Preview: Austin Project Management, Business Analysis, & Leadership Programs

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A quick preview of our Austin and virtual based programs for open enrollment learning. Training when you need it, where you want it, with deep content and great results. Project Management, Business Analysis, Lean Six Sigma, Data Analysis, Customer Service, Microsoft Project, and many more.

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  • Thank you everyone for the opportunity to get to know you and your career direction.NICOLE: Please write whatever you feel Reps and instructors should say about PE here…
  • NICOLE: Is this what you want or left over from an old presentation? Please adapt as you see fit.SEU recognizes that learning is not just about attending training courses but is critical to an organizations success.  Today business is fast moving, competitive and demands a highly skilled workforce.   Our Learning Services offerings are designed to support our customers in achieving these goals and together we develop learning programs that fit in with your strategy.All the components of our Learning Services offerings are modular and so working with our Learning Consultants, our customers can select the support they need down to a granular level.  This gives them the flexibility to either use small pieces of our expertise to complement their existing internal skills within the Learning and Development department or to outsource all of their requirements to SEU PE as a Managed Training Service.You can make the choice to leverage our expertise or build the model that will more closely fit their culture and budget.
  • Ability to deliver far reaching programs.
  • Certification is becoming increasingly important to your career. While best practices are your guarantee of excelling in your work, certifications may get you in the door or help with your career growth in other ways.
  • Information Technology Infrastructure Library -A set of rules for how to deliver IT services more efficiently by improving management processes across IT departments that support networks, applications, databases and systems.
  • Ability to deliver far reaching program.
  • Certified Business Analysis Professional (CBAP)®BootcampSessions: 5 Sessions Class Time: 8:30am-4:30pm 35 PDU/CDU/ CEU/EdHoursBUSINESS ANALYSIS TRAINING USING REAL-WORLD PROJECT LEARNING. ADAPTABLE, BEST PRACTICES FOR EXPERIENCED PROFESSIONALS.Overview: This fast paced course provides professionals and teams who manage or lead requirements and testing efforts on projects a good foundation in Business Analysis best practices and principles. This course gives you a proven set of core techniques, methods, and tips to elicit (gather), capture, write (express), and analyze business, stakeholder, solution, and transition requirements. Key among these are the Agile & Integrated™ Business Analysis (A&I™ BA) concepts and how to apply them for maximum results. You come away with performance increasing actionable techniques to put to use right away back on the job.Students will receive a proven set of business process core techniques, methods, and tips for business analysis to help Business Analysts document, model, analyze, and improve manual and automated business processes. You will learn how to model business processes using user stories, use cases, context, data flow, activity, and swim lane diagrams to show workflow, transformations, and scope. You will learn the generally accepted Business Analyst role and responsibilities and how to tailor them to your organization needs. The BootCamp empowers and educates through multiple learning channels including exercises, best practices discussion, tailoring processes, lecture, graphics, and presentations. You come away with the savvy, capability, and tools to manage BA work in real projects in real organizations.
  • Continue the worldwide trend to do more with less. Use recently proven methods for Business Analysis to leverage your team’s expertise. Effectively record tasks now for action. Draw conclusions and act at the project level choosing the most efficient actions from your newly expanded best practices and formal Business Analysis techniques. In this course, we discuss Agile & Integrated™ (A&I™) Business Analysis strategies with tactics that attendees can apply now to any size and any stage project. After this course, participants will be able to persuasively describe and prepare an implementation plan for these two powerful strategies:Agile & Integrated™ Business Analysis best practices. Formal, traditional Business Analysis processes.Using just a few of the many A&I™ Project Management and Business Analysis methods will increase your team’s satisfaction and enable them to get more done.If you are interested in certification, you will have everything you need to formulate and execute your personal study plan.
  • BABOK® Guide Knowledge AreasBusiness Analysis Planning and MonitoringElicitationRequirements Management and CommunicationEnterprise AnalysisRequirements AnalysisSolution Assessment and ValidationThe Knowledge Areas are certainly related in the ways the above diagram depicts, yet also, for any given project, their process, deliverables, and emphasis may differ and overlap even more.Definitions (Source BABOK® Guide v2.0):The underlying competencies are skills, knowledge and personal characteristics that support the effective performance of business analysis. The underlying competency areas relevant to business analysis include:Analytical Thinking and Problem Solving supports effective identification of business problems, assessment of proposed solutions to those problems, and understanding of the needs of stakeholders. …Behavioral Characteristics support the development of effective working relationships with stakeholders and include qualities such as ethics, trustworthiness, and personal organization. Business Knowledge supports understanding of the environment in which business analysis is performed and knowledge of general business principles and available solutions.
