess and failure of the project. �


Recommended Approach

1. Involve key users early

2. Provide hands-on training

of the system for the UAT

participants

3. Use facilitation sessions to

create test plans

4. Ensure users execute

the test

What is UAT and Why We Do It?UAT is the final approval by customers signaling the new system orenhancements can be deployed. UAT is unlike other types of software testing(e.g., unit testing, system testing, integration testing) because during UAT weare looking for conformity. We need to validate that the solution meets thebusiness objectives and works correctly with real-life scenarios. UAT istypically conducted by users with assistance from the BA and other projectteam members.

UAT is most often conducted before a system is deployed into a productionenvironment. For higher risk projects UAT may continue for a period of timewhile running the old system and new system in production. This gives theusers ample time to become comfortable that the new system meets theirneeds. For commercial software companies UAT is also know as “Beta”testing. Here the system is launched into a production environment, but onlyto a subset of customers who will provide feedback on defects and necessaryimprovements.


Involving Quality Assurance early in aproject’s life cycle positively impacts

application quality and decreases costsbecause errors (defects) are discovered earlyin the process. Project teams who haveaccess to a QA resource are very fortunate.By utilizing QA techniques and processes,higher quality requirements will bedeveloped leading to higher qualityapplications.

In most environments QA is used as aninterchangeable term with testing, althoughtesting is only a component of QA. GartnerGroup says “testing, which is a back-enddefect removal process is not qualityassurance.”1 Testing is typically defined asthe time between the end of developmentand the delivery due date. Many of youhave undoubtedly experienced how thistime-frame seems to shrink as developmentis delayed while the delivery date remainsunmoving. Pressure mounts on the QAteam as they strive to ensure quality andcomplete testing in a very limited time.Often testing is reduced in scope andcoverage. Additionally, all defects foundmust then be quickly analyzed and fixed bythe development team in order to be re-tested, or the application is released intoproduction with known defects.

Writing test cases from requirementsand design specifications can prove adaunting challenge for the QA team whenthey have not been included in the creationof these documents. As a result, the testwriters must often return to the BA forclarification or more detailed information.Sometimes it is not possible to truly test arequirement based on the way it is written.All of these things contribute to reducingthe overall quality of the application anddriving costs up.

The benefits of involving QA early inthe project life cycle are:• Discover errors early in the project when

they are less expensive to correct• Begin test planning and design of test

cases based on QA’s knowledge ofbusiness requirements

• Decrease the cost of the application andthe overall length of the project

• Improve the accuracy and consistency ofthe requirements

According to Forrester, “Early testing isa best practice for all types of software,because the cost of defect repair increaseswith time.”2 According to another articleby Forrester “While many firms working toimprove software performance begin with

performance testing, requirements arereally the place to start.”3 Countless articlesfrom numerous sources all point to the bestpractice of involving QA and testingduring the requirements phase, as one ofthe keys to successful softwaredevelopment.

So, how do we bridge the gap betweenrequirements and QA? Some applicationdevelopment processes do not involve QAearly enough. Both the PM (ProjectManager) and the BA need to work togetherto bring QA into the life cycle early.Collaboration between the roles allows forimproved communication within the teamand promotes a focus on overall quality.

Practical Best PracticesEducate yourself Learn about how QA and testing activitiesare planned, designed, and executed.Familiarize yourself with any templatesbeing used. Ask to see samples ofcompleted documents. Find ways to beinvolved in the quality planning processand selection of standards to be applied.

Engage with QA and review their test plansIf you have not worked with your QAresource before, reach out and team build.Review their test plan and understand howQA has tied it back to the originalrequirements. You can also leverage thisunderstanding when you as a BA workwith users during UAT.

Build QA involvement into yourrequirements planRequest that QA test the quality of yourdocuments by performing a peer review ofthe documents for clarity, conciseness, andaccuracy.

Provide updates to QALeverage your knowledge of the projectand the business to keep QA in the loop asthe project evolves. Ensure that QAremains informed about requirements

Business Analysts:The Bridge Between Requirements and QABY ESHAN CHAWLA, PROJECT GOVERNANCE (PG) PRACTICE DIRECTOR, MDI AND CHARLYNN HELMS, CONSULTANT

Figure 1. Suggested level of BA and QA involvement across SDLC phasesTIME

INV

OLV

EM

EN

T


changes so that these changes areincorporated into their plans.

BenefitsYou may be wondering if implementingthese best practices will truly have ameaningful impact on the project. Orperhaps you are looking for ways tocommunicate the value to otherstakeholders.

Reduced life cycletimeline and costsQA’s early involvementin the SDLC allowsQA activities to take

place in parallel with other life cycle phases.Additionally, QA reviews throughout thelife cycle can uncover defects as they occur,rather than just at the end of the life phase.When the defects are corrected closer to thetime they are encountered, their impact isdrastically reduced. Gartner studies state thatwe should “remove defects during the stagein which they were inserted. Whatever one

calls them – peer reviews, verification,inspections – static testing in-phase is thebiggest payback with the lowest cost anorganization will find in this list.”1

Increased usersatisfactionBy involving QA earlyin the cycle the overallquality will be

improved. QA can assess the feasibility oftesting the functional requirements (aswritten) earlier in the life cycle. The BAcan then review the findings with the clientto explore alternatives and ensure thatexpectations are clearly defined, therebyincreasing user satisfaction.

