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IIBA.org Certification CBAP Competencies

CBAP® recognizes seasoned BA professionals who have over five years of practical business analysis work experience.

 

Definitions of skill and knowledge levels used in this guide:
Level 3 (CBAP) - Expert:

  • Creates rules: Actively provides insight to situations that fall within and outside of his/her domain or sphere of influence. In some cases, this will mean addressing new, unstructured business challenges or opportunties.
  • Guides practice: This is a seasoned practitioner that is sought after for their expertise and guidance in solving or addressing business challenges or opportunities.
  • Advanced knowledge: Skills and Knowledge have been fully developed through execution of work ranging from small well-scoped work to addressing more complex, unstructured challenges or opportunities. Skills and knowledge required for the competency have become second nature.

The competency elements are grouped into six Knowledge Areas, as defined in the Business Analysis Body of Knowledge® (BABOK® Guide).

Click on the links for each Knowledge Area to review these competencies and proficiencies:

Chapter 3: Business Analysis Planning and Monitoring

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3.1 Plan Business Analysis Approach

3.1.4.1 - Expert: Creates rules for selecting the business analysis approach.

3.1.4.2 - Expert: Guides practice in determining the level of business analysis formality.

3.1.4.3 - Expert: Creates rules for identifying business anlaysis activities.

3.1.4.4 - Expert: Advanced knowledge of timing of business analysis work.

3.1.4.5 - Expert: Advanced knowledge of assessing complexity, size, and risk factors.

3.1.4.6 - Expert: Guides practice in gaining stakeholder understanding and agreement.

Key behaviours include:

  • Methodology Knowledge: Recognized by colleagues as an authority in several analysis methodologies, and:
    • asked by leadership to spearhead change in methodologies.
    • asked by peers for advice and support.
  • Verbal & Non-Verbal Communication: Consistently uncover emotional drivers of stakeholders and develop messaging accordingly.
  • Listening:  Coach others to use active listening and discovery skills to understand “real” issues/needs and build chemistry.
3.2 Plan Stakeholder Engagement

3.2.4.1 Expert: Guides practice in performing stakeholder analysis.

3.2.4.2 Expert: Advanced knowledge of defining the required level of stakeholder collaboration.

3.2.4.3 Expert: Advanced knowledge in identifying appropriate stakeholder communication needs.

Key behaviours include:

  • Systems Thinking: Able to clearly communicate concepts to relevant stakeholders, as  they relate to different aspects of the enterprise.
  • Organization Knowledge:  Develop a network of Subject Matter Experts (SMEs) needed to work within the organization to get things done.
  • Listening: Coach others to use active listening and discovery skills to understand “real” issues/needs and build chemistry.
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3.3 Plan Business Analysis Governance

3.3.4.1 Expert: Advanced knowledge in identifying an effective decision-making process.

3.3.4.2 Expert: Guides practice in developing an effective change control processes.

3.3.4.3 Expert: Guides practice in planning an effective prioritizaion process.

3.3.4.4 Expert: Advanced knowledge of planning an effective approval process.

Key behaviours include:

  • Decision Making: Coach others on how to assess situations in order to make the most informed decisions about which course of action to pursue.
  • Organization Knowledge: Develop a network of Subject Matter Experts (SMEs) needed to work within the organization; recognized by colleagues as someone who can get things done.
  • Methodology Knowledge: Recognized by colleagues as an authority in several analysis methodologies, and:
    • asked by leadership to spearhead change in methodologies.
    • asked by peers for advice and support.
3.4 Plan Business Analysis Information Management

3.4.4.1 Expert: Guides practice in determining how to oganize business analysis information.

3.4.4.2 Expert: Guides practice in determining the appropriate level of abstraction.

3.4.4.3 Expert: Creates rules on planning the traceability approach. 

3.4.4.4 Expert: Creates rules on planning for requirements reuse.

3.4.4.5 Expert: Guides practice in determining how to store and access business analysis information.

3.4.4.6 Expert: Creates rules for identifying attributes for requirements and design management.

Key behaviours include:

  • Organization Knowledge: Develop a network of Subject Matter Experts (SMEs) needed to work within the organization; recognized by colleagues as someone who can get things done.
  • Methodology Knowledge: Recognized by colleagues as an authority in several analysis methodologies.
  • Business Analysis Tools & Technology: Coach others on how to effectively use business analysis tools.
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3.5 Identify Business Analysis Performance Improvements

3.5.4.1 Expert: Advanced knowledge of reporting on business analysis performance.

3.5.4.2 Expert: Advanced knowledge of identifying business analysis performance measures.

3.5.4.3 Expert: Guides practice in assessing business analysis performance measures.

3.5.4.4 Expert: Guides practice in recommending business analysis performance improvements.

Key behaviours include:

  • Creative Thinking: Recognized by colleagues as an authority in fostering creative thinking to identify innovative solutions.
  • Learning: Recognized by colleagues as an authority in learning quickly and willingly.
  • Adaptability: Consistently evaluates what worked, what did not, and what could be done differently next time.
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Chapter 4: Elicitation and Collaboration

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4.1 Prepare for Elicitation

4.1.4.1 Skilled: Modifies rules for the elicitation scope

4.1.4.2 Skilled: Modifies rules for selecting appropriate elicitation techniques

4.1.4.3 Skilled: Modifies rules for setting up logistics for elicitation activities

4.1.4.4 Skilled: Modifies rules for preparing supporting elicitation materials

4.1.4.5 Skilled: Recommends action on stakeholder preparation for elicitation activities

Key behaviours include:

  • Learning: Demonstrate an ability to learn quickly and willingly.
  • Organization & Time Management: Organize activities and manage time efficiently to adhere to commitments and changing priorities.
  • Adaptability: Adapt to and embrace changing situations as an opportunity, rather than an obstacle.
  • Teaching: Teach and ensure comprehension of new concepts.
4.2 Conduct Elicitation

4.2.4.1 Expert: Creates rules for guiding the elicitation activity

4.2.4.2 Expert: Creates rules for capturing the outcomes of the elicitation activity.

Key behaviours include:

  • Conceptual Thinking: Recognized as an authority in putting the pieces together to provide understanding of the big picture.
  • Adaptability: Leads others in adapting and embracing changing situations as an opportunity, rather than an obstacle.
  • Verbal & Non-Verbal Communication: Consistently adapt communication style to the needs of the situation and the individual.
  • Listening: Coach others to use active listening and discovery skills to understand “real” issues/needs and build chemistry.
  • Facilitation: Coach colleagues on use facilitation skills to encourage participation from all attendees.
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4.3 Confirm Elicitation Results

4.3.4.1 Expert: Advanced knowledge in comparing elicitation results against source information.

4.3.4.2 Expert: Advanced knowledge comparing elicitation results against other elicitation results.

Key behaviours include:

  • Decision Making: Coach others on how to assess situations in order to make the most informed decisions about which course of action to pursue.
  • Leadership & Influencing: Recognized by colleagues as an authority in Influencing others to drive action.
  • Negotiation & Conflict Resolution: Coach others in resolving conflicts and negotiating to reach agreements.
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4.4 Communicate Business Analysis Information

4.4.4.1 Expert: Advanced knowledge in determining objectives and format of communication.

4.4.4.2 Expert: Guides practice in communicating the appropriate level of detail.

Key behaviours include:

  • Verbal & Non-Verbal Communication: Consistently adapt communication style to the needs of the situation and the individual.
  • Written Communication: Recognized as an authority in presenting well prepared, stakeholder-focused written communication.
  • Listening: Coach others to use active listening and discovery skills to understand “real” issues/needs and build chemistry.
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4.5 Manage Stakeholder Collaboration

4.5.4.1 Expert: Advanced knowledge of gaining agreement for required stakeholder commitments.

4.5.4.2 Expert: Advanced knowledge of monitoring stakeholder engagement.

4.5.4.3 Expert: Advanced knowledge of collaborative stakeholder relationships.

Key behaviours include:

  • Organization & Time Management: Recognized by colleagues as an authority in organizing activities and managing time efficiently to adhere to commitments and changing priorities.
  • Adaptability: Leads others in adapting and embracing changing situations as an opportunity, rather than an obstacle.
  • Teamwork: Recognized as an authority in creating a collaborative working environment.
  • Negotiation & Conflict Resolution: Coach others in resolving conflicts and negotiating to reach agreements.
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Chapter 5: Requirements Life Cycle Management

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5.1 Trace Requirements

5.1.4.1 Expert: Creates rules for considering value and relationships while tracing requirements

5.1.4.2 Expert: Creates rules for identifying the relationships to track to effectively manage traceability

5.1.4.3 Expert: Creates rules for determining an appropriate traceability repository to be used.

Key behaviours include:

  • Conceptual Thinking: Recognized as an authority in putting the pieces together to provide understanding of the big picture.
  • Methodology Knowledge: Recognized by colleagues as an authority in several analysis methodologies, and:
    • asked by leadership to spearhead change in methodologies.
    • asked by peers for advice and support.
  • Business Analysis Tools & Technology: Coach others on how to effectively use business analysis tools.
5.2 Maintain Requirements

5.2.4.1 Expert: Guides practice in maintaining requirement and design information.

5.2.4.2 Expert: Guides practice in managing attributes.

5.2.4.3 Expert: Guides practice in managing requirements for long-term reuse.

Key behaviours include:

  • Systems Thinking: Able to clearly and consistently understand and communicate concepts to relevant stakeholders, as they relate to different aspects of the enterprise.
  • Organization Knowledge: Develop a network of Subject Matter Experts (SMEs) needed to work within the organization; recognized by colleagues as someone who can get things done.
  • Business Analysis Tools & Technology: Coach others on how to effectively use business analysis tools.
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5.3 Prioritize Requirements

5.3.4.1 Expert: Guides practice in determining the appropriate basis for prioritizing requirements.

5.3.4.2 Expert: Guides practice in guiding stakeholders through prioritization changes.

5.3.4.3 Expert: Advanced knowledge of prioritizing new information.

Key behaviours include:

  • Decision Making: Coach others on how to assess situations in order to make the most informed decisions about which course of action to pursue.
  • Business Acumen & Industry Knowledge: Guide others in incorporating business and industry knowledge into work.
  • Negotiation & Conflict Resolution: Coach others in resolving conflicts and negotiating to reach agreements.
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5.4 Assess Requirements Changes

5.4.4.1 Expert: Advanced knowledge of assessing the formality of the assessment process.

5.4.4.2 Expert: Advanced knowledge of completing impact analysis activities.

5.4.4.3 Expert: Advanced knowledge of guiding impact resolution activities.

Key behaviours include:

  • Decision Making: Develop a network of Subject Matter Experts (SMEs) needed to work within the organization; recognized by colleagues as someone who can get things done.
  • Systems Thinking: Able to clearly and consistently understand and communicate concepts to relevant stakeholders, as they relate to different aspects of the enterprise.
  • Organization Knowledge: Demonstrate an understanding of the organization’s nuances and how to get things done.
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5.5 Approve Requirements

5.5.4.1 Expert: Advanced knowledge of stakeholder roles and authority levels.

5.5.4.2 Expert: Guides practice in managing conflicts and resolving issues.

5.5.4.3 Expert: Advanced knowledge of using appropriate methods to gain consensus about key business analysis information.

5.5.4.4 Expert: Guides practice in tracking and communicating approval decisions.

Key behaviours include:

  • Verbal & Non-Verbal Communication: Consistently adapt communication style to the needs of the situation and the individual.
  • Listening: Coach others to use active listening and discovery skills to understand “real” issues/needs and build chemistry.
  • Negotiation & Conflict Resolution: Coach others in resolving conflicts and negotiating to reach agreements.
  •  