  • This style of slide represents DA&R A&I Best Practices techniques that we add to the traditional BA best practices. These are in use at a variety of commercial, government, and non-profit organizations around the world. These will be addressed in detail and in practice in the BA Best Practices course. Ask your instructor if you would like to know more about that.Let’s talk about BA document use in your organization…Are you content with the way your documents are created, modified, baselined, stored, and labeled?How are we going to handle all these? The answer, of course, is to WEDIAKPO!TMWrite Everything Down In A Known Place Once! Including your BA processes.For instance, one of many possible time and hassle saving best practices is to declare where you will record your questions, assumptions, answer, and validations. Possibilities includeCreate a separate Question File or Question Log that serves as a single repository of questions and answersPut discussion/comments inline in each of your requirements and other documentsPut discussion/comments at end of your requirements and other documents
  • The same people have to do both columns of work. Who decides right mix?BAs should have a recommendation backed up by experience and expert judgment that is tailored to each project.If you ‘stack’ all the work together in one place, should be your Schedule, then you will better be able to negotiate what is important.
  • Business Analysis should be done, aside from compliance issues, to push your project forward faster than other means of communication and process.Business Analysis does not have to fully represent all details of a system, or even some of the main portions if they are not needed.Quality is approached intelligently with the following 3-part definition…Customer Satisfaction – the Sponsor and other Customers like and use the product for the life of the product or serviceMeet Requirements – Matches current baseline requirementsFitness for Use – Adheres to government, industry, and organization rules, regulations, standards, polices, etc.
  • Process Improvement may be one of the hardest areas to master.Some cultures use metrics extensively and constantly move toward improvement.Some cultures act on logic most of the time.Don’t count on it!Controls & MetricsWhat type of controls are available to you?Which ones could you try for the first time?What type of areas could be subject to controls?Metrics are just another side of controls…What type of metrics are available for use?
  • Briefly jot down your intended process and other types of improvements, new areas to try or research, and anything else that you hope to accomplish in your BA realm.This is not the place for a laundry list of interesting areas. Rather create a set of specific deliverables and actions that you are considering performing back on the job.As we finish up the course, you should revise and make concrete your intentions. Speak them to all attendees both to make them more real to you and to garner valuable feedback.Adjust your BA Action Plan from this feedback.
  • Communication SkillsOral CommunicationsTeachingWritten CommunicationsDefinitions (Source BABOK® Guide v2.0):Oral communication skills are used to verbally express ideas, information, or other matters. Oral communications are a rich channel that allows for the efficient transfer of information, including emotional and other non-verbal cues. Effective oral communication skills include both the ability to make oneself understood and the active listening skills that ensure that the statements of others are accurately understood. …Teaching requires an understanding of how people learn and the ability to use this understanding to effectively facilitate the learning experience. Effective communication of requirements requires teaching skills, as it frequently requires that the business analyst educate implementation SMEs about the context that a solution will be implemented in. A business analyst must be aware of different learning styles, including: visual learners ,auditory learners, and kinesthetic learners. …Written communication involves the use of symbols to communicate information. It includes the ability to write effectively for various contexts and audiences. … Effective written communication requires that the business analyst have a broad vocabulary, strong grasp of grammar and style, and an understanding of which idioms and terms will be readily understood by the audience. …
  • Here is how we depict the ‘big picture’ for BA Planning & Monitoring. The main activities will be broken down as needed later. We will also explain when and where to create or update each of the specified outputs. Of course we will also go over some time-saving best practices as well!Let’s take this opportunity to introduce some nomenclature for our business process diagrams…The bottom object in the left column with the puzzle piece symbol (Turquoise for those with color…) represents something that is not a document, role, or other standard type of object – here such as ‘Expert Judgment’ that is used in many Body of Knowledge books and in many other standards and references. We also use this object as an ‘Entity’ in our modeling areas.The Document objects, both input and output are on each side, with a page with a small fold symbol (Grey).The center object with an arrow and gear symbol is an activity (Green).Outputs (and inputs for that matter…) may not always be complete. They may be created prior to the activity they are input or output from, or the outputs may be created in that activity.
