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Business Analysis Training
Business Analysis Training
Business Analysis Training
Business Analysis Training
Business Analysis Training
Business Analysis Training
Business Analysis Training
Business Analysis Training
Business Analysis Training
Business Analysis Training
Business Analysis Training
Business Analysis Training
Business Analysis Training
Business Analysis Training
Business Analysis Training
Business Analysis Training
Business Analysis Training
Business Analysis Training
Business Analysis Training
Business Analysis Training
Business Analysis Training
Business Analysis Training
Business Analysis Training
Business Analysis Training
Business Analysis Training
Business Analysis Training
Business Analysis Training
Business Analysis Training
Business Analysis Training
Business Analysis Training
Business Analysis Training
Business Analysis Training
Business Analysis Training
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Business Analysis Training

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Mastering Business Analysis Training with IndigoCube, South Africa. …

Mastering Business Analysis Training with IndigoCube, South Africa.

These training courses are endorsed by the IIBA.

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  • 1. Copyright 2012 | IndigoCube (Pty) Ltd | www.indigocube.co.za P a g e 2The more analysis tools a BA masters, themore valuable he will be to the organisation.Developing an Excellent Business Analysthe emergence of the business analysis profession isone of the best things that has happened to businessorganisations in this decade! Organisations that havenurtured and developed business analysts (BAs) areexperiencing huge paybacks for their investments.People with titles as varied as project manager, qualityassurance analyst, and consultant possess businessanalysis skills.Regardless of the title, individuals who truly understandhow to turn high level corporate objectives into detailedbusiness solutions are extremely valuable resources.Excellent BAs are unique individuals who have the abilityto work on details while also understanding how smallthese details can impact the larger corporate picture. Anexcellent BA looks upon a “simple” maintenance changeto determine if it has a broader impact to theorganisation.BAs bring requirements skills to many different typesof projects, such as:• selection and implementation of packagedsolutions (COTS)• new software development• business process improvementThe excellent BA is aware of his or herorganisation’s strategic plans and understandshow to implement them at the individualbusiness unit level. Many corporate executivesare uncertain where to find these people andhow to develop them. Traditional managementtraining is not appropriate for this role. Specifictechnology or methodology training isn’t theentire solution.And, focusing on a particular technicalsolution or approach is too narrow tobuild an effective BA. The skills mosthighly valued by an organisation are trueproblem solving skills that are broadenough to allow an individual to seemany possible solutions and to thinkoutside or beyond a predeterminedsolution that may have been presented.An excellent BA looks at each problem asa missing puzzle piece that needs tointerlock and work with the other piecesof the organisation. He or she has theability to examine the problem frommultiple perspectives and considerpossible solutions with a realistic view ofthe organisation’s cost vs. benefit. Ideasare easy to generate but a BA challenges,dissects evaluates, and truly “tests” eachidea to determine if it fits within the corporatedirection while also addressing the specificbusiness problem at hand. Additionally, anexcellent BA assesses the impact of arecommended change on the organisation.Is the Excellent BA Born or Developed?Is a BA born or made? We believe both.Individuals selected for this role must have acritical mind and an acute sense of curiosity. Theyare people who are not satisfied settling for agood solution but are determined to find anexcellent one. They intuitively understandcontinuous process improvement. Once you find aperson like this, he or she is eager to learntechniques that make him more capable andeffective. Analysis skills that can be acquiredthrough education and practice include criticalthinking skills, root cause analysis, process analysis(breaking large things into manageable pieces),and data analysis (organising, categorising, andutilising large volumes of data in a useful way toassist in decision making).T
  • 2. Copyright 2012 | IndigoCube (Pty) Ltd | www.indigocube.co.za P a g e 3Analysis skills that can be acquired through education and practice include criticalthinking skills, root cause analysis, process analysis (breaking large things intomanageable pieces), and data analysis (organising, categorising, and utilising largevolumes of data in a useful way to assist in decision making). BAs learn to improvetheir communication skills by widening the breadth of their questioning and by finetuning their ability to listen for true causes of problems, not just symptoms.IndigoCube focuses on developing individuals to master business analysis. Ourcourses and products equip BAs with a full range of complex business analysis skills,techniques, and approaches. The more analysis tools BAs master, the more valuablethey will be to the organisation. In many organisations today, projects and problemsdo not follow a simple 1-2-3 pattern. Most problems are usually more complex thanthey initially appear, involving a number of interrelated factors. Solutions are notalways obvious or easy to build. An excellent BA knows how to get started on aproblem/project that may not be clearly defined or understood.An excellent BA is flexible and able to adapt to each unique situation. They possessan inventory of problem solving skills with which they feel comfortable to deploy asneeded. They are able to work with many different types of people on manydifferent types of projects. They must be agile. Agility is obtained by having acomplete set of skills; and knowing when and how to wield them quickly andefficiently. Regardless of what type of project the BA is working on, having a solidskill set will ensure the BA’s critical value to an organisation.T A B L E O F C O N T E N T STraining Options . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4Curriculum . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5International Certification . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6South African Certification . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7Certified Core CoursesEssential Skills for Business Analysis™ . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8Business Process Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10Detailing Business Data Requirements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12Use Case Modeling and Solution Requirements . . . . . . . . . . . . . . . . . . . . . . . . . . 14Certified Advanced CoursesDeveloping a Business Analysis Work Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16Business Analysis in an Agile Environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18Facilitating Requirements for Business Analysis . . . . . . . . . . . . . . . . . . . . . . . . . 20Specialised CoursesRequirements Validation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22Business Analysis Essentials for Project Managers . . . . . . . . . . . . . . . . . . . . . . . . 24Management/Technical SeminarsOverview of Business Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28Developer’s Introduction to Business Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . 28Practitioner CoursesEssentials of Rational Unified Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29Writing Good Use Cases . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30Mastering Requirements Management with Use Cases . . . . . . . . . . . . . . . . . . . . . 31Mastering Object-Oriented Analysis and Design with U ML 2.0 . . . . . . . . . . . . . . . 32BABOK / CCBA / CBAP . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33Requirements Template Roadmap . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33Business Analyst Assessments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34IIBA®BABOK®Alignment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35Business Analysis SkillsCommunication SkillsFacilitation TechniquesUse Case AnalysisRequirements PlanningPrototypingAsking the Right QuestionsStructured ApproachesDocumentation StandardsWorkflow AnalysisTraceabilityRequirements ReviewRequirements ManagementNote TakingSDLC KnowledgeCost/Benefit AnalysisUAT PlanningEffective MeetingsPresentation SkillsInterviewing TechniquesRisk AssessmentDataflow DiagrammingExcellent RequirementsProcess ModelingElicitation TechniquesSoftware Design KnowledgeChange ControlProject ManagementData ModelingActive ListeningOrganisational SkillsUsability PrinciplesBusiness Rule AnalysisGap Analysis
  • 3. Copyright 2012 | IndigoCube (Pty) Ltd | www.indigocube.co.za P a g e 4T R A I N I N G O P T I O N SOnsite TrainingAll of our courses may be taughton-site at your facilities, whererequired, provided that there aresix or more delegates.Please contact us to discuss yourspecific course requirements,group size, and available trainingdates.Self-studyFor experienced business analysts,study guides are available for ourfour core courses. Go towww.b2ttraining.comThese study guides are ideal forskilled business analysts who areunable to attend classes but wouldlike to receive the B2T TrainingCertification.Public TrainingIndigoCube offers public classes atour offices on the Ground Floor,Victoria Gate South, Hyde Lane,Hyde Park, Sandton.Public classes allow students tomeet and learn with businessanalysts from other companiesand industries, offering a broaderunderstanding of the businessanalysis profession.CustomisationOnsite classes can be tailored to address your unique organisational environment and the experience level and interestof the students. The level of customisation required is dependent upon a review of your needs and the outline of our coursecurriculum. This review will reveal areas that may need more or less focus during training. We will prepare a customisedtraining programme, if needed, which includes topics from existing material that address specific areas of concern.Customisation requiring additional or new course development will incur a fee.
  • 4. Copyright 2012 | IndigoCube (Pty) Ltd | www.indigocube.co.za P a g e 5T R A I N I N G C U R R I C U L U MOur comprehensive business analysis curriculum is developed and delivered by practicing businessanalysts. Our mature programme has been proven through the success of our customers resulting inimproved requirements.The curriculum is supported by full requirements document templates, a reference manual for post-training guidance, coaching, and resources. The skills, techniques, and approaches that we teachare not tied to or limited to any particular methodology.Core CoursesOur core training programme is aimed at newor experienced business analysts. Thesecourses comprise a complete curriculum andare written for organisations looking to level-set the business analyst role in theircompanies and for individuals seeking a solidfoundational skill set. Our certificationprogramme is based on these four corecourses.Core Courses:■ Essential Skills for Business Analysis■ Business Process Analysis■ Detailing Business Data Requirements■ Use Case Modeling & Solution RequirementsAdvanced CoursesIn addition to the four core courses, IndigoCubeoffers courses that cover more advanced andspecialised business analysis topics. Thesecourses are designed for experienced businessanalysts or to be taken after completing the fourcore courses.Attend two of the following Advanced Classes for theBA Certified Exam:■ Developing a Business Analysis Work Plan■ Business Analysis in an Agile Environment■ Facilitating Requirements for Business AnalysisSpecialised CoursesWe also offer specialised courses designed toassist project managers and business analystswho need an understanding of business analysispractices in the software developmentenvironment.