Chapter 6: Strategy Analysis

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6.1 Analyze Current State

6.1.4.1 Expert: Guides practice in defining business needs.

6.1.4.2 Expert: Guides practice in understanding the organizational structure and culture.

6.1.4.3 Expert: Guides practice in understanding the organizational capabilities and processes.

6.1.4.4 Expert: Guides practice in understanding the technology and infrastructure utilized by the organization.

6.1.4.5 Expert: Guides practice in understanding organizational policies and business rules.

6.2.4.6 Expert: Guides practice in understanding the organization's business architecture.

6.2.4.7 Expert: Guides practice in understanding the organization's internal assets

6.2.4.8 Expert: Guides practice in understanding external influencers.

Key behaviours include:

  • Systems Thinking: Able to clearly and consistently understand and communicate concepts to relevant stakeholders, as they relate to different aspects of the enterprise.
  • Business Acumen & Industry Knowledge: Guides others in incorporating business and industry knowledge into work.
  • Organization Knowledge: Develop a network of Subject Matter Experts (SMEs) needed to work within the organization; recognized by colleagues as someone who can get things done.
6.2 Define Future State

6.2.4.1 Expert: Guides practice in articulating business goals and objectives.

6.2.4.2 Expert: Guides practice in determining the solution scope.

6.2.4.3 Expert: Guides practice in  identifying constraints.

6.2.4.4 Expert: Advanced knowledge in identifying potential changes to organizational structure and culture.

6.2.4.5 Expert: Advanced knowledge in identifying new capabilities and business processes.

6.2.4.6 Expert: Advanced knoledge in identifying new technology and infrastructure.

6.2.4.7 Expert: Guides practice in identifying new organizational policies and business rules.

6.2.4.8 Expert: Guides practice in ensuring business architecture is respected.

6.2.4.9 Expert: Advanced knowledge of assessing resource alignment for future state and transition to future state.

6.2.4.10 Expert: Guides practice in identifying assumptions related to the future state.

6.2.4.11 Expert: Guides practice in evaluating the potential value for the future state.

Key behaviours include:

  • Creative Thinking: Recognized by colleagues as an authority in fostering creative thinking to identify innovative solutions.
  • Systems Thinking: Able to clearly and consistently understand and communicate concepts to relevant stakeholders, as they relate to different aspects of the enterprise.
  • Organization Knowledge: Develop a network of Subject Matter Experts (SMEs) needed to work within the organization; recognized by colleagues as someone who can get things done.
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6.3 Assess Risks

6.3 4.1 Expert: Advanced knowledge in identifying unknowns.

6.3.4.2 Expert: Advanced knowledge in identifying and managing constraints, assumptions and dependencies.

6.3.4.3 Expert: Advanced knowledge of quantifying the impact of risk factors.

6.3.4.4 Expert: Advanced knowledge of assessing stakeholder and organizatoinal risk tolerances.

6.3.4.5 Expert: Advanced knowledge of recommending an effective course of action. 

Key behaviours include:

  • Creative Thinking: Recognized by colleagues as an authority in fostering creative thinking to identify innovative solutions.
  • Decision Making: Coach others on how to assess situations in order to make the most informed decisions about which course of action to pursue.
  • Business Acumen & Industry Knowledge: Guide others in incorporating business and industry knowledge into work.
6.4 Define Change Strategy

6.4.4.1 Expert: Advanced knowledge in identifying the appropriate solution scope.

6.4.4.2 Expert: Guides practice in performing gap analysis.

6.4.4.3 Expert: Guides practice in completing the enterprise readiness assessment.

6.4.4.4 Expert: Guides practice in developing an effective change strategy.

6.4.4.5 Expert: Guides practice in developing appropriate transition states and completing release plans.

Key behaviours include:

  • Decision Making: Coach others on how to assess situations in order to make the most informed decisions about which course of action to pursue.
  • Systems Thinking: Able to clearly and consistently understand and communicate concepts to relevant stakeholders, as they relate to different aspects of the enterprise.
  • Organization Knowledge: Develop a network of Subject Matter Experts (SMEs) needed to work within the organization; recognized by colleagues as someone who can get things done.