  • Here we look at the activities of the BA Planning & Monitoring Knowledge Area.The BABOK® Guide outputs from the Tasks above are on the prior slide and we will address each input and output along with the activity that uses them.As noted earlier, a Best Practice is to use Scope Management Plan or Scope & Requirements Management Plan as a subset or section of your overall Project Management Plan.You may also have BA processes maintained by your BA organization, PMO, or just a group of BAs who want to improve their performance.There are two major ways to conduct your BA work:Plan-driven – More of an upfront effort yielding highly predictable results.Change-driven – More reactive especially good when many unknowns exist.
  • Planning your approach is perhaps the most valuable time you can spend! Here are both casual and formal definitions…Expert Judgment is that elusive business and technical knowledge and experience to make and recommend decisions about process, product, and your project.Organization Process Assets are those templates, processes, and other documents that can be used or tailored for use on the project.Business Need is the underlying opportunity or problem statement.BA Approach is a separate document. You need your Scope & Requirements Management plan. We recommend you use only one document to reduce duplication.Definitions (Source BABOK® Guide v2.0):Organization Process Asset - All materials used by groups within an organization to define, tailor, implement, and maintain their processes.Business Need - A type of high-level business requirement that is a statement of a business objective, or an impact the solution should have on its environment.
  • What is a Scope Management Plan? A document that describes the objectives of your project scope efforts & the way you will lay out and perform your efforts. Why should a project have a Scope Management Plan? To ensure that key stakeholders understand what will be done to ensure project Scope is correct & the cost, effort, & processes are known.A Scope Management Plan contains processes and activity guidelines to ensure that everyone is on the same page in regards to how Scope and Requirements will be gathered, documented, validated, and managed throughout the project.Scope Management will reduce the overall cost and time spent on a project. Without Scope controls and intent, the short-term and long-term project objectives may fail or create legal problems for the Stakeholders.Identify which models will be of use.Record each model filename, its location and URL, with hyperlink.Note which modeling guidelines will be followed, perhaps with examples.Declare your Scope and Change PoliciesUse Your Schedule -- Holds ALL work on your project so… Imbed all deliverables and activities
  • Here are the Elements and Techniques in the BABOK® Guide for this activity.We will discuss one or two Elements at the discretion of the instructor and of course with any questions or interest from you!We cover each Technique where it first occurs in the course. We’ll use the “Chess” label (as above) for each Technique that is defined in that area of the course, for the others, just a regular bullet point is used.Above, since all the Techniques are first used here, all have “Chess” labels and are defined immediately after this page.
  • Preview: Austin Project Management, Business Analysis, & Leadership Programs

    1. 1. A&I™ - Building Senior Leaders! p 1 © 2004-2014 Authored by Darrel Raynor, PMP, MBA Managing Director, Data Analysis & Results, Inc. and the Data Analysis & Results Team www.DataAnalysis.com DARaynor@DataAnalysis.com
    2. 2. A&I™ - Building Senior Leaders! p 2 © 2004-2014 A&I™ St. Edward's University Professional Education Project Management & Business Analysis Preview About St. Ed’s Professional Education Certifications: PMP® & CAPM®, CBAP® & CCBA® Programs: A&I™ PM & BA Certificates & Others Welcome to Agile & Integrated Project Management, A&I Business Analysis are trademarks of Data Analysis & Results, Inc. PMI, PMP, CAPM, PMBOK Guide, are registered marks of the Project Management Institute, Inc. IIBA, CBAP, CCBA, BABOK Guide, are registered marks of the International Institute of Business Analysis.
    3. 3. A&I™ - Building Senior Leaders! p 3 © 2004-2014 A&I™ Preview Agenda St. Edward‟s University Professional Education Attendee & Instructor Introductions and Challenges Benefits of Professional Certifications Project Management & Business Analysis Programs Course Preview – Examples from Course The Project Management Body of Knowledge (PMBOK Guide)® The Business Analysis Body of Knowledge (BABOK)® Document Management Best Practices PM & BA Processes, Improvements, and other Best Practices
    4. 4. A&I™ - Building Senior Leaders! p 4 © 2004-2014 A&I™ Learning Methods Traditional Instructor-Led Training Demand Driven Schedule Private Group Training Blended Learning- “HyBridge” Incorporates multimedia video training, live labs, and personal one on one training. eLearning Asynchronous Web-Based Training Virtual Learning- Global Digital Classroom “GDC” Live virtual training. Meeting space for up to 100, many PC and meeting rooms.