■ Business Analysis Essentials for Project Managers■ Detailing Process and Business Rule Requirements■ Writing Good Use Cases■ Mastering Requirements Management with UseCases■ Mastering Object-Oriented Analysis & Design withUML 2.0■ Requirements ValidationManagement and Technical Seminars:Our management and technical seminars aredesigned to help those who work with businessanalysts to gain a better understanding of thebusiness analysis role.■ Overview of Business Analysis■ Developer’s Introduction to Business Analysis
  • 5. Copyright 2012 | IndigoCube (Pty) Ltd | www.indigocube.co.za P a g e 6B2T I N T E R N A T I O N A L C E R T I F I C A T I O NCertificationIndigoCube believes that a certified businessanalyst should exhibit real-world knowledge andexperience. Our certification programme tests abusiness analyst’s ability to apply knowledge andskills in real-world circumstances and offers twolevels of recognition. Our business analystcertification programme recognises individualswho have proven skills, knowledge, andexperience in eliciting, organising, analysing,documenting, communicating, and verifyingrequirements to facilitate the development orpurchase of software applications and/or businessprocess improvement efforts. Our certificationprogramme is based on the essential businessanalysis skills covered in our four core courses.BA AssociateTMThe BA Associate is a certificate that recognisesbusiness analysts who possess foundational knowledgeof business analysis topics and skills taught in our fourcore courses. It is designed for new and experiencedbusiness analysts. Obtaining the BA Associatecertificate requires candidates to pass all onlineproficiency area exams of our four core courses. Thecost of each exam is R900 excluding VAT. Candidateswishing to test-out the four core courses may purchasestudy guides for each of these courses to help preparefor passing the proficiency exams.BA CertifiedTMAfter obtaining the BA Associate certificate,candidates are qualified to work toward BA Certified.BA Certified is an elite certification that recognisesindividuals who possess proven skills, knowledge, andexperience in eliciting, organising, analysing,documenting, communicating, and verifyingrequirements.Becoming BA Certified consists of:■ earning the BA Associate certificate■ attending any two of the advanced courses■ register for the final comprehensive exam■ receive and review the CBAP Study Guide■ writing and passing the final comprehensive examBA Certified business analysts are able to confidentlyprovide their employers or perspective employers withevidence that they possess not only business analysisknowledge, but the ability to apply that knowledge inday-to-day real-world business analysis environments.Cost of the final comprehensive exam is available onrequest.
  • 6. Copyright 2012 | IndigoCube (Pty) Ltd | www.indigocube.co.za P a g e 7S O U T H A F R I C A NC E R T I F I C A T I O NIntended AudienceThis course is designed forbusiness analysts, projectmanagers, business systemsanalysts, system architects orany other project team memberinvolved with analysis. Newpractitioners will learn the tasksthey are expected to performand why each task is important.Experienced practitioners willlearn new techniques andmore structured approaches toimprove their requirementsactivities.This course may also beappropriate for individuals whomanage analysis activities andbusiness stakeholders who needa more in-depth understandingof the requirements processand deliverables.PrerequisitesNoneB2T CertificationThis class is a part of theBusiness Analyst InternationalCertification Program. For moreinformation on this Certification,please refer to Page 6 in thiscatalogue.B2T C E R T I F I E D C O R E C O U R S EEssential Skills for Business Analysis™OverviewTo identify the best solutions for real business needs, this course provides an extensiveinventory of tools and techniques for use in business analysis work. The business analysisskill set includes critical thinking skills, elicitation techniques and requirements analysisand management. Equally important are communication and relationship building skills,whether they be in person or virtual environments. Expertise with analysis tools andtechniques becomes even more necessary in today’s fast-paced environment. It isfurther complicated by the use of dispersed or outsourced teams, complex businessprocesses, time-driven business initiatives, new agile software development approaches,and poorly integrated legacy applications.Regardless of the person’s title, the need for strong business analysis skills is necessaryfor companies to remain competitive in any economy. Through education and practicebusiness or technical professionals will develop and enhance their analytical skills andprovide significant value to projects and the business enterprise.This course teaches business analysis essentials to both new and experiencedpractitioners. It supports and expands on the standards outlined in the IIBA® BABOK®Guide V2.0. Mentor-led workshops allow students to practice the techniques as theylearn them. Depending on the participant’s skill level, the workshop cases anddiscussions inspire learning insights for every level of experience. Students areencouraged to bring their own