Boosts team moraleTeam morale isimproved as the teamexperiences success inmeeting timelines, as

well as by not being swamped with rework.Team morale is further boosted as team

members work together and see othersactively participate throughout the project.

In summary, we increase overall qualityas errors are discovered earlier, the timelineof the project is reduced, the morale of theteam is boosted and the application meetsclearly defined requirements more closely. �

Eshan Chawla is Project Governance (PG) PracticeDirector at MDI. His focus continues to be aroundthe IT Effectiveness and Governance areas. Youmay reach him at [email protected].

Charlynn Helms expertise lies in managingprocess and coordinating diverse teams thatenable development and management of the fullsoftware project life cycle. You may reachCharlynn at [email protected].

References:1. “The Economics of Defect Removal Revisited” by MatthewHotle. Gartner Group Publication Date: 29 April 2005/ IDNumber: G00126749.2. “SOA Raises The Stakes For Software Quality” by CareySchwaber with Randy Heffner and Megan Daniels of Forresteron Best Practices July 17, 20063. “Performance-Driven Software Development” by CareySchwaber of Forrester on Best Practices February 28, 2006

TIME

USERSATISFACTION

TEAMMORAL

�

The BA Associate is a certificate program that rec-ognizes Business Analysts who possess foundationalknowledge of business analysis topics and skills taught in our three core courses. It is designed for new and experienced Business Analysts. Obtaining the BA Associate certificate requires students to pass all three online proficiency area exams of our threecore courses. Topics covered in the BA Associate align with theBABOK™ and meet minimum requirements to help prepareBusiness Analysts for the IIBA certification (Certified BusinessAnalysis Professional).

**If you are a B2T Training student who has passed all three of our core courseexams and would like to receive your BA Associate certificate, please [email protected].**

After obtaining the BA Associate certificate, students are qualifiedto work toward BA Certified. BA Certified is an elite certificationthat recognizes individuals who possess proven skills, knowledge,and experience in eliciting, organizing, analyzing, documenting,communicating, and verifying requirements. Becoming BACertified consists of earning the BA Associate certificate,possessing two years of business analysis experience, providing twoprofessional references, and passing a final exam. The case-study-based final exam consists of developing sections of a requirementspackage and answering questions about the requirements.

B2T Training is excited to announce that we have enhanced our certification program by adding a new knowledge recognition level andstreamlining the final certification exam. Enhancements to the program reflect feedback from our certified students and customers. The program will continue exhibiting high quality standards that test a Business Analyst’s ability to apply knowledge and skills in real-world circumstances.

For more information about our enhanced certification program visit our certification page at www.b2ttraining.com.

B2T Training’s Enhanced Certification Program

*Test out option available

Essential Skills

for the

Business Analyst

4 day class

Pass Proficiency Exam*

Detailing Business

Data Requirements

3 day class

Pass ProficiencyExam*

Detailing Process

and Business Rule

Requirements

4 day class

Pass ProficiencyExam*

ReceiveCertificate

ReceiveCertification

2 Years Business

Analysis Work

Experience

2 Professional

References

CompleteMultiple-Choice

Questions

Case-Study-Based Final Exam

DevelopRequirements

Package

New!

New BA Certified We are pleased to highlight the latest individuals who have earned the title of BA Certified since the last issue of the bridge. Todate, we have more than 3,000 people in our program, with over 200 who have completed and received certification. We havean additional 375 candidates who have obtained BA Associate and are in the final stage of the certification process. Individualswho are BA Certified have demonstrated knowledge and application of business analysis and we congratulate them on theirsuccess.


Michelle ArnoldJames BarrRobert BarrettSandra BrinoMarie CarterDiane ChristmanGuy H. ConnerMasnah Eli CoppolaCharles CrabtreeRobert Dearth

Mary DucarNatalie FruechtlJohn HaddiganKris HagedornMike HasemannMelanie HydeJohn KauflinStacie KenneyMatt KrauseJonathan Kupersmith

Genevieve McCullochElba McInnisMark T. MooreAngela NaslundThanh NguyenTracy O'BrienDina OliverFred PfeifferRandy PolichJudy Robins

Nedra RobisonLaura SippelKimberly TerribileAngie ThomasJodie VanbruntLinda WhiteSherri WigginsDenice WirtzElaine WuSelena Yocum

B2T Training’s Course Alignment with the BABOKTM

B2T Training’s program is a comprehensive program that aligns with all areas of the IIBA Body ofKnowledge (BABOK™). While our advanced courses address some knowledge area subjects inmore detail, the topics covered in our three core courses align with the BABOK and will prepareBusiness Analysts for both the B2T Training and IIBA certifications. The BABOK is a collection ofbusiness analysis tasks categorized into seven knowledge areas. The BABOK is not a methodologyand does not infer any particular order of performing the activities. B2T Training’s program is taughtin a series of courses that reflect the order of work and iterative nature of business analysis. Thegraphic below illustrates the alignment between the BABOK and B2T Training courses.

Business Analysts who have attended our three core courses, who have read the BABOK, and meet theapplication requirements, are prepared to sit for the Certified Business Analysis Professional (CBAP) exam. Visitthe IIBA website (www.theiiba.org) for information about the CBAP certification.

Additionally, B2T Training is a Charter Member of the Endorsed EducationProvider Program. The EEP program identifies training vendors whoseprograms support the IIBA mission and the BABOK. Being granted this honorreflects B2T Training’s commitment to a providing high-quality, up-to-date

business analysis curriculum that meets IIBA standards and guidelines.