    5. 5. A&I™ - Building Senior Leaders! p 5 © 2004-2014 A&I™ Introductions Primary program author: Participants: Let’s get to know each other… Darrel A. Raynor, PMP, MBA Director, St. Edward’s Professional Education Project Management and Business Analysis Programs Managing Director & Founder, Data Analysis & Results, Inc.
    6. 6. A&I™ - Building Senior Leaders! p 6 © 2004-2014 A&I™ DA&R Team Darrel Raynor, Managing Director, PMP, MBA 25+ years Executive Consulting & Training Alfredo Mycue, PMP, CSSBB – Lt. Colonel (Ret.), West Point Instr. Keith Pease, PMP – ex-Dell Program/Project Management, Ops Mgt. Mary Ann Crow, PMP, CBAP – AT&T (Ret.), PM/BA BOK Training Trevor McCarthy, PMP – IBM, experienced Program Manager Allyson Ingerman, CSM, Projects & Programs Manager Over a dozen other industry consultants, experts, and instructors round out the DA&R team! p 6 © 2004-2013
    7. 7. A&I™ - Building Senior Leaders! p 7 © 2004-2014 A&I™ Why Learn With Us? Best Practices, not just book learning! Study Group and Networking Support Technology Savvy: Cloud, Tools, etc. Career advice, presentations, and tips University aligned, name recognition Ongoing relationship – great content Experienced professionals, not academic professors or volunteers…
    8. 8. A&I™ - Building Senior Leaders! p 8 © 2004-2014 A&I™ Value of Certification Certifications: Vendor created or vendor neutral used to validate knowledge of specific topics. “To achieve top-tier performance, organizations should strive for most of the team to be certified in relevant technologies and processes.” By Linda Musthaler, Network World November 25, 2009
    9. 9. A&I™ - Building Senior Leaders! p 9 © 2004-2014 A&I™ Certification Facts 75% of managers believe that certifications are important to team performance 66% of managers believe that certifications improve the level of service and support of IT end‐users and customers. Certified teams are 28% percent more productive. When hiring IT professionals almost all HR managers prefer certified professionals. Sources: IDC Studies 2008
    10. 10. A&I™ - Building Senior Leaders! p 10 © 2004-2014 A&I™ Business Certifications Project Management Project Management Professional (PMP®) Certified Associate Project Manager (CAPM®) Business Analysis Certified Business Analyst Professional (CBAP®) Certification of Competency in Business Analysis (CCBA®) ITIL® - IT Services Management ITIL Foundation Certification PMI, PMP, CAPM, PMBOK Guide, PMI Registered Education Provider logo, are registered marks of the Project Management Institute, Inc. IIBA, CBAP, CCBA, BABOK Guide, are registered marks of the International Institute of Business Analysis. ®
    11. 11. A&I™ - Building Senior Leaders! p 11 © 2004-2014 A&I™ PMI & IIBA Registered Providers Project Management Institute - PMI® Global Registered Education Provider (REP®) PMI® has approved program and curricula - PDUs International Institute of Business Analysis - IIBA® Endorsed Education Provider (EEP™) IIBA® has approved program and curricula - CDUs Note, you may “Double Dip” on credits for both orgs! PMI, PMP, CAPM, PMBOK Guide, PMI Registered Education Provider logo, are registered marks of the Project Management Institute, Inc. IIBA, CBAP, CCBA, BABOK Guide, are registered marks of the International Institute of Business Analysis. ®
    12. 12. A&I™ - Building Senior Leaders! p 12 © 2004-2014 A&I™ Value of PMP® PMI, PMP, CAPM, PMBOK Guide, are registered marks of the Project Management Institute, Inc. Results from the PMI® Project Management Salary Survey–Seventh Edition show that the salaries of project managers around the world continue to climb. This indicates not only that project professionals are in strong demand, but also that organizations increasingly recognize the value of trained project managers to their overall business goals. Your PMI® credential — specifically, the Project Management Professional (PMP)® credential — also positively impacts your salary, according to the survey responses of more than 30,000 practitioners. For example, PMP® credential holders in the United States earned an average of US$14,500 more than their non-credentialed peers in 2011; that's up from the US$10,000 salary difference seen in the U.S. in 2009.
