CCBA approach - Certification of Competency in Business Analysis Updated: 2024

Application Fee (non-refundable and non-transferable)Exam FeeMember, Non-Member, Corporate MemberMemberECBA™$60$110CCBA®$125$325CBAP®$125$325

Communicating and negotiating well are essential for them. Good at using a variety of business intelligence tools to create interactive reports. It would be extremely beneficial to obtain a certification from the International Institute of Business Analysis (IIBA), such as Certified Business Analysis Professional (CBAP).

Using business analysis, organizations can identify their need for change, articulate that change, and facilitate it. Identifying and defining business solutions that will maximize value delivered to stakeholders is our responsibility as business analysts.

Most organizations, and managers, believe that ongoing learning and development for their people is important for their growth, improved performance and overall business success. As a result, companies around the world invest significantly in training each year, with over $366 billion spent in 2018. Training budgets increased significantly in 2019, and research suggests that the role of learning and development (L&D) will broaden in 2020.

However, despite this belief, focus and investment, many organizations fail at implementing the type of learning culture and training experience that will truly elevate performance and provide significant returns on investment (ROIs). While most managers say they believe training is important, they typically consider the implementation and execution of L&D in their organization to be less than effective. In fact, HBR states that 75% of managers (registration required) are dissatisfied with their company's L&D function. Why the disconnect? Based on our experience developing learning strategies and cultures with companies, we've found six critical L&D problems that exist in many organizations today.

1. Some L&D teams lack L&D expertise and real-world credibility. We typically find that those responsible for the L&D efforts lack in-depth expertise in developing and/or delivering content. The L&D function is too often another step in an HR generalist's approach to getting their experience in all aspects of the business. Add to this the fact that most of these people designing and delivering content have little to no operations experience, and many have never actually led a team. As a result, we often see a situation where the L&D team will deliver the training they want to deliver, rather than what is actually needed in the operation or by the management team. Therefore, it is not surprising when there is a lack of confidence with in-house training teams.

2. The training offered is not what is needed. As mentioned, we see many L&D teams delivering training that doesn't directly relate to improving individual or organizational performance. They often focus on measuring success by the number of trainings provided, instead of focusing on the quality of what is delivered. We see a lot of training created that is generic and at a high enough level to "cover everybody." This approach is limiting, and it is no wonder that 70% of employees (registration required) report they do not have the mastery to do their jobs. L&D in the future must be more personalized and customized to what people really need — providing specific training to drive habit improvement.

3. L&D becomes a mandatory to-do. Once a lack of confidence in the value of training occurs, management teams become resistant to sending their people to training, and they often do not see the value in their own attendance. As a result, organizations, at the request of their L&D teams, will often shift to make training mandatory, thereby forcing individuals into learning. I can tell you from experience that forced training does not work, especially when the content and delivery is dull and lacks relevance.

4. The focus is on training events, not a learning culture. Some organizations seem more focused on investing and delivering training events, one-off training sessions that are not always connected, relevant nor delivered when they are needed most. It is no wonder that many managers loathe the training process. When the focus is just on "ticking the box" with a certain number of events rather than evolving an attitude throughout the organization on the benefits and need for learning, the training investment is often wasted. Companies must establish an attitude and infrastructure that offers employees and managers the time and opportunity for continuous learning on a variety of subjects in a variety of mediums at any time.

5. The top of the organization has stopped learning. Another issue limiting a learning culture is when L&D is not truly supported from the top of the organization. While every executive we meet says they support training, they often do not engage in any learning and development themselves. Whenever we see true learning cultures, it is usually because there is real participation and support from the very top of the organization. Not only do these executives stop leading when they stop learning, but they also send a message that training is not as important as they might be telling us.

6. The training overlooks the biological realities of learning and retention. Simply put, many training sessions we review are too long, try to cram too much information into a single session or are just boring. As attention spans become shorter, we must evolve the learning experience to be more interactive, built around games and/or discussions and involve participants being hands-on. We need to build training that fits our employees rather than trying to make our employees fit our training. We must also be more considerate of how retention works, meaning that training strategies must be built around opportunities with time to practice skills learned and less time on introducing new concepts. On-the-job-training is still the best learning experience, so more emphasis must be placed on allowing time to practice in the operation rather than on a computer or in a classroom.

Learning cultures are essential for the modern organization. In the 2020s, companies must move beyond just offering learning events or a curriculum of e-learning modules and focus on developing a true learning culture, one that inspires, open minds, supports change and growth, encourages creativity, delivers innovation and develops the next level of leaders. It is time to consider whether your business is maximizing its investment in training and if your company is approaching L&D correctly. Consider whether any of these issues apply to you, and be willing to rethink your L&D to maximize your ROI.

A three-minute viral video shows an irate Baltimore police officer berating a teenager because he ignored orders to stop skateboarding and called the officer "dude."

"Obviously your parents don't put a foot in your butt quite enough because you don't understand the meaning of respect," he shouted at the skateboarder, who remained relatively calm.