If you have any questions please contact us at [email protected].

Enterprise Analysis

Requirements Planning & Management

Requirements Elicitation

Requirements Analysis &

Documentation

Requirements Communications

Solution Assessment

and Validation

Fundamentals

B2T Training Core Course Alignment

Business Analysis Body of Knowledge

Essential Skills for the Business Analyst

Detailing Business Data Requirements

Detailing Process and Business Rule Requirements

Additional B2T Training Course Alignment

Advanced Business Analysis Techniques

Facilitating Requirements for Business Analysis

Requirements Validation


�


As a Business Analyst—probably plenty. Recently

I attended an IIBA™ chapterpresentation about testing andI did not think there would bea lot of interest. I was wrong!BAs identified many questionsand issues about “testing.”Animated conversations wereflying and I wondered if somepoints were getting lost intranslation because not everyone seemed tobe speaking the same language.

People had different opinions about therole of a BA during testing. Somediscussions lumped several different typesof testing into a single activity. Terms likesystem testing and integration testing weredefined differently depending on theorganization. It was clear to me that noteveryone, including me, understoodenough about testing.

Although other team members(developers, QA analysts, users) aregenerally responsible for certain types oftesting, a BA should understand basictesting terminology to communicate withall team members. BAs should be ready toassist in the testing process as needed. The

more knowledgeableBAs are about eachstage of testing andthe associateddeliverables, the moreeffective they can be.Some standard testingterms that you maywant to have in yourvocabulary are thefollowing:Validation testing –Activities that ensurethe end product (or

solution) of the project meets the needs ofthe business stakeholders. Anything thatcan improve the satisfaction of businessneeds is considered.Verification testing – Activities thatexercise the software product or solution toensure it works as defined by therequirements. Unit Testing – The objective of unittesting is to find problems in the smallestcomponent of the system before testing thesystem in its entirety. This is usuallyperformed by developers. Integration Testing – This testing requiresthe individually tested “units” to beintegrated together and tested as a largerunit or sub-system. This is usuallyperformed by developers.

System Testing – This is the last chancefor the project team to verify the productbefore turning it over to the users for theirreview. (Some refer to this activity as“functional testing.”) This is usuallyperformed by a QA team or project teamand includes other types of testing such as:

Regression Testing - Retesting softwareafter changes are made. Performance Testing - How fast does thesystem perform to complete a function?Stress Testing - Pushing the software tothe limits in terms of number of users,number of transactions, rate of input,speed of response.Security Testing - Making sure thatunauthorized users cannot gain access tothe software and company assets.Usability Testing - Examining if thesoftware is intuitive to its users.

User Acceptance Testing – The objective ofthis testing activity is to show compliancenot to find bugs. This is performed by thesystem users. (See article page 3).Post-Implementation User Assessment –This is an evaluation for the effectiveness ofthe software after it has been thoroughlyused in the business area.

If you want to start some lively discussionin your company, mention some of theseterms and find out what testing terminologyis commonly used in your organization. �

lost in translation Testing Terms for the Business AnalystBY ANGIE PERRIS, PMP,

As experts in business analysis, B2TTraining has a passion for furtheringthe professional development ofBusiness Analysts through sharingbest practices, tips and techniques,and industry knowledge. B2T Trainingis often invited to speak at IIBAChapter meetings, industry confer-ences (Upcoming Events, p. 16), andmany corporations.

We understand the need for speakingtopics to be educational and our

presentations are delivered by BusinessAnalysts. Following are just few a topicson which B2T Training has spoken:

• Effective User Acceptance Testing

• Presenting Requirements in aCohesive and Consistent Manner

• Facilitating Requirements: GatheringRequirements in a Group Setting

• Why Does a Project Need a ProjectManager and a Business Analyst?

For more details on these and other

topics visit our “Downloads” page at

www.b2ttraining.com.

To request B2T Training to speak to

your organization, call 866.675.2125

or email Martha Scott at

[email protected].

Looking for a speaker for your BA group or community of practice?

Need a speaker for your next IIBA Chapter meeting?

IT WORKS! What else do you want tohear about testing?

Did you know that requirements reviewswill be much more effective when you

give the reviewers some ideas of what tolook for? It can be overwhelming to read arequirements package. When we givepeople specific questions on which tofocus, it gives their reading a purpose andtheir feedback will be more specific. Wehave developed some questions that willhelp reviewers prepare for the reviewsession. Feel free to use any of thesequestions as a starting point and thencreate some of your own to address specificproject concerns. Our RequirementsValidation course offers in-depth discussionon how to make reviews more effective.

General questions for any requirementsreview:• Is the overall package cohesive? Do all of

the sections in the package tie together?Review the table of contents.

• Do the definitions in the glossary clearlydefine terms as you understand them?Are the terms accurate as they relate toyour job?

• Are the terms used consistentlythroughout the package?

• When words like “we” or “they” are used,is it clear to whom they are referring?

• Have measurements as they relate to thisproject been defined and documentedaccurately?

Questions about the project initiation(scope) section of a requirements package:• Does the project statement of purpose

clearly and concisely explain why we areworking on this project?

• Are the project objectives accurate? Arethey realistic? Are they aligned withcorporate strategy and goals?