projects to class. Using new techniques on a currentproject often highlights missing requirements and gives the student specific next steps tofollow after class.In this course students will learn to:• Analyse and scope the area of analysis, working with project managers and businesssponsors to clarify the level and complexity of the business analysis effort needed forthe project• Select the appropriate elicitation technique to efficiently identify critical requirements• Analyse and refine business and functional requirements• Ask the right questions through the use of interviewing templates developedspecifically for business analysis elicitation• Identify the five core components necessary to analyse a business area• Plan an approach for analysing, categorising, and managing requirements. Determinethe level of formality required and consider options for documenting and packagingrequirements based on project type, priorities, and risks• Identify techniques and documentation options appropriate for various softwaredevelopment approaches and project types (COTS, maintenance, business processimprovement, new development, etc.)• Define testing objectives and verify requirements are testable• Conduct effective requirements reviews to improve the quality of requirementsdeliverables• Build strong relationships with project stakeholders• Apply new communication strategies for eliciting and interacting with virtual teams• Anticipate issues, think proactively, and use critical thinking skills to plan stakeholderelicitation sessions4 DAYS
  • 7. Copyright 2012 | IndigoCube (Pty) Ltd | www.indigocube.co.za P a g e 8Course OutlineIntroduction - 1 hr. What is business analysis? Review the major tasks performed by thebusiness analyst. Define the essential skills needed to performtheir tasks.Project Participants and their Roles - 1 hr. Identify project stakeholders and their roles. Discuss how the business analyst interactswith these participants.Elicitation Techniques - 3 hrs. Learn to use and determine the appropriateelicitation technique:- One-on-one interviews- Requirements workshops- Surveys- Brainstorming- Document analysis- Focus group- Job shadowing/observation- Competitive analysis- Interface analysis- Reverse engineering- Learn to proactively plan interactions withstakeholders to make the most effectiveuse of their time.Scoping the Project from the Business AnalystsPerspective - 5.5 hrs. Understand why the project is being done.Without this understanding it will be difficultfor business analysts to elicit and documentthe right requirements and focus theirbusiness analysis work in the appropriateareas. Get an introduction to EnterpriseAnalysis. Understand the organisational environment.Identify the business stakeholders who will beinvolved in the project and how they willimpact business analysis. Learn to ask probing questions about therequirements scope and facilitate a discussionwith project stakeholders using visualrepresentations of the requirementsboundaries. Learn the context level dataflow diagramtechnique to identify and scope "what is" and,more importantly, "what is not" to beanalysed. Analyse interfaces with people,other organisations, existing systems, andother software applications. Discuss how a business analyst should collect,organise, and maintain requirements forefficient analysis and reuse on future projects. Workshop - Scope the class case studyproject. Workshop - Reinforce the analysis techniqueson a current project. Students will leave classwith a draft visual representation of theircurrent business area along with a list offollow up questions.Defining and Detailing Requirements - 4 hrs. What is a requirement? Why is it important toelicit and document requirements? What arethe criteria used to judge the quality of"excellent” requirements? Learn how software developers userequirements Understand the difference between analysisand design or "business" vs. "technological"requirements. Why is it necessary tounderstand the business problem beforedeciding on a solution? Learn the 5 core requirement components,what they describe, and why they areimportant.- Entity- Attribute- Process (use case)- External Agent (actor)- Business RuleRequirements Analysis Techniques - 5 hrs. Learn the recommended approach tocategorising requirements. Why shouldrequirements be categorised? Who uses eachcategory? Why is it difficult to create distinctcategories?- Business Requirements- Functional Requirements- Non-functional Requirements- Technical Requirements Learn the concept of traceability ofrequirements. Discuss the most commonly used analysistechniques to organise and refinerequirements. Business analysts should haveexpertise in many analysis techniques to beable to adapt to different types of projectsand businesses.- Structured textual templates (processdescriptions, data descriptions, businessrules, use cases)- Entity relationship diagram- Decomposition diagram- User stories, use case diagram and use casedescriptions- Workflow diagram (UML, BPMN, ANSI,swim lane)- Prototyping Consider options and level of formality forpackaging requirements and choosing theappropriate documentation techniques foreach project. Review currently available software tools thatcan be used for requirements management. Workshop - Put into practice several of theanalysis techniques on the course case studyrequirements.Conducting a Requirements Review - 2 hrs. Learn how to conduct a requirements review:Who should participate? What are therequired steps? How is a session conducted?What are the common challenges? Workshop - Review a sample requirementspackage.- Identify missing or incompleterequirements.- Identify potential test cases.