Course Outline

Business Analysis Planning and Monitoring

• Why is a Plan Needed?
• Business Analysis Planning and Monitoring Input/output
• Tasks Under Business Analysis, Planning and Monitoring
• Plan Business Analysis Approach
  • Agile Principles Compared to Waterfall
  • Various Agile Methods for Project Management
    • Scrum
    • Extreme Programming
    • Dynamic Systems Development Method (DSDM) Framework
    • KANBAN
  • Stakeholder Engagement
    • RACI Matrix – Stakeholder Analysis
    • Illustration of a Communication Plan
    • Dealing with Difficult Stakeholders
  • Plan Business Analysis Governance
  • Plan Business Analysis of Information Management
  • Identify Business Analysis Performance Improvements

Introduction to Elicitation and Collaboration

• What Does Elicitation Mean?
• Tasks Under Elicitation and Collaboration
• Elicitation and Collaboration Input / Output
• Prepare for Elicitation
  • Prepare for Elicitation Input / Output
  • Sometimes, A Conversation Alone Isn’t Enough
  • Conduct Elicitation Input / Output
• Conduct Elicitation
  • Requirement Elicitation Questioning Techniques
  • Conduct Elicitation
  • Confirm Elicitation Results Input / Output
• Confirm Elicitation Results
  • Communicate Business Analysis Information Input / Output
• Communicate Business Analysis Information
  • Manage Stakeholder Collaboration Input / Output
  • Manage Stakeholder Collaboration

Requirements Life Cycle Management

• What are Requirements?
• Requirements Life Cycle
• Requirements Lifecycle Management Input / Output
• Tasks under Requirements Lifecycle Management
• Trace Requirements Input / Output
• Gap in Requirements
• Trace Requirements
  • What All Is Traced?
  • How to Record Traceability?
  • Maintain Requirements Input / Output
• Maintain Requirements
  • Reasons for Tracing and Maintaining Requirements
  • Prioritise Requirements Input / Output
• Prioritise Requirements
  • Why Prioritise Requirements?
  • How to Prioritise Requirements?
  • Assess Requirements Input / Output
• Assess Requirements
  • Approve Requirements Input / Output
• Approve Requirements
  • Getting a Sign – Off OnRequirements 
  • Tips for Effective Requirements Management

Strategy Analysis 

• What is Strategy Planning and Analysis?
• Strategy Analysis
• Strategy Analysis Input / Output
• Tasks under Strategy Analysis
• Analyse Current State
  • Tools for Analysing Current State to Make Strategic Decisions
  • SWOT Analysis
  • Industry Analysis – Porter’s Five Forces Model
  • Define Future State Input / Output
• Assess Risks
  • Assess Risks
  • Define Change Strategy Input / Output
• Define Change Strategy
• Tools for Defining Change Strategy
  • BCG Growth/Share Portfolio Matrix
  • GE Business Screen Matrix
• Expert BA Behavior that helps in Executing the Task

Requirement Analysis and Design Definition

• Requirement Analysis and Design Definition Input / Output
• Tasks Under Requirement Analysis and Design Definition
• Specify and Model Requirements Input / Output
  • Specify and Model Requirements
  • Verify Requirements
  • Validate Requirements
  • Define Requirements Architecture
  • Define Design Options
  • Analyse Potential Value and Recommend Solution
• Paralysis of Analysis
• Useful Techniques to Avoid Paralysis of Analysis
• Responsibilities of Business Analyst in Requirement Analysis and Design Definition

Solution Evaluation

• Understand Solution Evaluation
• Tasks Under Solution Evaluation
  • Measure Solution Performance
  • Analyse Performance Measures
  • Assess Solution Limitations
  • Assess Enterprise Limitations
  • Recommend Actions to Increase Solution Value