    13. 13. A&I™ - Building Senior Leaders! p 13 © 2004-2014 A&I™
    14. 14. A&I™ - Building Senior Leaders! p 14 © 2004-2014 A&I™ www.PMI.org
    15. 15. A&I™ - Building Senior Leaders! p 15 © 2004-2014 A&I™
    16. 16. A&I™ - Building Senior Leaders! p 16 © 2004-2014 A&I™
    17. 17. A&I™ - Building Senior Leaders! p 17 © 2004-2014 A&I™
    18. 18. A&I™ - Building Senior Leaders! p 18 © 2004-2014 A&I™ As of 12/6/12: • 2,366 CBAP ® s • 21 near Austin • 211 CCBA ® s • 2 near Austin • Bit of room for growth! Source: www.IIBA.org
    19. 19. A&I™ - Building Senior Leaders! p 19 © 2004-2014 A&I™ IIBA Salary Survey Report 12/15/2013
    20. 20. A&I™ - Building Senior Leaders! p 20 © 2004-2014 A&I™ www.IIBA.org
    21. 21. A&I™ - Building Senior Leaders! p 21 © 2004-2014 A&I™
    22. 22. A&I™ - Building Senior Leaders! p 22 © 2004-2014 A&I™
    23. 23. A&I™ - Building Senior Leaders! p 23 © 2004-2014 A&I™ Testimonials “We‟ve had business analysis training in the past, nothing changed. In one week we had lasting performance improvement from your program!” VP Financial Institution “We realized the first day that we were our own worst enemy. Come ready to change and you will benefit greatly from this business analysis training. We will bring Darrel and his team in-house prior to our next big project.” Sr. Director, Software Firm “Best training I have ever attended, in any subject, including college.” PMO Director, Government Agency Also see: http://www.DataAnalysis.com/Testimonials
    24. 24. A&I™ - Building Senior Leaders! p 24 © 2004-2014 A&I™ www.SEUPEC.com
    25. 25. A&I™ - Building Senior Leaders! p 25 © 2004-2014 A&I™ Scroll down to desired courses… Hover over Register or Suggest Date…
    26. 26. A&I™ - Building Senior Leaders! p 26 © 2004-2014 A&I™ Click on Course Title…
    27. 27. A&I™ - Building Senior Leaders! p 27 © 2004-2014 A&I™ THINGS DO NOT CHANGE: WE CHANGE. HENRY DAVID THOREAU
    28. 28. A&I™ - Building Senior Leaders! p 28 © 2004-2014 A&I™ Agile & Integrated™ Project Management A&I™ PM Certificate Program w/PMP ® Prep Two evening sessions per week for 8 weeks 48 Contact Hours/PDUs A&I PM Project Mgmt 5-day BootCamp w/PMP ® Prep 36 CH/PDUs Both the above include: Project Management Body of Knowledge (PMBOK ® Guide) & Exam Study Guide book (or curricula that cover both of the above…) Exam electronic simulator e-SIM for 90 days Exam application advice, spreadsheet to reduce time, and instructor review A&I PM Best Practices Fundamentals w/CAPM® Prep 21 CH/PDUs Agile & Integrated Project Management, A&I PM are trademarks of Data Analysis & Results, Inc. PMI, PMP, CAPM, PMBOK Guide, are registered marks of the Project Management Institute, Inc.
    29. 29. A&I™ - Building Senior Leaders! p 29 © 2004-2014 A&I™ Agile & Integrated™ Project Management New A&I PM Agile Process, Scrum, & Best Practices 2-days A&I PM Project Management for Executives 1-day A&I PM Project Management Introduction 1-day A&I Leadership - Advanced Business & Technical Writing 2-days A&I Leadership Project Document Management 2-days A&I PM Schedule Management 2-days A&I PM Scope Management 2-days A&I PM Communications Management 2-days A&I PM Risk Management 2-days A&I PM Quality Management 2-days A&I PM Project Management Best Practices Workshop 3-days © and Agile & Integrated Project Management, A&I PM are trademarks of
    30. 30. A&I™ - Building Senior Leaders! p 30 © 2004-2014 A&I™ Project Management Course Flow
    31. 31. A&I™ - Building Senior Leaders! p 31 © 2004-2014 A&I™ Best Practices Unlock Your Potential Best Practices coupled with Certification a sure winner! Perform – Increase your value to any organization. Progress – Ensure you improve processes. Perfect – Your personal Project Management Toolkit.