- Document issues and develop an approachfor going forward.Validate the Requirements - 2 hrs. Understand the role of business analysis invalidating requirements and software testing. Introduction to software testing: Why istesting important? What is the businessanalysts role in testing? What is the primaryobjective of testing? What are the phases andtypes of testing? Learn to verify that the business requirementsare complete by identifying test cases. Practice identifying test cases and refiningrequirements based on quality assuranceprinciples.Analysis Communication Skills - 2.5 hrs. Learn the importance of building strongrelationships with project stakeholders. Howshould business analysts communicate withusers? How should business analystscommunicate with the technical team? Improve your ability to develop in-depth,detailed questions for stakeholders byidentifying the appropriate source ofinformation, deciding on an approach, and usingclear, consistent language. Review selected analysis techniques to framequestions driving stakeholders to reveal coreneeds and problems. Ask the right questionsthrough the use of interviewing templatesdeveloped specifically for business analysis. Recognise active listening as the most powerfulelicitation communication skill, learn to listenfor key phrases that reveal specific types ofrequirements. Improve listening skills by recognising commonbarriers to listening, understanding verbal andnonverbal messages, acknowledging themessage, and responding with appropriatefeedback. Learn to effectively plan communications andfacilitate groups to consensus. Workshop - Practice active listening and receivefeedback from the instructors and otherstudents.Working with Virtual Teams - Optional Understand what constitutes a virtual team. Learn about virtual team structures andterminology. Learn about technology requirements for virtualteams- Define Webinars, web conferencing,webcasting.- Understand the uses for collaboration tools. Consider business analysis process changes forvirtual team work- Set policies for the team.- Utilise the Six Thinking Hats® technique. Effectively utilise the people on the virtual team- Understand the critical successcharacteristics.- Tips for conducting virtual meetingssuccessfully.- Choose the appropriate elicitation techniquesfor virtual teams.Develop Your Action Plan/Course Summary- 2 hrs. Review Business Analysts tasks and skills. Workshop - Draft an initial Business AnalysisCommunications Plan for a CRM project. Develop an Action Plan with next steps on thestudents current project. Student questions/discussion topics.Appendix - Overview of Application DevelopmentMethodologies - Optional Discuss various methodologies for applicationdevelopment. Learn which models are used in eachmethodology:- Waterfall- Information Engineering- IDEF- RAD- Iterative/Agile- BPMN- Object Oriented – UML- Spiral/RUP
  • 8. Copyright 2012 | IndigoCube (Pty) Ltd | www.indigocube.co.za P a g e 9Intended AudienceThis course will be beneficial toany person, in any sizeorganisation, hoping to improvetheir business processes. Thetechniques presented can beused without any sophisticatedsoftware to quickly identifyareas for improvement and fixbroken processesPrerequisitesIt is recommended that studentsfirst attend our Essential Skillsfor Business Analysis class orhave experience in projectscope definition, elicitingrequirements, andunderstanding how processmodelling relates to, and isdifferent from, a softwaredevelopment projectB2T CertificationThis class is a part of theBusiness Analyst InternationalCertification Program. For moreinformation on this Certification,please refer to Page 6 in thiscatalogue.B2T C E R T I F I E D C O R E C O U R S EBusiness Process AnalysisOverviewDid you know the six costliest words in business are “we’ve always done it that way”? Inthis class you will learn techniques to help your business look at how things are beingdone and create solution options to improve the business processes. Creating AS IS andTO BE workflows gives the business analyst a strategic view of business architecturewhich is essential in Agile, SOA, BPM, and any type of process improvement or COTSproject. Workflows are also the foundation for documenting Six Sigma, Lean, and ValueStream process maps.Business process analysis is a fundamental activity in defining changes to existingbusiness systems, business process improvement activities, or performing gap analysisfor COTS. It provides the analyst an understanding of the core business processes theycan use to suggest alternative solutions which meet core business needs and fit withexisting IT infrastructure. Management can then evaluate each alternative for itspotential return on investment and the cost of implementation. Every business issearching for better ways of getting work done. Improving efficiency, decreasing costs,increasing productivity and customer service are goals that are universal.Evaluating the business process may result in software changes, procedural changes,organizational changes, personnel changes, etc. The best way to improve businessoperations is to: 1) study the current procedures, 2) find the core or essential work beingdone, and 3) define how this essential work will be accomplished. This course teaches aproven approach which gives the business analyst the confidence and credibility to offerand promote the right solution to solve the business problem or opportunity.In this course students will learn to: Identify and document complex business process steps in an easy-to-review diagramusing industry standard notation BPMN Schedule and conduct discovery/elicitation sessions to learn about current businessprocesses (AS IS) Identify areas for process improvement by reviewing AS IS models Develop process re-design strategies and present them for approval (TO BE) Ask detailed questions to get a complete understanding of business procedures,business rules, information use, and events that impact the business processes Initiate a process modeling effort with clear objectives and an agreed upon goal Define key terms used by the business domain to improve communications withinthe business Decompose complex processes into lower level tasks and sub-processes Identify the most important business component: Essential Processes Conduct a review of a process model to assure accuracyPlease Note: If students prefer and have experience using MS Visio to draw diagrams,they may bring their laptops with MS Visio to use during some of the workshops. This isnot a requirement.3 DAYS