• Are the business risks accuratelydescribed? Do you agree with the

probability, impact and risk response?• Do you agree with the assumptions that

have been documented? Are there others?• Are all the external people, organizations,

or systems who interact with the projectdefined? Are they truly external to theproject?

• Does the document accurately reflect theexchange of information with theexternal stakeholders?

• Are there any other organizations orpeople with whom we communicate?

• Do the high level processes encompassall work performed within the scope ofthe project?

• Do you agree with the documented“items out of scope?”

• Are all stakeholders documented?

Try giving your review participants a fewquestions before your next requirementsreview and see what happens! �

did you know? Using Questions to Improve Requirements Reviews

Business AnalysisTraining—only

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Is your organization embarking on effortsto enhance the customer experience or

quality of service? When it comes toquality, Business Analysts can bring aunique perspective. Beyond traditionalquality metrics exists an untapped reservoirof vital measures that deeply affect projectsuccess and customer satisfaction.

A metric is a standard measure to assessperformance. Metrics assess your ability tomeet your customers’ needs and businessobjectives. Traditional quality metricssuccessfully measure and improve productdefect rates. Most organizations areaccomplished in their processes related toestablishing, reporting, controlling, andrefining quality measures, such as thenumber of defects identified in the projectlifecycle, the number of post-production defects found, etc.These testing measures are vital toprovide visibility into product andprocess quality and they oftenaddress quality from an internalviewpoint of the design,development, and deploymentteams. There is an opportunity for the BAto extend quality metrics to include thecustomer’s perspective.

To gain a new view of software quality,put yourself in the role of your customer.Imagine that you are the one whoparticipates from the business side in userrequirements definition, acceptance testing,and rollout. Picture yourself working withthe BA and Project Manager to create thevision of the application. It is throughengaging with the system that defectssurface and enhancement requests arise.You reap the benefits of the new software,you feel the challenges around missingfunctionality, and you experience the painof critical defects. This application is vitalto your day-to-day workflow and aproblem with this system is a snag in yourday. All quality aspects of reliability,availability, responsiveness, performance,security, and manageability affect yourduties and your peace of mind. When you

put yourself in the shoes of your customer,not only do you understand how vitalquality is, but you begin to expand thedefinition of quality.

With this broadened view of quality,you may begin to see that the typicalquality metrics you may be trackingfunction nicely for the creators and theProject Managers of the initiative, but maynot necessarily address quality aspects fromthe customer’s perspective. To know whatquality looks like to your customers, justask them. In the early stages of the project,inquire “What does success look like toyou on this project?” Ask “why?” threetimes for each of the aspects theycommunicate as important to success.

I once worked on an ideal project,

properly supported by the executive leveland staffed with strong project management,BAs, and quality assurance talents. We hadrealistic deadlines and full support to engageour customers to truly build a valuablesolution. As a team, we decided to takecreative advantage of our ideal situation andchallenge the traditional methods ofrequirements gathering and establishingproject metrics. What if we made qualityour number one priority and slanted alldialogue with our customers to focus on thisone significant aspect of success?

The result of this new approach wasastounding. Our customers began to thinkabout their customers. What was quality tothem? What is truly important? The typicalrequirements gathering sessions turned intoproductive brainstorming sessions thatyielded transformational results to thebusiness. As we probed beyond the surface,we reached an untapped source of possiblequality metrics that were critical to

customer satisfaction. As you engage in similar dialogue with

your customers, you may begin to uncoversuch quality aspects as:• Data quality, completeness, and accuracy.• Timeliness and completeness of

migration and decommissioning ofparallel systems.

• Accuracy of upstream and downstreamsystem integrations.

• Timeliness and completeness of systemdocumentation and user guides.

• Timeliness and effectiveness of systemtraining.

• Thoroughness and accuracy of support.For each of the quality aspects you

uncover, the next step is to establish thebusiness value and prioritize them based on

impact and feasibility. Next, identifyassociated quantitative and qualitativemetrics and establish a consistentmethod to capture, track, and reporton the measures and embed theseinto the project lifecycle. You arebuilding quality metrics and statisticsthat make or break customer

confidence in the application and in theteams that design, develop, and support thesystem. You become the voice of thecustomer and a true advocate ofcomprehensive quality and sustainablequality of service.

As organizations focus on continualprocess improvement and customersatisfaction, the BA plays a vital role inextending the traditional definitions ofproject quality to include new qualityaspects that truly represent the customers’views of quality. Standard quality metricsare still important, but an opportunity toexpand the scope of quality is in the handsof the BA. �

Darshana leads the Project Governancepractice at OnSite, a division specializing inProject Management and Business Analysis.She is a recognized thought leader andrequested speaker around Project Governancechallenges and solutions.

EXPANDING TRADIT IONAL VIEWS OF QUALITY:

The Pivotal Role of the Business Analyst BY DARSHANA PATEL, VICE PRESIDENT, ONSITE PROJECT GOVERNANCE

To know what quality looks like to your customers, just ask them.


The International Institute of BusinessAnalysis (IIBA™) has launched the

Certified Business Analysis Professional(CBAP™) certification program. TheCBAP certification is targeted at seniorbusiness analysis professionals.

The CBAP is an important landmark inthe business analysis profession, setting aformal, non-vendor issued certification thathas not previously existed and assistingboth business analysis professionals andorganizations in demonstrating the corecompetencies required by the profession.CBAPs are recognized experts in

identifying thebusiness needsof anorganization inorder todeterminebusinesssolutions.