    32. 32. A&I™ - Building Senior Leaders! p 32 © 2004-2014 p 32 © 2004-2013A&I™ - Building Senior Leaders! CAPMPMP Introduced Exam Prerequisites Credential Maintainance 1984 200 multiple choice (4 hours) - 175 scored - 25 pre-test 150 multiple choice (3 hours) - 135 scored - 15 pre-test 2003 HS Diploma / 7500 hours AND 35 hours of PM education OR Bachelor’s / 4500 hours AND 35 hours of PM education HS Diploma / 1500 hours OR 23 education hours 3 years; 60 PDUs 5 years; re-exam Tested skills and knowledge Knowledge and situational questions based on PMBOK® Guide concepts and other relevant project management sources: Initiating (13%) Planning (24%) Executing (30%) Monitoring & Controlling (25%) Closing (8%) Contents and definitions of the PMBOK® Guide: 1 – PMBOK Introduction (4%) 2 – Project Life Cycle (4%) 3 – Processes (11%) 4 – Integration (11%) 5 – Scope (11%) 6 – Time (11%) 7 – Cost (9%) 8 – Quality (7%) 9 – HR (7%) 10 – Communications (7%) 11 – Risk (11%) 12 – Procurement (7%) Project Role Leads and directs project teams Contributes to project teams Credential Name Project Management Professional Certified Associate in Project Management
    33. 33. A&I™ - Building Senior Leaders! p 33 © 2004-2014 A&I™ •Active listening •Conflict resolution •Cultural sensitivity •Decision-making •Facilitation •Information management •Leadership •Negotiation •Communication •Time management •Problem-solving •Relationship management •Team development and motivation Skills and knowledge recommended for PMs:
    34. 34. A&I™ - Building Senior Leaders! p 34 © 2004-2014 Authored by Darrel Raynor, PMP, MBA Managing Director, Data Analysis & Results, Inc. and the Data Analysis & Results Team www.DataAnalysis.com DARaynor@DataAnalysis.com Brief Risk Management Overview I
    35. 35. A&I™ - Building Senior Leaders! p 35 © 2004-2014 A&I™ Risk Management Plan Identify Risks Qualitative Risk Analysis Quantitative Risk Analysis Responses Monitor and Control I
    36. 36. A&I™ - Building Senior Leaders! p 36 © 2004-2014 A&I™ Exercise – Risk Identification Scenario: Construction Project Group into 5 teams, each take 1 subject Finance Staff Skill Availability Force Majeure Process Vendor Brainstorm as many risks as you can…
    37. 37. A&I™ - Building Senior Leaders! p 37 © 2004-2014 A&I™ Exercise – Risk Identification Whoa, what just happened here? How will we prioritize these? How will you explain to execs? How are you going to spend all the time required to fully analyze all these risks?
    38. 38. A&I™ - Building Senior Leaders! p 38 © 2004-2014 A&I™ Risk Management Plan Identify Risks Qualitative Risk Analysis Quantitative Risk Analysis Responses Monitor and Control  Rank, Cull, CMA for Culled Secret Sauce #1 I  Rank, Cull, CMA for Culled  Rank, Cull, CMA for Culled  Rank, Cull, CMA for Culled
    39. 39. A&I™ - Building Senior Leaders! p 39 © 2004-2014 A&I™ 2 Practices Without CMA Head in the Sand I
    40. 40. A&I™ - Building Senior Leaders! p 40 © 2004-2014 A&I™ 2 Practices Without CMA Must Do them All
    41. 41. A&I™ - Building Senior Leaders! p 41 © 2004-2014 A&I™ CMA™ Defined Candidate Domain of your potential actions to consider. Mitigation Tasks you perform prior to the risk occurring. Actions Specific tasks leading to specific deliverables. I
    42. 42. A&I™ - Building Senior Leaders! p 42 © 2004-2014 A&I™ Candidate Domain of your potential actions to consider. I Brainstorm proposed actions List with Traceability
    43. 43. A&I™ - Building Senior Leaders! p 43 © 2004-2014 A&I™ Candidate Mitigation Actions™ Process Rank Risks Cull Risks Brainstorm CMA‟s Record CMA‟s in your Risk Register Decide & Record
    44. 44. A&I™ - Building Senior Leaders! p 44 © 2004-2014 A&I™ Cull Risks Declare „Bottom‟ 1/4 to 1/3 Still in Out
    45. 45. A&I™ - Building Senior Leaders! p 45 © 2004-2014 A&I™ Brainstorm CMA’s Ask two questions for each culled risk What actions could we take to reduce the probability of the culled risk occurring? What actions could we take to reduce the impact if the culled risk actually occurs?