  • 9. Copyright 2012 | IndigoCube (Pty) Ltd | www.indigocube.co.za P a g e 10Course OutlineIntroduction to Business ProcessAnalysis – 1 hr. Define student learning objectives. Define business process analysis. Solidify strong project objectives andgoals. Learn the importance of the glossary toprocess modeling.AS IS Workflow Analysis – 5 hrs. Utilise workflow analysis to understandthe current business process (AS IS). Discuss key terms in process modelingand their subtle differences (process,sub-process, function, activity,essential process, task, procedure). Discuss the reasons for creating AS ISdiagrams and models. Learn to create detailed Business ProcessModels. Learn the key BPMN symbols and theirusage (tasks, connections, events,gateways). Discover and analyse tasks in thebusiness domain. Identify events within the businessprocess including delays,communications and triggers. Decompose complex processes intosub-processes and create relateddiagrams. Use data artifacts to collect andanalyse information currently used bythe business. Collect metrics or measurements toestablish the business processbaseline. Learn to capture business rules duringanalysis and document them in a usefulfashion. Learn to review a business processmodel looking for process improvementopportunities. Learn an approach to managing yourworkload on a large business processmodeling project. Workshop: Create an AS IS BusinessProcess Model for the course case studyand present it to the class.Discovering Business Rules – 3 hrs. Learn to listen for business rules wheneliciting business process requirements. Learn to ask detailed questions to clarifybusiness rules. Consider several approaches toorganising, documenting and gettingconfirmation on business rules. Use decision tables to represent complexbusiness rules. Workshop: Identify business rules fromcase study.Essential Business Process Modeling – 3 hrs. Learn to identify essential businessprocesses. An essential business process is acore requirement of the business areanecessary to re-design the process forimprovement. Each process must be clearlydefined, consistently named, andcompletely described. Learn to extract essential processes fromdetailed user descriptions and the AS ISprocess models. Learn to identify redundant and reusableprocesses. Use an interviewing template to documentbusiness narratives for each essentialprocess.Process Analysis – 3 hrs. Learn to organise essential businessprocesses in a process outline ordecomposition diagram. Learn to decompose business processesinto sub-processes and tasks. Workshop: Identify and present essentialprocesses for the class case study.TO BE Workflow Analysis – 5 hrs. Review BPMN AS IS Models and transitionto a TO BE Model. Evaluate the business value of eachprocess step following the principles ofSix Sigma, Lean, Value Stream Mapping,etc. Identify areas for improvement from theAS IS Models.o Use root cause analysis to find the truereason for each problem.o Review current process metrics.o Examine handoffs and communicationsbetween process participants. Prioritise areas for improvement. Brainstorm on TO BE alternatives. Create TO BE models with a re-design orthe business procedures supporting theessential processes. Collaborate with stakeholders to developalternative solutions and evaluate eachone. Use a solution table to define desiredfunctionality and priorities. This table canbe used as the backlog for future projects. Perform gap analysis to analyse gapsbetween the AS IS Process and therecommended TO BE Process. Identify transition requirements. Workshop: Create a TO BE Business ProcessModel for the course case study andpresent it to the class.Develop Your Action Plan/Course Summary– 1 hr. Develop an Action Plan with next steps onthe student’s current project. Student questions/discussion topics.
  • 10. Copyright 2012 | IndigoCube (Pty) Ltd | www.indigocube.co.za P a g e 11Intended AudienceThis course is designed forbusiness analysts, systemsanalysts, data administrators,database administrators, or anyother project team memberinvolved with business analysis.This course may also beappropriate for individuals whomanage business analysts orthose who work with thebusiness requirementsdocument and need a more in-depth understanding of theprocess and documentation.PrerequisitesIt is recommended that studentsfirst attend our Essential Skillsfor Business Analysis class orhave experience in project scopedefinition, eliciting requirementsfrom subject matter experts, andunderstand how businessrequirements fit into the entiresystems development effort.B2T CertificationThis class is a part of theBusiness Analyst InternationalCertification Program. For moreinformation on this Certification,please refer to Page 6 in thiscatalogue.B2T C E R T I F I E D C O R E C O U R S EDetailing Business Data RequirementsOverviewUnderstanding and documenting business data requirements is a critical component indefining complete requirements. Eliciting information needs often uncovers additionalprocesses and business rules. Every business process uses data and almost all businessrules are enforced by data. Missing a critical piece of data or incorrectly defining a dataelement contributes to the majority of maintenance problems and results in systemsthat do not reflect the business