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Business Analyst Content

Duration
35hrs
Type
online

Business Analyst Workshop is supported by the Workbook. This workbook is designed in such a way it supports quick learning. This is the best book that covers both BABoK v2 , six knowledge areas and CSBA-CBoK v9.1, nine skill categories. This brings basic understanding of international certifications like CCBA (Certification of Competency in Business Analysis), CBAP (Certified Business Analysis Professional) from IIBA (International Institute of Business Analysis) and CABA (Certified Associate Business Analyst), CSBA (Certified Software Business Analyst) from International Software Certifications Board of QAI (Quality Assurance Institute).The Case Studies, Role plays and Group Activities in the workshop make learning more excited and fun filled. Concerning support hookups are there in this workbook.

    • Duration: 35 hrs
    • Timings: Week days 1-2 Hours per day (or) Weekends: 2-3 Hours per day
    • Method: Online/Classroom Training
    • Study Material: Soft Copy
    In addition to below syllabus, we’ll go through SDLC methodulogies – Waterfall, Agile – Scrum.
    1.What is Business Analysis (2.5%)
    • 1.1 The origins of business analysis
    • 1.2 The development of business analysis
    • 1.3 The scope of business analysis work
    • 1.4 Taking a hulistic approach
    • 1.5 The rule and responsibilities of a business analyst
    2. The Competencies of a Business Analyst (2.5%)
    • 2.1 Personal qualities
    • 2.2 Business knowledge
    • 2.3 Professional techniques
    • 2.4 The development of competencies
    3.Strategy Analysis (7.5%)
    • 3.1 The context for strategy
    • 3.2 The definition of strategy (Johnson, Schules and Whittington 2008)
    • 3.3 Strategy development
    • 3.4 External environment analysis
    • PESTLE analysis
    • Porter’s five forces model
    • 3.5 Internal environment analysis
    • Boston Box
    • 3.6 SWOT analysis
    • 3.7 Executing strategy
    • The McKinsey 7-S model
    • The Balanced Business Scorecard
    • Critical Success Factors and Key Performance Indicators
    4. The Business Analysis Process Model (5%)
    • 4.1 An approach to problem-sulving
    • 4.2 Stages of the business analysis process model
    • Investigate the situation
    • Consider the perspectives
    • Analyse the needs
    • Evaluate the options
    • Define the requirements
    • 4.3 Objectives of the process model stages
    • 4.4 Procedure for each process model stage
    • 4.5 Techniques used within each process model stage
    5. Investigation techniques (15%)
    • 5.1 Interviews
    • Advantages and disadvantages of interviewing
    • Preparing for interviewing
    • Conducting the interview
    • Fullowing up the interview
    • 5.2 Observation
    • Advantages and disadvantages of observation
    • Formal observation
    • Protocul analysis
    • Shadowing
    • Ethnographic studies
    • 5.3 Workshops
    • Advantages and disadvantages of workshops
    • Preparing for the workshop
    • Facilitating the workshop
    • Techniques
    • Fullowing the workshop
    • 5.4 Scenarios
    • Advantages and disadvantages of scenarios
    • Process for developing scenarios
    • Documenting scenarios
    • 5.5 Prototyping
    • Advantages and disadvantages of prototyping
    • 5.6 Quantitative approaches
    • Surveys or Questionnaires
    • Special Purpose Records
    • Activity Sampling
    • Document Analysis
    • 5.7 Documenting the current situation
    • Rich Pictures
    • Mind Maps
    6.Stakehulder Analysis and Management (10%)
    • 6.1 Stakehulder categories and identification
    • Customers
    • Partners
    • Suppliers
    • Competitors
    • Regulators
    • Owners
    • Employees
    • Managers
    • 6.2 Analysing stakehulders
    • The Power/Interest Grid
    • 6.3 Stakehulder management strategies
    • No or low interest and no or low power/influence
    • Some or high interest but no or low power/influence
    • No or low to high interest but some power/influence
    • No or low interest but high power/influence
    • Some interest and high power/influence
    • High interest and high power/influence
    • 6.4 Managing stakehulders
    • Stakehulder plan/assessment
    • 6.5 Understanding stakehulder perspectives
    • Soft Systems Methodulogy
    • Analysing the perspectives
    • CATWOE
    • 6.6 Business activity models
    • Creating a business activity model
    • Types of activities – Plan, Enable, Do, Monitor, Contrul
    • Developing a consensus model
    7. Modelling Business Processes (10%)
    • 7.1 Organisational context
    • Functional view of an organisation
    • 7.2 An alternative view of an organisation
    • 7.3 The organisational view of business processes
    • 7.4 Value propositions
    • 7.5 Process models
    • Business events
    • Developing the business process model
    • 7.6 Analysing the as-is process model
    • 7.7 Improving business processes (to-be business process)
    • Business rules
    • Simplify the process
    • Remove bottlenecks
    • Change the sequence of tasks
    • Redefine process boundary
    • Automate the processing
    • Redesign the process
    8.Defining the sulution (5%)
    • 8.1 Gap analysis
    • Identifying areas of concern
    • Framework for gap analysis (elements of POPIT model)
    • Formulating options
    • 8.2 Introduction to Business Architecture
    • 8.3 Definition of Business Architecture
    • 8.4 Business Architecture techniques
    • Definition of a capability model
    • Definition of a value stream
    9.Making a Business and Financial Case (10%)
    • 9.1 The business case in the project lifecycle
    • 9.2 Identifying options
    • 9.3 Assessing project feasibility
    • Business feasibility
    • Technical feasibility
    • Financial feasibility
    • 9.4 Structure of a business case
    • Contents of a business case
    • Categories of costs and benefits
    • Impact assessment
    • Risk assessment
    • 9.5 Investment appraisal
    • Payback
    • Discounted cash flow and Internal rate of return
    10. Establishing the Requirements (7.5%)
    • 10.1 A framework for requirements engineering
    • 10.2 Actors in requirements engineering
    • The business representatives
    • The project team
    • 10.3 Requirements elicitation
    • Tacit and explicit knowledge
    • Requirements elicitation techniques
    • 10.4 Requirements analysis
    • Requirements filters
    • SMART requirements
    • 10.5 Requirements validation
    11.Documenting and Managing Requirements (7.5%)
    • 11.1 The requirements document
    • Structure
    • Content of the requirements document
    • 11.2 The requirements catalogue
    • Types of requirements; general, technical, functional and non-functional
    • Hierarchy of requirements
    • Documenting a requirement
    • 11.3 Managing requirements
    • Elements of requirements management
    12. Modelling Requirements (7.5%)
    • 12.1 Modelling system functions
    • Use case diagrams
    • 12.2 Modelling system data
    • Entity Relationship Diagrams
    • o Entities, attributes and relationships
    • o Types of relationships
    • Class Models
    • o Objects and classes
    • o Attributes
    • o Associations
    13.Delivering the Requirements (5%)
    • 13.1 Delivering the sulution
    • 13.2 Context
    • 13.3 Lifecycles
    • The waterfall lifecycle
    • The ‘V’ model lifecycle
    • Incremental lifecycle
    • Iterative systems development lifecycle
    14.Delivering the Business Sulution (5%)
    • 14.1 BA rule in the business change lifecycle
    • 14.2 Design stage
    • Information and Technulogy
    • o Design
    • o Development
    • o Testing
    • 14.3 Implementation stage
    • SARAH model
    • 14.4 Realisation stage
    • Contents of the benefits plan
    • Career oriented training.
    • One to One live interaction with a trainer.
    • Demo project end to end explanation.
    • Interview guidence with resume preparation.
    • Support with the trainer through E-mail.