That 2007 interaction cost the officer his job. But as policing evolves, others are learning from his mistakes.

The Baltimore Police Department recently started requiring its members to complete a program on emotional regulation that uses video as a learning tool and teaches them the basics of brain science by examining the relationship between thoughts, feelings and actions. It's a far cry from traditional police training.

In a city whose embattled police force has long struggled to earn public trust, especially since Freddie Gray's 2015 death from spinal injuries sustained in police custody, department leaders are demonstrating their willingness to think outside the box. The approach could become more common as agencies nationwide dedicate more resources to addressing mental health challenges among officers and preventing negative public interactions.

Baltimore's program is overseen by the anti-violence organization Roca, which works primarily with at-risk youth from the city's poorest and most violent neighborhoods — a population that has more in common with police officers than some might think, according to Roca staff. The organization has provided a curriculum for the eight-hour Rewire4 course, which is now required of all Baltimore police officers. Other law enforcement agencies along the East Coast have also adopted the program, including the Boston Police Department.

"In the streets, we look at some police officers like they're crazy, and they look at us like we're crazy," said James "JT" Timpson, a Baltimore resident who helps lead the Roca Impact Institute. "But we're both experiencing the same thing, which is trauma."

Understanding that common ground helps officers relate to members of the public, said Maj. Derek Loeffler, who oversees training and education for the Baltimore Police Department.

Officers in the course were asked to describe some of their most memorable calls for service. One officer recalled a case where three children were found decapitated, comparing the scene to something out of a horror movie. She said the images will haunt her forever.

"It takes a toll," instructor Lt. Lakishia Tucker told the class. "This stuff ain't normal that we see, that we deal with, that we handle on a daily basis."

Police officers are human underneath the uniform, she said, and experiencing repeated trauma can result in hypervigilant behavior.

Instructors played the 2007 viral video as an example of what happens when a person gets triggered and starts operating in survival mode, which they called "bottom brain" because it activates neurological pathways associated with fear and stress responses. The "top brain," however, is where reason prevails, leading to slower, more careful decision-making.

The training, which was observed by an Associated Press reporter, presented a series of practices rooted in cognitive behavioral therapy, a type of psychotherapy aimed at strengthening healthy neurological pathways in the brain through awareness and repetition. "Flex your thinking" and "Label your feelings" are among the skills presented. Participants can also sign up to receive key lesson reminders via text messages from Roca staff after the training.

The Rewire4 curriculum is a modified version of what the organization's outreach workers use in their interactions with at-risk youth. Roca, which was founded in Massachusetts over three decades ago, opened an office in Baltimore in 2018. It has since provided hundreds of young men with life-coaching services, job opportunities and behavioral health tools aimed at preventing the rapidly escalating conflicts that so often turn deadly.

Exposing police to similar tools could help reduce police violence, avoid unfavorable headlines and build community trust, organizers said.

"Today is an invitation for you to learn something that can help you personally and professionally," Tucker told the class of officers. "Law enforcement is different today. Every single thing is being recorded."

The increased prevalence of body cameras and cellphones means officers are facing more pressure to stay calm even when they get triggered.

During the class, instructors talked about how to avoid a "bottom brain" reaction, in part by approaching others with empathy.

"We have to learn how to separate the person from the behavior," Tucker said.

That could mean dismantling stereotypes, such as assuming everyone in a certain neighborhood is a drug dealer, said Sgt. Amy Strand, another instructor.

"I like to twist it and say, what about us?" she said, describing how some people assume all police officers are corrupt and aggressive. "We get it dealt to us, so let's not deal it out to everybody else. supply some grace."

The Baltimore Police Department recently started administering the training amid a slew of other reform efforts dating back years. In the wake of Gray's death, Justice Department investigators uncovered a pattern of unconstitutional policing practices, especially against Black residents. That led to a 2017 federal consent decree mandating a series of court-ordered changes.

Soon thereafter, several officers were indicted on federal racketeering charges as the Gun Trace Task Force corruption scandal reverberated through the department, further fracturing public trust. In recent months, the department received criticism after two police shootings in adjacent neighborhoods.

Sgt. Maria Velez, the third instructor, said the career brings its challenges, but she still wants to help people. She asked her colleagues to think about their reasons for joining the police force.

"This is more than just a job. You have a calling for this, something inside of you that makes you want to get up every single day and push through adversity," she said. "Everyone here is still choosing to show up, regardless of what's happened."

Special teams coordinator Dave Fipp talks at the podium to break down the game against Dallas from a special teams perspective. He talks about the fake punt thrown by linebacker Jalen Reeves-Maybin and how he thought that impacted the game, talks about Minnesota and some similarities between them and Dallas on that side of the ball and, also talks about Reeves-Maybin being selected for this years Pro Bowl.

