IBADD 2012

West Des Moines, Iowa
Friday, May 11, 2012

Welcome IIBA® of Central Iowa to
IBADD 2012

Opening Keynote:

Agile Requirements: Not an Oxymoron

Ellen Gottesdiener

Misconceptions abound about the way requirements fit—or don’t fit—into agile projects. Is “agile requirements” an oxymoron—that is, contradictory terms joined together? In practice, requirements are the basis for planning, developing, and delivering agile projects. Agile and requirements are congruent—they combine to form a sound and sensible union that drives successful delivery of business value. In this keynote, agile coach, author, and requirements expert Ellen Gottesdiener will share the value of business analysis on agile projects, the ways requirements form the basis for agile planning, and explain how effective agile teams collaborate around requirements to deliver value

Tools and Techniques Track:


Stakeholder Analysis, A Deep Dive
Sinikka Waugh
Building effective working relationships is critical to being an effective business analyst. And understanding exactly who your stakeholders are on any given project, and exactly what’s “at stake” can make or break your success on any given effort. Before you take a single step forward on a project, make sure you’ve done your stakeholder analysis. Not sure how, or where to start? Sinikka gives you everything you need to take that critical first step.

Participants come away with a better understanding of the BABOK’s perspective on Stakeholder Analysis, and have a set of tools and real-life scenarios to draw from for immediate use. The agenda includes  

  • the technical ins-and-outs, plus ways to differentiate yourself 
  •  tips for differentiating between stakeholders by project role, personality type, etc.
  •   a bank of common “stakeholder types” you can draw from later
  •   an opportunity for you to share your own experiences, and get insight from others in the room

Models for Data Requirements 
Joy Beatty
Many analysts think that “data modeling” means designing databases and technical data models. Business users have no capability of creating and consuming that level of technical design, but they very much do care about their​ business data requirements. They can describe how the data is used to make business decisions and how they want to see it processed by the system. Joy Beatty introduces a set of requirements models for data that help describe the relationship of data in the system, details about fields, how data is used to make decisions, and how data is processed by the system. She describes how the models can be used together from top to bottom to create a complete picture of the data needs and how they integrate to other requirements models to fully round out the requirements.

Visually Modeling Requirements
Joy Beatty
A list of 2,000 “the system shall...” statements is some of the most boring reading, so it’s no wonder that developers tend not to read traditional requirements documents. And after reviewing twenty “shall” statements, let alone 2,000, you probably have forgotten the first few, so there is no way to know if you really have a full set of requirements. Joy Beatty introduces a language to visually model requirements and make requirements documents easier to read, understand, and validate. Joy presents a set of models for requirements to help ensure that specifications are complete and accurate. Joy dives into detail on each model, explaining how to create it, describing its uses, and sharing examples. You’ll find out how to select which models to use—based on your project type and audience—and how to use them together to get a full ​picture of the system.

Requirements by Collaboration: A Workshops Approach to Defining Needs
Ellen Gottesdiener
How do you enable customers and teams to collaborate early on—and often—during product development? Are there ways to mitigate the cost and mistrust that result from misunderstood requirements? What can you do to engineer healthy teamwork among members of your project community? Collaboration workshops are a proven and popular practice that deliver results, deepen mutual understanding of product needs, and build strong project communities. Ellen Gottesdiener outlines the practices for conducting workshops—with names like discovery workshop, Joint Application Design (JAD), planning workshop, facilitated session—that are focused, fast-paced, and highly productive. These workshops are designed to elicit and verify product requirements, delivery plans, and related artifacts. Join Ellen to learn how to power up your facilitation skills to amplify productive collaborations. Learn:

  •   How workshops differ from meetings, their business case, key roles
  •   Workshop design strategies
  •   Actions to be a facilitative leader when you’re not the designated facilitator

Practitioners Track:

​The Risky Business Analyst
Todd Little
All software projects have risk. Often the most valuable projects carry the most risk. Other industries also encounter risk and generate value by understanding and managing that risk effectively. Two industries that extensively deal with risk are Investment Banking and Oil Exploration. Todd and a partner that helped developed this presentation, Chris Matts, are seasoned veterans involved in developing software in these industries. Building from outside-in, he looks at the business of software development from an overall risk management perspective and in particular the role of the business analyst in proactively managing risk. Todd introduces a number of theories, tools and practices surrounding risk and risk management. He shares practical experience using these techniques and approaches, explaining what works and what does not based on his experience and that of his colleagues.

Learning Objectives:

  •   Understanding types of risks
  •   The role of the Business Analyst in managing risk
  •   Practical tools for identifying and managing risk

User  Stories and Use Cases:  Can’t We All Just Get Along?
Jennifer Brownson
Are your business users and development partners adopting agile all around you?  Have  the words “user stories” crossed your path? Are you perplexed about what a user story is and how it relates to traditional use cases?  Fear not!  ​Agile enterprise business analyst Jennifer Brownson teaches how user stories can replace…or augment…use cases for business analysis. 

Walk the life cycle of a user story and learn:  


§  How to write solid user stories with specific, testable acceptance criteria

§  How other roles interact with a user story (such as Quality Testers, Developers, Technical Writers, and Project Managers or ScrumMasters)

§  How the creation of use cases can still fit into an agile methodology.

At the end of the session, you will understand how to write a solid user story that can stand alone or enhance your current use case development cycle.

Specification By Example
Brandon Carlson
Has this ever happened to you? After weeks of analysis you have identified the appropriate solution to the problem and have identified and mitigated the primary risks. You have a discussion with your Tech Lead and, after answering a couple of questions, she runs with it. You just moved on to the next item of business when the lead returns with the finished product. There’s only one problem: it doesn’t work as you had planned. Perhaps there’s another scenario, one in which the stakeholder tells you you’ve done it wrong. What happened in each of these cases? How can we prevent this from happening in the future?