needs. This course teaches students an in-depthapproach to data modeling: identifying and defining all necessary data components usingboth textual templates and an entity relationship diagram.This course teaches business analysis techniques for eliciting, analysing, anddocumenting data requirements to both new and experienced practitioners. Studentswill be given data templates with a suggested documentation structure for definingBusiness Data Requirements. It supports and expands on the techniques in the IIBABABOK® Guide V2.0. Mentor-led workshops require students to practice the techniquesas they learn. Students are encouraged to bring their own projects to class.In this course students will learn to:• Identify core data requirements beginning with project initiation• Identify excellent data requirements at the appropriate level of detail• Detail the data requirements (using a data dictionary and data model)• Detail complex data-related business rules• Assist with the transition of business data to database design• Utilise easy normalisation techniques (without all the mathematical theory)• Validate data requirements with activity (process or use case) requirementsEven if your organisation has a data administrator or data warehouse team who isresponsible for documenting and managing the organisation’s information needs, everyproject uses a subset of that enterprise information in its own unique way. Businessanalysts must understand the importance of data in all of their projects and include datarequirements in their business requirements documentation. Failing to document whichdata elements need to be used in a calculation, or displayed on a report, leaves thedeveloper the responsibility of choosing the correct pieces of business data fromhundreds if not thousands of available fields. These missing requirements often lead toexpensive and lengthy project delays during the testing phase.“… the data sees the big picture, while the various people and machines andorganisations that work on the data see only a portion of what happens. As you go aboutdoing a Structured Analysis, you will find yourself more and more frequently attachingyourself to the data and following it through the operation. I think of this as“interviewing the data.”‘ It is usually more productive than any other single interview.”Tom DeMarco.3 DAYS
  • 11. Copyright 2012 | IndigoCube (Pty) Ltd | www.indigocube.co.za P a g e 12Course OutlineIntroduction – 1 hr. What is a business data requirement? Whyare these requirements important? Review requirements categories andclassifications. What is the difference between businessdata and database design? Review the 7 characteristics of "excellent"requirements. Review the core requirements components.Entities and Attributes – 5 hrs. Review the components of excellent projectinitiation and scope analysis. Learn to use the context level dataflowdiagram as a starting point for identifyingdata requirements. Entity types are the basic building blocks ofthe business data. This section definesentities, gives suggested naming guidelines,teaches the importance of entitydefinitions, gives criteria to evaluatepotential entities, describes entity uniqueidentifiers, and has students identify anddocument entities from the case study. Attribute types are characteristics of entitytypes. This section defines attributes, a datadictionary, gives suggested namingguidelines and class words, gives criteria toevaluate attributes, and has studentsidentify and document attributes from thecase study. Templates for analysing and documentingdata requirements are provided.Entity Relationships and DiagrammingConventions – 4 hrs. Learn how business data requirements aredisplayed in an entity relationship diagram. Relationships are data associations thatdefine the business rules of the project asthey relate to data. This section definesrelationships and business rules, givessuggested naming guidelines, teachesrelationship cardinalities, and has studentsidentify and document relationships fromthe case study. Review common diagram notations for datarelated business rules. Learn about an alternative model: the classdiagram.Detailing the Data Requirements – 5 hrs. Detailing repeating data elements.Repeating attributes must be broken downinto their components, properly named,and clearly documented with example datavalues. Students will refine theirrequirements document based onadditional business requirements. Detailing complex business rules. Complexbusiness rules (many-to-manyrelationships) should be properly namedand clearly documented with example datavalues. Students will refine theirrequirements document based onadditional business requirements. Detailing sub-category entities. Somebusiness data naturally falls into sub-categories and should be documented assuch. Review techniques for documenting dataconversion, interface requirements andperform gap analysis.Transition from Business Data to a PhysicalDesign – 2 hrs. Learn how to link the data and processelements to identify missing or incompleterequirements. Each essential process mustuse data, and each data element must beused by at least one essential process. How does business data become a databasedesign? Review the data requirements forcompleteness, understand how logicalcomponents are translated to physicalcomponents, and develop a strategy formaintaining the business requirements. Introduction to database design. Scope the design area using subject areas. What is de-normalisation? Why de-normalise a database design?Workshop - Identify and document datarequirements for the case study – 4 hrs. Identify and document entities. Identify and document attributes. Identify and document data relatedbusiness rules.Appendix - Data Normalisation - Optional What is data normalisation and why is itimportant? What are the rules of normalisation?