CBAPs are acknowledged as competentindividuals performing a role which isincreasingly recognized as a vitalcomponent of any successful project.

This program has been carefullydesigned to be in compliance with theInternational Standards Organization(ISO) 17024 standard for certifying thecompetence of personnel.

Benefits to individuals acquiring andmaintaining the CBAP certification include: • Demonstrated knowledge of the skills

necessary to be an effective BusinessAnalyst

• A professional level of competence in theprinciples and practices of business analysis

• Participation in a recognized professionalassociation

• Recognition of professional competenceby professional peers and management

• Advanced career potential by creating aseparate and distinct career path withinthe information technology industry andbusiness community

• Demonstrated dedication to the businessanalysis profession

Benefits to organizations with CBAP-certified employees include: • Confidence that they employ individuals

with an advanced level of knowledge andqualifications

• Definitive, proven standards for theirorganization’s Business Analysts

• Reliable, quality requirements resultswith increased efficiency and consistency

Candidates are not required to be IIBAmembers in order to sit for the certificationexam. To be certified, a candidate mustmeet all candidate requirements and pass a150-question exam within a three and ahalf hour timeframe.

Candidate requirements are based onwork experience, areas of expertise,education and professional development.References are also required. In addition,candidates must agree to follow a specifiedcode of conduct. Once certified, CBAPswill also be required to meet ongoing re-certification requirements.

The exam is currently paper-based andis being offered at BusinessAnalystWorldevents, including 12 offerings in 2007 inlocations across Canada, U.S., England,and Australia.

The exam is available in English only atthis time and is based on version 1.6 of theBusiness Analysis Body of Knowledge

(BABOK™). The cost of certification is$450 USD for IIBA members and $575USD for non-members.

Some IIBA chapters are offering studygroups to prepare for the exam. Thesestudy groups are open to all potentialcandidates. A list of all IIBA chapters canbe found on the IIBA website,www.theiiba.org in the “Chapters” section.

Visit the “Certification” section atwww.theiiba.org for additional informationabout the Certified Business AnalysisProfessional program and the applicationprocess.

The International Institute of BusinessAnalysis is an independent non-profitprofessional association serving the growingfield of business analysis. The IIBA missionincludes the development and maintenanceof standards for the practice of businessanalysis and for the certification andrecognition of its practitioners. �


U P DAT E

IIBA Certification ProgramBY CAROL DEUTSCHLANDER, VICE PRESIDENT, EDUCATION AND CERTIFICATION, I IBA

NUMBERS AT A GLANCEMembers - 5,300

Chapters - 69

Countries - 36

2007 CBAPEXAMS

2007 Dates and

Locations for CBAP

Exam

May 2 — Washington, DC

May 31 — Montreal, CA

June 13 — London, UK

June 19 — Atlanta, GA

June 26 — Minneapolis, MN

June 28 — Houston, TX

November 1 — Boston, MA

November 8 — Vancouver, CA

November 13 — Chicago, IL

TBD — San Francisco, CA

For more information visitwww.theiiba.org.

Submit an article to the bridge!

The bridge is published twice a year and focuses on a particular area of interest withinbusiness analysis. Articles relevant to the topic area are preferred; however, any articlesabout best practices, project success stories, BA resources (books or tools) will also beconsidered. Submission deadline for the 2007 fall issue is July 2, 2007. To submit anarticle send an email to [email protected].


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• April 24 - 27, 2007Business Process Management Conference – Ft. Lauderdale, FL – Formore information visit www.sharedinsights.com/events/conferences

• April 30 – May 3, 2007 Project Summit & BusinessAnalystWorld – Washington, DC – For moreinformation visit www.businessanalystworld.com

• June 19, 2007 BusinessAnalystWorld Symposium Series - Atlanta, GA – For moreinformation visit www.businessanalystworld.com

• June 19 – 22, 2007 Project World & World Congress for BAs – Boston, MA – For moreinformation visit www.iirusa.com/projectworldregional

• June 26, 2007 BusinessAnalystWorld Symposium Series - Minneapolis, MN – For moreinformation visit www.businessanalystworld.com

• June 28, 2007 BusinessAnalystWorld Symposium Series - Houston, TX – For moreinformation visit www.businessanalystworld.com

• October 6 – 9, 2007PMI Global Congress North America – Atlanta, GA – For moreinformation visit www.pmi.org

• October 29 – November 1, 2007Project Summit & BusinessAnalystWorld – Boston, MA – For moreinformation visit www.businessanalystworld.com

• November 12 – 15, 2007 Project Summit & Business Analyst World – Chicago, IL – For moreinformation visit www.businessanalystworld.com

• November 13 – 16, 2007Project World & World Congress for BAs – Anaheim, CA –For moreinformation visit www.iirusa.com/projectworld

• Fall 2007 – Date TBDProject Summit & BusinessAnalystWorld – San Francisco, CA – Formore information visit www.businessanalystworld.com

Upcoming Business Analyst and Related Events

book reviewThe Complete Guide to Software Testing, 2nd editionby Bill HetzelREVIEWED BY BARBARA A. CARKENORD, PRESIDENT, B2T TRAINING, , CBAP

To endure in the IT field for more thana few years, a book must continue to

offer guidance that is built on firmfundamentals and principalsthat are more lasting thansimple rules about how to usetechnology. Dr. Hetzel’s TheComplete Guide to SoftwareTesting is one of these rarebooks. First published in 1984, its principals andrecommendations continue tobe relevant today. I still view itas the best text for introducingthe concepts of quality softwaretesting. The book is especiallygood for Business Analysts because itintroduces the concepts of testing from anon-technical perspective and covers topicssuch as testing requirements documents,performing requirements reviews, andbuilding a requirements validation matrix(traceability).