There is a growing practice in the field of IT known as Specification by Example, and it’s changing the way many teams are writing software requirements. We will explore the world of Specification by Example discussing how it and affects many aspects of the software development life cycle, from customer to developer, as well as some tools and techniques for implementing Specification by Example within your organization.

Learning Outcomes

  •   Understand the basics of Specification by Example
  •   Learn how Specification By Example can lead to better results
  •   Learn some challenges to implementing Specification by Example

Delivering Great User Experience: Connecting Business Strategies to Killer Products
Debra Lavell
Yes, your team CAN exceed expectations and deliver truly great experiences to your users! Join Debra Lavell to learn and practice ways to connect business strategies to develop a clear and compelling product vision that starts your team on the path to a great product. Debra shares how Intel is implementing user-centered design practices to get beyond the technology needs of its users to address their critical human needs—emotions and senses. This approach has helped them reduce expensive rework, eliminate unnecessary features, and avoid embarrassing mistakes. You will learn:

  •   How to establish a killer product (hint: a vision synchronized with the users’ goals and motivations)
  •   Why it is important to keep the vision alive during the long product development process
  •   Simple tricks, tips, and techniques that you can take back to your organization and begin using right away!

Leadership Track:

​From Tactical to Strategic: A Business Analysts Path to Leadership
Kathleen Barret
For many business analysts that are faced with the question of “What do I want to be when I grow up?”, unfortunately more often than not their questions remained unanswered or they are encouraged to move towards a project management role. There is hope, with the recognition of the Business Analyst profession taking on more of a spotlight within organizations, the prospect of moving through a career path, from tactical to strategic is becoming a reality. Through careful competency development, coaching and mentoring, management support, and certification, BAs will become an integral component in the strategic direction of their organizations.

This presentation will guide it’s participants through the key ingredients necessary to move from a tactical role as a business analyst to a strategic role within their organization.

  •   What do you need to know to be a competent Business Analyst?
  •   What are the discipline competencies required to be successful?
  •   How do you transition to strategic?

Managing Business Analysts
Barb Carkenord
BAs are passionate about their work and, as a result, need very little outside motivation. They are driven to solve problems and improve the way work gets done. They are naturally inquisitive and love to learn new things. Functional managers who are able to direct this passion and energy will achieve significant organizational improvements.

This presentation is derived from a chapter of the new IIBA book, Managing Business Analysts. While managing BAs can be similar to managing other employees in many ways, BAs by nature have unique characteristics and thrive under effective management support. Managers who want to maximize the potential contributions of BAs to their organization should create a productive work environment, make appropriate work assignments, oversee planning, and encourage professional growth by coaching and monitoring progress.

Presentation learning objectives:

  • Understand the unique characteristics of business analysis professionals
  • Provide a conducive BA work environment
  • Make appropriate matches between work assignments and people
  • Get clear agreement and work plans at the beginning of an assignment
  • Monitor progress, coach, and encourage BAs along the way

BA Career Models: Sr. BA to CEO
Angela Wick
Career paths for BAs are evolving and providing amazing career opportunities for BAs.  Organizations are looking at BAs as a strategic asset and changing how BA careers are managed and developed.  Explore business analysis career paths and models that include options for BAs beyond the proverbial "Sr. BA".  Angela shares what steps and actions organizations and individuals are taking to best manage their careers beyond Sr. BA and what organizations can do to develop and support career paths for Sr. BAs.


Learning Objectives:
1) Discover what options are becoming more common for Sr. BAs in career advancement
2) Discover how organizations are supporting advancement in BA career models
3) Discover what individuals who had advanced beyond the Sr. BA level have done to get there 

Influence…With or Without Authority…How to Lead from the Role of the BA
Sinikka Waugh
Leadership doesn’t always come with a fancy title, and sometimes real leadership happens without any actual authority. Perhaps you’ve seen examples of effective BAs leading and motivating others, and exhibiting characteristics of leadership, regardless of title. But do you know how? First, take a look in the mirror to figure out how well you are currently investing in your leadership “IRA”. Then, try out a proven set of strategies to help you improve your Intelligence, Relationship, and Advocacy skills.

Participants come away having reflected on their own skills, having identified a model, and having determined areas of focus to improve their leadership skills, regardless of their reporting structure within any organization.

The agenda includes

  •   The importance of emotional intelligence, and how to demonstrate it
  •   Relationship-building through communication, including specific models of what to say, when to say it, and when to stay silent
  •   What it means to be an advocate of the business and how that relates to leadership

Closing Keynote:

The Future of Business Analysis – It's not what it used to be
Kathleen Barret
Join Kathleen Barret, President and CEO of IIBA for an encore presentation of her BBC Keynote –“The Future of Business Analysis - it is not what it used to be”, plus also her annual state of IIBA and the business analysis profession. Find out where the profession is heading and how IIBA is positioning itself to support your needs.

Seven years ago, if you asked someone what a business analyst was, you may have received a thoughtful gaze and perhaps a shrug of the shoulders. But the future isn't what it used to be. In this environment, doing business the way you use to just doesn’t work anymore.

So how are businesses to survive and succeed?

  •   Continuous operational improvement
  •   Innovation
  •   Improving your ability to adapt

Business Analysis is the key to all three. Business Analysis will change the way organizations change.







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    IIBA Central Iowa Chapter
    PO Box 7781
    Urbandale, IA  50323

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