Chapter 7: Requirements Analysis and Design Definition

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7.1 Specify and Model Requirements

7.1.4.1 Expert: Creates rules for modeling requirements and designs.

7.1.4.2 Expert: Creates rules for analyzing requirements and designs.

7.1.4.3 Expert: Creates rules for identifying information for requirements and designs.

7.1.4.4 Expert: Creates rules for developing the appropriate level of abstraction to meet various needs.

Key behaviours include:

  • Learning: Recognized by colleagues as an authority in learning quickly and willingly.
  • Visual Thinking: Coach others in communicating complex concepts and data as understandable.
  • Written Communication: Recognized as an authority in presenting well prepared, stakeholder-focused written communication.
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7.2 Verify Requirements

7.2.4.1 Expert: Creates rules for applying the characteristics of requirements and designs quality.

7.2.4.2 Expert: Creates rules for performing verification activities throughout the work.

7.2.4.3 Expert: Creates rules for using appropriate checklists for quality control.

Key behaviours include:

  • Decision Making: Coach others on how to assess situations in order to make the most informed decisions about which course of action to pursue.
  • Organization Knowledge: Develop a network of Subject Matter Experts (SMEs) needed to work within the organization; recognized by colleagues as someone who can get things done.
  • Methodology Knowledge: Recognized by colleagues as an authority in several analysis methodologies, and:
    • asked by leadership to spearhead change in methodologies.
    • asked by peers for advice and support.
7.3 Validate Requirements

7.3.4.1 Expert: Advanced knowledge of identifying assumptions in order to manage risks.

7.3.4.2 Expert: Creates rules for defining measurable evaluation criteria to assess the success of the change.

7.3.4.3 Expert: Guides practice in evaluating alignment with solution scope to support value delivery.

Key behaviours include:

  • Systems Thinking: Able to clearly and consistently understand and communicate concepts to relevant stakeholders, as they relate to different aspects of the enterprise.
  • Organization Knowledge: Develop a network of Subject Matter Experts (SMEs) needed to work within the organization; recognized by colleagues as someone who can get things done.
  • Methodology Knowledge: Recognized by colleagues as an authority in several analysis methodologies, and:
    • asked by leadership to spearhead change in methodologies.
    • asked by peers for advice and support.
7.4 Define Requirements Architecture

7.4.4.1 Expert: Advanced knowledge of using requirements viewpoints and views effectively.

7.4.4.2 Expert: Creates rules for leveraging templates to develop the solution architecture.

7.4.4.3 Expert: Guides practice in ensuring the set of requirements is complete

7.4.4.4 Expert: Guides practice in ensuring requirements relate to each other by identifying requirements relationships.

7.4.4.5 Expert: Creates rules for defining the business analysis information architecture.

Key behaviours include:

  • Problem Solving: Guide others to see a structured approach to problem solving.
  • Conceptual Thinking: Recognized as an authority in putting the pieces together to provide understanding of the big picture.
  • Methodology Knowledge: Recognized by colleagues as an authority in several analysis methodologies, and:
    •  asked by leadership to spearhead change in methodologies.
    •  asked by peers for advice and support.
7.5 Define Design OPtions

7.5.4.1 Expert: Guides practice in identifying appropriate solution approaches.

7.5.4.2 Expert: Guides practice in identifying improvement opportunities.

7.5.4.3 Expert: Guides practice in allocating requirements to solution components and releases to best achieve change objectives.

7.5.4.4 Expert: Guides practice developing design options aligned with the desired future state.

Key behaviours include:

  • Systems Thinking: Able to clearly and consistently understand and communicate concepts to relevant stakeholders, as they relate to different aspects of the enterprise.
  • Conceptual Thinking: Recognized as an authority in putting the pieces together to provide understanding of the big picture.
  • Organization Knowledge: Develop a network of Subject Matter Experts (SMEs) needed to work within the organization; recognized by colleagues as someone who can get things done.
  •  
7.6 Analyze Potential Value and Recommend Solution

7.6.4.1 Expert: Guides practice in identifying the expected benefits of a potential solution.

7.6.4.2. Expert: Guides practice in identifying the costs associated with a potential solution.

7.6.4.3 Expert: Guides practice in determining the value of a solution to key stakeholders.

7.6.4.4 Expert: Guides practice in assessing design options and recommending the appropriate solution.

Key behaviours include:

  • Decision Making: Coach others on how to assess situations in order to make the most informed decisions about which course of action to pursue.
  • Systems Thinking: Able to clearly and consistently understand and communicate concepts to relevant stakeholders, as they relate to different aspects of the enterprise.
  • Solution Knowledge: Coach others to leverage an understanding of the organization to identify the most effective means of implementing a change.