The book provides a self assessment toolto assess your organization’s testeffectiveness. Based on the results of the

assessment you will be ableto determine the area inwhich you can mostimprove. Dr. Hetzeldedicates a chapter each toTesting through Reviews andTesting Requirements. Thismaterial recognizes theimportance of havingcomplete and accuraterequirements. He also givesan excellent explanation ofthe common test phases

(unit, integration, system) using the phrases“testing in the small” vs. “testing in thelarge.” There is a chapter on Testing SoftwarePackages that recognizes our job is actuallytougher when we purchase a packagebecause we do not have the ability toperform “testing in the small” (unit and

integration tests) and because we mustanswer three critical questions: 1) Does thepackage perform as advertised? 2) Does thepackage fulfill our requirements? and 3) Arewe ready to install it?

Some of the examples and terminologyare dated, but this does not decrease theimportant message contained in this book.Having clear, consistent, accuraterequirements and validating them throughreviews and tests is still the best way toensure that our solutions satisfy the needsof our business stakeholders. �

Barbara A. Carkenord, President, B2TTraining, has worked in the requirementsgathering and documentation field for over20 years. She has conducted hundreds ofseminars for Business Analysts. Comments arewelcome at [email protected].

B2T TRAINING RATING: ��

(scale is 1-4; 4 is the best)

Requirements ValidationThis course takes you through the steps to ensure thatbusiness requirements are validated and that the solutionis usable and meets the business needs. Validatingrequirements improves the likelihood of project success,making sure that we are building the right solution. The cost tocorrect a software defect may be as high as 2900 times the cost to correct arequirement. Finding missing requirements and requirementsinconsistencies decreases the overall length and cost of the project.

Business Analysts must use risk assessments to prioritize requirementsand requirements validation activities. The highest risk areas of the businessmust be addressed first. This course teaches Business Analysts to designefficient requirements validation tests to make the best use of limited

resources and time.Solution Assessment and Validation is one of the key knowledge areas in the BABOKTM.

This course addresses many of the important tasks in the knowledge area and equipsBusiness Analysts to design efficient and effective tests to demonstrate that the applicationsolutions meet their user’s needs.

Course Outline

Intended Audience

This course is designed forBusiness Analysts or anyoneinterested in improving andvalidating the quality of theirrequirements.

Prerequisites

We recommend that theBusiness Analyst has alreadyattended our 3 core courses(or at a minimum DetailingProcess and Business RuleRequirements) beforeenrolling for this course.

2 Days

Introduction

• What are requirements?• Why do we validate requirements?• How do we validate requirements?• When should requirements be validated?• Who validates requirements?

Validating and Testing Requirements

• What does it mean to validaterequirements?•• Conducting effective requirements reviews

• Review project scope• Review business requirements• Walkthrough workflows• Review functional requirements• Review technical specifications

•• Usability testing•• User acceptance testing•• Post implementation user assessment

• What does it mean to verify requirements?•• Unit testing•• Integration testing•• Systems testing

• Understanding the importance of varioustypes of testing. Which types apply to yourproject?•• Does the software support the business

area needs?•• Does the user interface perform properly?

•• Does the system perform as required? Canit handle the volumes needed to support the business?

•• Does the system interface properly with other business systems?

•• Is it secure?•• Is it technically accurate?•• Regression testing - why must we re-test?

• How to correct problems that are discoveredduring requirements validation?•• Use a consistent defect reporting

procedure•• Track defect types to improve

requirements on future projects•• Assess defect type, severity, and status

Usability Testing

• Learn the principles of usability• Learn how usability testing differs from

traditional testing• Discuss methods of usability testing• Learn to use requirements to design

usability tests• Workshop: conduct a usability test

Working with IT Stakeholders

• Communicating with IT developerstakeholders•• Testing environments•• Common IT testing methods

• Leveraging QA stakeholders


New!

For more information on this course visit www.b2ttraining.com�


•• Software quality assurance (SQA) planning and structure

•• Utilizing SQA personnel throughout the SDLC

Documenting Requirements Validation

Deliverables

• Designing a requirements validation plan•• Planning considerations:

• Who will validate requirements?• How will this be accomplished?• Where are the highest risks?• Where will tests be conducted?• Who will conduct testing?• Who will review test results?• What test data will be used?

• Using standard documentation templates todetail the plan•• What is the IEEE? Why is this organization

important to Business Analysts?•• What is a test case? What is a test

procedure?•• Identifying tests from requirements

documentation

•• Using Use Case descriptions to develop testing procedures

• Workshop: validating requirements usingtest cases

• Cross checking solution to requirements -requirements traceability

Solution Assessment and Validation BABOK

Knowledge Area

• Understanding the tasks in the IIBA BABOK - Solution Assessment and Validation•• Develop alternate solutions•• Ensure the usability of the solution•• Support the QA process•• Support the implementation/deployment

of the solution•• Communicate the solution impacts

Question: Questions about myrequirements package come up duringdevelopment and QA testing, even after theproject team has reviewed the package. Doyou have tips for conducting requirementsreviews that may help eliminate questions latein the project?