Special teams coordinator Dave Fipp talks at the podium to break down the game against Dallas from a special teams perspective. He talks about the fake punt thrown by linebacker Jalen Reeves-Maybin and how he thought that impacted the game, talks about Minnesota and some similarities between them and Dallas on that side of the ball and, also talks about Reeves-Maybin being selected for this years Pro Bowl.

BALTIMORE (AP) — A three-minute viral video shows an irate Baltimore police officer berating a teenager because he ignored orders to stop skateboarding and called the officer “dude.”

“Obviously your parents don’t put a foot in your butt quite enough because you don’t understand the meaning of respect,” he shouted at the skateboarder, who remained relatively calm.

That 2007 interaction cost the officer his job. But as policing evolves, others are learning from his mistakes.

The Baltimore Police Department recently started requiring its members to complete a program on emotional regulation that uses video as a learning tool and teaches them the basics of brain science by examining the relationship between thoughts, feelings and actions. It’s a far cry from traditional police training.

In a city whose embattled police force has long struggled to earn public trust, especially since Freddie Gray’s 2015 death from spinal injuries sustained in police custody, department leaders are demonstrating their willingness to think outside the box. The approach could become more common as agencies nationwide dedicate more resources to addressing mental health challenges among officers and preventing negative public interactions.

Baltimore’s program is overseen by the anti-violence organization Roca, which works primarily with at-risk youth from the city’s poorest and most violent neighborhoods — a population that has more in common with police officers than some might think, according to Roca staff. The organization has provided a curriculum for the eight-hour Rewire4 course, which is now required of all Baltimore police officers. Other law enforcement agencies along the East Coast have also adopted the program, including the Boston Police Department.

“In the streets, we look at some police officers like they’re crazy, and they look at us like we’re crazy,” said James “JT” Timpson, a Baltimore resident who helps lead the Roca Impact Institute. “But we’re both experiencing the same thing, which is trauma.”

Understanding that common ground helps officers relate to members of the public, said Maj. Derek Loeffler, who oversees training and education for the Baltimore Police Department.

Officers in the course were asked to describe some of their most memorable calls for service. One officer recalled a case where three children were found decapitated, comparing the scene to something out of a horror movie. She said the images will haunt her forever.

“It takes a toll,” instructor Lt. Lakishia Tucker told the class. “This stuff ain’t normal that we see, that we deal with, that we handle on a daily basis.”

Police officers are human underneath the uniform, she said, and experiencing repeated trauma can result in hypervigilant behavior.

Instructors played the 2007 viral video as an example of what happens when a person gets triggered and starts operating in survival mode, which they called “bottom brain” because it activates neurological pathways associated with fear and stress responses. The “top brain,” however, is where reason prevails, leading to slower, more careful decision-making.

The training, which was observed by an Associated Press reporter, presented a series of practices rooted in cognitive behavioral therapy, a type of psychotherapy aimed at strengthening healthy neurological pathways in the brain through awareness and repetition. “Flex your thinking” and “Label your feelings” are among the skills presented. Participants can also sign up to receive key lesson reminders via text messages from Roca staff after the training.

The Rewire4 curriculum is a modified version of what the organization’s outreach workers use in their interactions with at-risk youth. Roca, which was founded in Massachusetts over three decades ago, opened an office in Baltimore in 2018. It has since provided hundreds of young men with life-coaching services, job opportunities and behavioral health tools aimed at preventing the rapidly escalating conflicts that so often turn deadly.

Exposing police to similar tools could help reduce police violence, avoid unfavorable headlines and build community trust, organizers said.

“Today is an invitation for you to learn something that can help you personally and professionally,” Tucker told the class of officers. “Law enforcement is different today. Every single thing is being recorded.”

The increased prevalence of body cameras and cellphones means officers are facing more pressure to stay calm even when they get triggered.

During the class, instructors talked about how to avoid a “bottom brain” reaction, in part by approaching others with empathy.

“We have to learn how to separate the person from the behavior,” Tucker said.

That could mean dismantling stereotypes, such as assuming everyone in a certain neighborhood is a drug dealer, said Sgt. Amy Strand, another instructor.

“I like to twist it and say, what about us?” she said, describing how some people assume all police officers are corrupt and aggressive. “We get it dealt to us, so let’s not deal it out to everybody else. supply some grace.”

The Baltimore Police Department recently started administering the training amid a slew of other reform efforts dating back years. In the wake of Gray’s death, Justice Department investigators uncovered a pattern of unconstitutional policing practices, especially against Black residents. That led to a 2017 federal consent decree mandating a series of court-ordered changes.

Soon thereafter, several officers were indicted on federal racketeering charges as the Gun Trace Task Force corruption scandal reverberated through the department, further fracturing public trust. In recent months, the department received criticism after two police shootings in adjacent neighborhoods.

Sgt. Maria Velez, the third instructor, said the career brings its challenges, but she still wants to help people. She asked her colleagues to think about their reasons for joining the police force.

“This is more than just a job. You have a calling for this, something inside of you that makes you want to get up every single day and push through adversity,” she said. “Everyone here is still choosing to show up, regardless of what’s happened.”