 

Chapter 8: Solution Evaluation

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8.1 Measure Solution Performance

8.1.4.1 Expert: Creates rules for identifying appropriate measures for assessing solution performance.

8.1.4.2 Expert: Guides practice in validating selected performance measures with key stakeholders.

8.1.4.3 Expert: Guides practice in collecting appropriate performance measures to assess solution performance.

Key behaviours include:

  • Solution Knowledge: Coach others to leverage an understanding of the organization to identify the most effective means of implementing a change.
  • Methodology Knowledge: Recognized by colleagues as an authority in several analysis methodologies, and:
    • asked by leadership to spearhead change in methodologies.
    • asked by peers for advice and support.
  • Verbal & Non-Verbal Communication: Consistently adapt communication style to the needs of the situation and the individual.
  • Office Productivity and Communication Tools & Technology: Guide others in using office applications to document, track, and communicate information and artifacts.
8.2 Analyze Performance Measures

8.2.4.1 Expert: Guides practice in examining collected performance easures to assess solution performance.

8.2.4.2 Expert: Guides practice in highlighting identified risks.

8.2.4.3 Expert: Guides practice in identifying relevant trends.

8.2.4.4 Expert: Guides practice in testing and analyzing performance measures to ensure accuracy.

8.2.4.5 Expert: Guides practice in identifying the root cause of performance variances and recommending actions.

Key behaviours include:

  • Learning: Recognized by colleagues as an authority in learning quickly and willingly.
  • Systems Thinking: Able to clearly and consistently understand and communicate concepts to relevant stakeholders, as they relate to different aspects of the enterprise.
  • Business Acumen & Industry Knowledge: Guide others in incorporating business and industry knowledge into work.
  •  
8.3 Assess Solution Limitations

8.3.4.1 Expert: Guides practice in identifying internal solution component dependencies.

8.3.4.2 Expert: Guides practice in performing problem analysis to identify the source of solution limitations.

8.3.4.3 Expert: Guides practice in performing impact assessment activities to quantify factors that affect solution performance.

Key behaviours include:

  • Learning: Recognized by colleagues as an authority in learning quickly and willingly.
  • Systems Thinking: Able to clearly and consistently understand and communicate concepts to relevant stakeholders, as they relate to different aspects of the enterprise.
  • Business Acumen & Industry Knowledge: Guide others in incorporating business and industry knowledge into work.
  •  
8.4 Assess Enterprise Limitations

8.4.4.1 Expert: Guides practice in assessing enterprise culture.

8.4.4.2 Expert: Guides practice in completing stakeholder impact analysis.

8.4.4.3 Expert: Guides practice in assessing how a solution impacts the organizational structure.

8.4.4.4 Expert: Guides practice in performing operational assessment.

Key behaviours include:

  • Learning: Recognized by colleagues as an authority in learning quickly and willingly.
  • Systems Thinking: Able to clearly and consistently understand and communicate concepts to relevant stakeholders, as they relate to different aspects of the enterprise.
  • Business Acumen & Industry Knowledge: Guide others in incorporating business and industry knowledge into work.
  •  

 

8.5 Recommend Actions to Increase Solution Value

8.5.4.1 Expert: Guides practice in ensuring appropriate solution performance measures are being used.

8.5.4.2 Expert: Guides practice in providing substantiated recommendations.

Key behaviours include:

  • Decision Making: Coach others on how to assess situations in order to make the most informed decisions about which course of action to pursue.
  • Systems Thinking: Able to clearly and consistently understand and communicate concepts to relevant stakeholders, as they relate to different aspects of the enterprise.
  • Organization Knowledge: Develop a network of Subject Matter Experts (SMEs) needed to work within the organization; recognized by colleagues as someone who can get things done.
  •