    46. 46. A&I™ - Building Senior Leaders! p 46 © 2004-2014 A&I™ Record in Risk Register Document All suggestions from brainstorming, even if “out there”
    47. 47. A&I™ - Building Senior Leaders! p 47 © 2004-2014 A&I™ Decide & Record After last step, review all CMA‟s Cherry Pick the cheap, easy, obvious Analyze the rest, especially those that apply to more than one risk…
    48. 48. A&I™ - Building Senior Leaders! p 48 © 2004-2014 A&I™ NEVER GIVE IN. NEVER. NEVER. NEVER. NEVER. NEVER. WINSTON CHURCHILL
    49. 49. A&I™ - Building Senior Leaders! p 49 © 2004-2014 A&I™ A&I Project Management A&I™ PM Courses on www.SEUPEC.com A&I™ PM information on www.DataAnalysis.com PMP® and CAPM® information from PMI® on www.PMI.org – See PMP® or CAPM® Handbooks… Sample Topics (if needed) Agile & Integrated Project Management, A&I PM are trademarks of Data Analysis & Results, Inc. PMI, PMP, CAPM, PMBOK Guide, are registered marks of the Project Management Institute, Inc.
    50. 50. A&I™ - Building Senior Leaders! p 50 © 2004-2014 A&I™ Agile & Integrated™ Business Analysis A&I™ BA Certificate Program and CBAP® (BA500) 40 Contact Hours/PDUs – Seven days of courseware includes BootCamp & Best Practices (also covers CCBA…) A&I BA Certified Business Analysis Professional (CBAP®) BootCamp 5-day 35 CH/Ps Both the above include: Business Analysis Body of Knowledge (BABOK® Guide) Exam Study Guide book Exam electronic simulator e-SIM Exam application advice, tips to reduce time, and instructor review A&I BA Best Practices Fundamentals w/CCBA® Prep 21 CH/Ps Agile & Integrated Business Analysis, A&I BA, A&I PM are trademarks of Data Analysis & Results, Inc. CBAP , CCBA, BABOK Guide, IIBA are registered marks of the International Institute of Business Analysis Tailor or customize for in-house delivery…
    51. 51. A&I™ - Building Senior Leaders! p 51 © 2004-2014 A&I™ Agile & Integrated™ Business Analysis New A&I BA Agile Process, Scrum, & Best Practices 2-days A&I BA Business Analysis Best Practices Workshop 2-days A&I Leadership Advanced Business & Technical Writing 2- days A&I Leadership Project Document Management 2-days A&I BA Intro to Business Analysis 1-day A&I BA Business Requirements 2-days A&I BA Business Process & Data Modeling 2-days © and Agile & Integrated Business Analysis, A&I BA, A&I PM are trademarks of Tailor or customize for in-house delivery…
    52. 52. A&I™ - Building Senior Leaders! p 52 © 2004-2014 A&I™ Business Analysis Course Flow
    53. 53. A&I™ - Building Senior Leaders! p 53 © 2004-2014 Authored by Darrel Raynor, PMP, MBA Managing Director, Data Analysis & Results, Inc. and the Data Analysis & Results Team www.DataAnalysis.com DARaynor@DataAnalysis.com Certified Business Analysis Professional (CBAP)® Bootcamp An Agile & Integrated™ Approach course!
