CERTIFICATES

This module covers the overview of the business analysis definition and content, business analyst role, value of business analysis, business analysis, tools and techniques for BOBOK Guide v3, relationships between knowledge areas, business analysis key terms, business analysis core concepts, BACCM Model, Stakeholders with project team, stakeholders external to the project, BACCM components, requirements classification schema, requirements and design cycle.

Find out how business analysts identify and reach agreements with stakeholders on requirements. The tasks in this knowledge area describe how you as a business analyst reach a mutual understanding of various types of business analysis information with stakeholders. The activities associated with this task include workshops, surveys, and ad hoc collaboration and conversations.

Requirements are the foundation of all your business analysis activities. If the objective of a project is to deliver solutions that best meet requirements, then you'd best keep a close eye on those requirements and the designs that address them. So, we’ll look at what your role is in tracing and maintaining requirements and designs.

It covers everything from assessing the current state of operations, doing some visioning regarding a desired future state, determining what the risks are that will need to be managed, and then coming up with the best strategy for realizing the desired future state.

This course covers the first three tasks, which involve creating a list of requirements and then verifying that they are of sufficient quality to be used for further work. And then, validating them to ensure they deliver benefits to the stakeholders, align with business goals, and align with the objectives of the change.

Related to creating a requirements architecture, you develop a set of designs and analyze those to determine where the best value is. The final step is to develop the solution recommendation that represents the best design.

It involves measuring and analysing solution performance as well as identifying limitations within the solution and the enterprise that may be keeping the solution from reaching its full value potential. The final task is to recommend actions to remove the limitations and thereby increase the value of the solution.

Analytical techniques assist the business analyst to identify problems and to find solutions. This course will introduce Analysis Tools for Scoping and Planning, Models that Support Business Analysis and Analyses that Support Decision making.

The categories of techniques covered in this course include idea generation and data gathering techniques that you can use with groups, such as brainstorming, collaborative games, and workshops. We'll also look at decision-making techniques, such as estimation and prioritisation.

Some of them are glossaries and business rules you'll need, others are documents you'll create that contain business cases, use cases, and user stories. The final type of documents we'll look at contain metrics and criteria you'll use for evaluating performance and establishing requirements.
 

These competencies represent skills and knowledge that all business analysts should have in order to excel at their jobs. There are six categories of competencies altogether, and in this course we'll be looking at three of them: analytical thinking and problem solving, communication skills, and interaction skills.

Covers behavioural characteristics such as personal accountability, trustworthiness, adaptability, and organisation and time management. We'll also look at various areas of business knowledge that are important to business analysis. Finally, we'll talk about some of the tools and technology that business analysts use on the job.

we'll be looking at five different perspectives from which business analysis may need to view their work. Perspectives are used within business analysis to provide focus for the tasks you will carry out. They'll also come with a set of techniques that are specific to the context of the change initiative.