Answer: No matter how well yourrequirements are reviewed questions willstill arise, but here is an approach for aformal requirements review that will helpeliminate major issues being discovered latein the project.

A formal requirements review must beconducted in the following manner:

1. Schedule time with participants 2. Deliver review materials ahead of time 3. Request that the participants review the

materials prior to the session 4. Conduct review session 5. Record review session notes 6. Update requirements package 7. Conduct second review session if

necessary

A formal review has two majoradvantages over an informal review:

1. Each requirement is discussed to ensureconsistent interpretation of eachrequirement by the team. Don’t just askif anyone has any questions, be morespecific. There may not be manyquestions from the team becauseeveryone believes they understand therequirements. However, this does notensure that everyone on the team has thesame understanding of each requirement.

2. Notes are recorded in a consistentmanner to help teams reduce thereoccurrence of defects in futurerequirements packages. This willimprove the quality of the requirementspackage over time.

A formal review will take longer than aninformal review, but it is cheaper todiscover and resolve issues earlier in aproject than later. Take some extra time tomake sure all parties are truly in agreementwith the requirements before the solution isbeing designed and implemented. Overtime, the quality of the requirementspackage should improve, reducing the timeto conduct the requirements review. �

Send your questions to Ask the Experts [email protected].

ask the experts Tips for Conducting Requirements Reviews

Course Outline continued


certified core courses

Essential Skills for the Business AnalystA Business Analyst acts as a liaison between business people who have a businessproblem and technology people who know how to create solutions. A BusinessAnalyst’s main responsibility is to elicit, detail, and document requirements in aformat that is useful to their business stakeholders and the technical developers.

This course covers the critical skills for Business Analysts and is appropriate for newand/or experienced Business Analysts. New Business Analysts will learn the tasksthey are expected to perform and why each task is important. Experienced BusinessAnalysts will learn new techniques and more structured approaches to improve theirrequirements development activities.

Detailing Business Data RequirementsUnderstanding and documenting business data requirements is a critical componentin defining complete requirements. Every process uses data and almost all businessrules are enforced by data. Missing a critical piece of data or incorrectly defining adata element contributes to the majority of maintenance problems and results insystems that do not reflect the business needs. This course teaches students an in-depth approach to identify and define all necessary data components using bothtextual templates and an entity relationship diagram.

Detailing Process and Business Rule RequirementsThis course continues the development of the requirements package by defining theprocesses and business rules for the project. Business Analysts are expected toanalyze and understand business problems and be able to make recommendationsto help the business stakeholders solve problems. The most effective approach toensure success is to understand the business environment and document thebusiness requirements, and then use functional requirements to document howsoftware automation can support the business.

Functional requirements document how the software should “behave.” Theserequirements must specify how users will interact with the software and how thesoftware will respond. Business Analysts are uniquely qualified to document theserequirements because of their understanding of the business needs and the user'swork environment. These requirements will be used to articulate the technologyneeds of a quality software application that will meet the business needs.

For more information on these courses visit www.b2ttraining.com.

4 Days

3 Days

4 Days

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Earn 28 IIBA CDUs and PMI PDUs

Earn 21 IIBA CDUs and PMI PDUs

Earn 28 IIBA CDUs and PMI PDUS


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In this course Business Analysts will learn to:

• Scope the project from the Business Analyst’s perspective. • Identify and gather the requirements that are critical to the business mission. • Learn how to ask the right questions. • Identify the five core requirements components. • Know when a requirement is excellent. • Plan an approach for documenting, categorizing, and packaging requirements. • Verify that requirements are testable and generate testing objectives. • Conduct a requirements review. • Elicit requirements in a group setting.


• Identify core data requirements beginning with project initiation. • Identify excellent data requirements at the appropriate level of detail.• Identify and detail attributive, associative, and subtype and supertype entities. • Detail complex data related business rules. • Discriminate between Business Data (Logical Data) and Database Design (Physical Data). • Transition business data to database design. • Utilize easy normalization techniques (without all the mathematical theory). • Validate data requirements with activity (process or use case) requirements.


• Understand and document the business environment using a suggested structure, including detailed templates for defining the business and functional requirements for processes and business rules.

• Look beyond the current technology or procedures to discover the true nature of the business activity.

• Ask the right questions to identify the core business processes and the business rules that control or guide them.

• Document functional requirements which describe how the software should “behave.” • Utilize several diagrams including the decomposition diagram, Use Case diagram, and

workflow diagrams. • Look at the business area from an objective perspective after business requirements are

documented and organized to present alternative design solutions that meet the customer needs.

• Validate business processes against data requirements.


advanced and specialized courses

Facilitating Requirements for Business Analysis This course teaches students to plan and conduct a facilitated session to gatherbusiness and functional requirements. The art of bringing people together to elicitrequirements and gain consensus on solutions is a critical success factor for all BAs.The workshops in this course ensure students have the opportunity to conduct arequirements elicitation session for one project deliverable and to play each of the keyroles in at least one session. This class is limited to 8 students and over 60% of theclass time is spent on interactive, real-world business case study facilitated sessions.