    54. 54. A&I™ - Building Senior Leaders! p 54 © 2004-2014 A&I™ Agenda Agenda & Front Matter Business Analysis Overview Business Analysis Planning & Monitoring Elicitation Requirements Management & Communication Covers & Supplements:
    55. 55. A&I™ - Building Senior Leaders! p 55 © 2004-2014 A&I™ Agenda Enterprise Analysis Preparation for Certification Requirements Analysis Solution Assessment and Validation Course Summary &Wrap-up Covers & Supplements:
    56. 56. A&I™ - Building Senior Leaders! p 56 © 2004-2014 A&I™
    57. 57. A&I™ - Building Senior Leaders! p 57 © 2004-2014 Document Best Practices Reduce Duplication WEDIAKPO2! TM Create All Documents at start of project No Versions* No Meeting Minutes No Email w/Content No Email Attachments Traceability I
    58. 58. A&I™ - Building Senior Leaders! p 58 © 2004-2014 All Work Process Product 1. Estimates 2. Requirements 3. Status & other Documents 4. Planning 5. Meetings 6. All other process work… 1. Coding 2. Testing 3. Migrating 4. All other product work… Processes Are Work Too!
    59. 59. A&I™ - Building Senior Leaders! p 59 © 2004-2014 A&I™ A&I BA Goals Communicating with your Customers Communicating with your SMEs Driving your understanding, probably first! Use later, verify this actually happens before investing
    60. 60. A&I™ - Building Senior Leaders! p 60 © 2004-2014 A&I™ What to Expect People sometimes welcome process improvement Mgmt and/or process owners and/or workers will have definite ideas how to improve Many may be in conflict! Up to the team to lay it all out on the table then work together
    61. 61. A&I™ - Building Senior Leaders! p 61 © 2004-2014 A&I™ Exercise Scenario: Update Your BA Action Plan Individually, review module topics Processes Documents Deliverables & Tasks Quality over quantity… These are your draft commitments to execute after class Rotate each reading to class & asking for feedback
    62. 62. A&I™ - Building Senior Leaders! p 62 © 2004-2014 A&I™ Communication Skills
    63. 63. A&I™ - Building Senior Leaders! p 63 © 2004-2014 A&I™
    64. 64. A&I™ - Building Senior Leaders! p 64 © 2004-2014 A&I™ Plan BA Approach Conduct Stakeholder Analysis Plan BA Activities Plan BA Communication Plan Requirements Management Process Manage BA Performance
    65. 65. A&I™ - Building Senior Leaders! p 65 © 2004-2014 A&I™
    66. 66. A&I™ - Building Senior Leaders! p 66 © 2004-2014 A&I™ Scope Management Plan Plan section Declare how you will get, validate, and manage your project Scope Declare high-level actions Develop Standards Change Control
    67. 67. A&I™ - Building Senior Leaders! p 67 © 2004-2014 A&I™ Plan BA Approach Elements Formality Requirements Prioritization Change Management Planning Process Stakeholder Communication Tools Complexity Techniques Decision Analysis Process Modeling Structured Walkthrough
    68. 68. A&I™ - Building Senior Leaders! p 68 © 2004-2014 A&I™ A&I Business Analysis A&I™ BA & PM Courses on www.SEUPEC.com Training: For course descriptions and schedule A&I™ BA & PM information on www.DataAnalysis.com CBAP® and CCBA® information from IIBA® on www.IIBA.org – See CBAP® or CCBA® Handbooks… Agile & Integrated Business Analysis, A&I BA, A&I PM are trademarks of Data Analysis & Results, Inc. CBAP , CCBA, BABOK Guide, IIBA are registered marks of the International Institute of Business Analysis
    69. 69. A&I™ - Building Senior Leaders! p 69 © 2004-2014 A&I™ About Us In partnership with St. Edward's University Professional Education, we offer full programs: Agile & Integrated™ Project Management and Agile & Integrated™ Business Analysis These courses and consulting help you understand, better manage, and reduce your project and analysis costs and time across your organization and beyond.Agile & Integrated Project Management, A&IPM, Agile & Integrated Business Analysis, A&IBA are trademarks of
    70. 70. A&I™ - Building Senior Leaders! p 70 © 2004-2014 A&I™ Resources & Questions www.DataAnalysis.com Training: For course descriptions and schedule www.SEUPEC.com Consulting: Contact us for customized, lean, project consulting 512-968-0770 DARaynor@DataAnalysis.com To subscribe to The Management Advisor™ column email ExecAsst@DataAnalysis.com Author of the forthcoming book, "Agile & Integrated Project ManagementTM – Knocking the Stupid out of Project Management―
    71. 71. A&I™ - Building Senior Leaders! p 71 © 2004-2014 A&I™ Q&A
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