Requirements Validation This course takes the Business Analyst through the steps that ensure businessrequirements are validated and that the solution is usable and meets the businessneeds. Business Analysts will learn to design efficient requirements validation tests tomake the best use of limited resources and time. This course addresses many of theimportant tasks in the BABOKTM knowledge area Solution Assessment and Validationand equips Business Analysts to design efficient and effective tests to demonstratethat the application solutions meet their user’s needs.

Advanced Business Analysis TechniquesThis course enhances the efficiency and effectiveness of Business Analysts by givingthem additional techniques and strategies for gathering, documenting, and reviewingrequirements. Techniques such as advanced data definition, traceability, and gap analysishelp Business Analysts to document more accurate and complete requirements. Thecourse also presents the concept of requirements management and requirements reuse.Implementing a requirements management process into your organization cansignificantly reduce the time required to make software changes and develop softwareinterfaces.


3 Days

3 Days

2 Days

New!

Earn 21 IIBA CDUs

Earn 14 IIBA CDUs

Earn 21 IIBA CDUs

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management/technical seminars

Overview of Business AnalysisThis seminar presents the Business Analyst role to managers and others who lead andwork with Business Analysts. In order for the Business Analyst to be successful, both theIT and business community must embrace the business analysis process. The seminarcan be used as a working session to discuss how your organization will implement thebusiness analysis process and approaches for documenting the requirements.

Developer’s Introduction to Business Analysis This class provides an overview of the Business Analyst role and a detailed review ofthe requirements document provided to the development team. To ensure an integratedteam, IT developers need to understand the role of the Business Analyst. They shouldalso be familiar with the requirements that Business Analysts are gathering anddocumenting. This includes understanding categories of requirements, the corerequirement components, and the documentation formats used for each type ofrequirement. IT team members must also understand the testing life cycle and thepersonnel involved. This course gives students an overview of the role of the BusinessAnalyst, requirements documentation, and software testing.


4 Hour Seminar

1 Day

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Essential Skills for the Business Analyst

$2,195 per student

• Apr 16 – Apr 19, 2007 San Diego, CA

• May 7 – May 10, 2007 Seattle, WA

• May 21 – May 24, 2007 Atlanta, GA

• Jun 11 – Jun 14, 2007 Houston, TX

• Aug 20 – Aug 23, 2007 Atlanta, GA

• Sep 10 – Sep 13, 2007 Houston, TX

• Sep 17 – Sep 20, 2007 Chicago, IL

• Oct 1 – Oct 4, 2007 Atlanta, GA

• Oct 15 – 18, 2007 Dallas, TX

• Nov 5 – Nov 8, 2007 Atlanta, GA

• Nov 12 – Nov 15, 2007 New York, NY

• Dec 3 – Dec 6, 2007 San Diego, CA

• Dec 10 – Dec 13, 2007 Louisville, KY

Detailing Business Data Requirements -

$1,795 per student

• Apr 10 – Apr 12, 2007 Houston, TX

• Apr 30 – May 2, 2007 Atlanta, GA

• Apr 30 – May 2, 2007 Dallas, TX

• May 7 – May 9, 2007 Chicago, IL

• May 21 – May 23, 2007 Louisville, KY

• Jun 4 – Jun 6, 2007 Seattle, WA

• Jun 25 – Jun 27, 2007 New York, NY

• Jul 16 – Jul 18, 2007 San Diego, CA

• Sep 24 – Sep 26, 2007 Seattle, WA

• Oct 15 – Oct 17, 2007 Atlanta, GA

Detailing Process and Business Rule

Requirements - $2,195 per student

• Apr 16 – Apr 19, 2007 Chicago, IL

• Apr 23 – Apr 26, 2007 Anchorage, AK

• Jun 4 – Jun 7, 2007 Houston, TX

• Jul 9 - Jul 12, 2007 Dallas, TX

• Jul 16 – Jul 19, 2007 Atlanta, GA

• Aug 6 – Aug 9, 2007 Chicago, IL

• Sep 17 – Sep 20, 2007 Louisville, KY

• Oct 1 – Oct 4, 2007 New York, NY

• Oct 15 – Oct 18, 2007 Seattle, WA

• Nov 5 – Nov 8, 2007 San Diego, CA

• Nov 12 – Nov 15, 2007 Houston, TX

• Nov 27 – Nov 30, 2007 Atlanta, GA

Facilitating Requirements for

Business Analysis - $1,795 per student

• Apr 23 – Apr 25, 2007 Atlanta, GA

• Jul 31 – Aug 2, 2007 Houston, TX

Requirements Validation -

$1,395 per student

• May 21 - May 22, 2007 Anchorage, AK

• Jun 11 - Jun 12, 2007 Atlanta, GA

Advanced Business Analysis Techniques

$1,795 per student

• Jul 16 – Jul 18, 2007 Houston, TX

2007 public class schedule

RECEIVE A 10% DISCOUNT!

1. When you register and pay for three courses.

2. When groups of 3 or more employees from the same company

register and pay for one course.

Pricing and dates may change. Please check our website for the latest

information and to register – www.b2ttraining.com. Onsite classes are

also available.

B2T Training

11675 Rainwater Drive, Suite 325Alpharetta, GA 30004

Prsrt StdU.S. Postage

PAID

Permit #309Knoxville, TN

Documents

Putting the Back into User Acceptance Testing · Too often User Acceptance Testing is not taken seriously. For many reasons UAT gets W hy is it so challenging to get users involved