  • 12. Copyright 2012 | IndigoCube (Pty) Ltd | www.indigocube.co.za P a g e 13Intended AudienceThis course is designed forbusiness analysts, systemsanalysts, or any other projectteam members responsible fordeveloping functional, non-functional, and transitionrequirements. Students areencouraged to bring examples oftheir requirements documentsto the class for review andfeedback. This course may alsobe appropriate for individualswho manage business analysts.Developers and solutionimplementers will benefit froman understanding of howfunctional and non-functionalrequirements are elicited andanalysed.PrerequisitesIt is recommended that studentsfirst attend our Essential Skillsfor Business Analysis class orhave experience in project scopedefinition, eliciting requirementsfrom stakeholders, andunderstanding how businessrequirements fit into the entiresystems development effort. It isalso recommended thatstudents attend Business ProcessAnalysis before attending thisclassB2T CertificationThis class is a part of theBusiness Analyst InternationalCertification Program. For moreinformation on this Certification,please refer to Page 6 in thiscatalogue.B2T C E R T I F I E D C O R E C O U R S EUse Case Modeling and SolutionRequirementsOverviewUse case modeling is a commonly used analysis technique which results in functionalrequirements and a framework for test case development. When the solution to abusiness problem or opportunity involves a software component, the solution teammust determine how software will best support the business. This class focuses on thebusiness analysis work which includes defining functional, non-functional, and transitionrequirements which describe the solution and roll out needs.This course supports and expands on the techniques in the IIBA BABOK® Guide V2.0.Specifically techniques for communicating the business requirements to the solutionteam, tracing each business requirement to the supporting solution component,assessing the solution applicability and planning for a smooth transition to the solution.Mentor-led workshops require students to practice the techniques as they learn.Students are encouraged to bring their own projects to class.In this course students will learn to:• Use business requirements to identify, evaluate and present alternative designsolutions which meet customer needs• Prioritise requirements for inclusion in the software development phase usingplan-driven (traditional) and change-driven (iterative and agile) techniques• Elicit analyse, and communicate functional requirements that specify how userswill interact with the software and how the software will respond• Deliver consistent, detailed use case descriptions• Incorporate usability principles when developing prototypes• Identify non-functional requirements appropriate for each project• Learn to assess organisational readiness and build a transition or rollout plan tosmooth the implementation of new software for the business3 DAYS
  • 13. Copyright 2012 | IndigoCube (Pty) Ltd | www.indigocube.co.za P a g e 14Course OutlineIntroduction – 1 hr. Define students learning objectives. What are solution requirements? What aretransition requirements? Review requirements categories andclassifications. What are the differences between businessand functional requirements? Discuss requirements implications based onthe type of solution being developed (COTS,in house development, maintenance, BI) Learn about the software developmentapproaches used by the team (change drivenvs. plan driven) as it relates to solutionrequirements.Determine the Solution Scope – 4 hrs. Define the solution scope model. Useapproved business requirements to define asolution and allocate the solutioncomponents to each requirement(traceability). Learn a six-step approach to bringing thebusiness domain stakeholders andimplementation stakeholders to consensusabout the definition of the solution scope: Determine the functionality desired. Elicit the business priority of each function. Assess technical priority and estimatedcost of the desired functionality. Break project into phases or iterations. Create a scope model using a use casediagram:o Define actors involved with theapplication.o Identify actor interactions.o Determine use cases within each phaseor iteration. Obtain approval. Review the backlog and learn the changedriven approach to iteration planning. Allocate the requirements to the solutioncomponents.Defining Functional Requirements – 4 hrs. Learn to elicit user stories and scenarios. Learn to identify use cases. Outline each use case for a high-levelunderstanding of broad behaviour. Identify primary path, alternate path, andexception paths. Decompose large use cases into smaller sub-sets, identifying reusable use cases wherepossible. Learn how and where to document systemuser messages. Learn to create detailed use casedescriptions.Designing User Interfaces – 2 hrs. Learn to identify where prototypes arenecessary. Create and document prototypes. Learn to document report requirements,including ad-hoc and predefined. Learn thedefinition of business intelligence. Learn to document field edits and screenfunctionality. Incorporate usability principals into userinterfaces.Analyse Interface Requirements – 3 hrs. Identify required interfaces based on thephase/iteration plan. Determine how each interface is affected bythe solution design. Write interface requirements for eachinterface.Identify Non-Functional Requirements – 2 hrs. Identify requirements not previouslyaddressed by business, functional, ortechnical requirement categories: Performance requirements Security requirements Quality requirements Scalability Consider which non-functional requirementtypes are important for your project. Discuss the business analyst role in thedevelopment of these requirements.Develop Transition Requirements – 3 hrs. Identify requirements for a smooth rollout ofthe solution to the business Consider scheduling and timing issues Determine the timing of interfacetransition and data conversion Consider parallel operations vs. cutover Develop an implementation planDevelop Action Plan/Course SummaryWorkshop – 2 hrs. Review Business Analysis tasks and skillslearned. Workshop: What would you do? Determineanalysis approach based on case study. Develop an Action Plan with next steps onthe students current project.
  • 14. Copyright 2012 | IndigoCube (Pty) Ltd | www.indigocube.co.za P a g e 15Intended AudienceThis course is intended foranyone who is interested inlearning a practical approach toplanning the necessary tasks fortheir project.PrerequisitesBusiness analysts registering forthis course must have attendedEssential Skills for BusinessAnalysis, or have at least 2 years’experience in requirementselicitation, analysis anddocumentation using structuredtechniques. Contact IndigoCubeif you would like to discuss anexception being made to theseprerequisites.B2T CertificationThis class is a part of theBusiness Analyst InternationalCertification Program. For moreinformation on this Certification,please refer to Page 6 in thiscatalogue.B2T A D V A N C E D C O U R S EDeveloping a Business Analysis Work PlanOverviewHaving trouble getting started with your business analysis work? Unsure about howmuch time to request from your project manager?Developing a business analysis work plan will prevent major problems by ensuring thatall of the appropriate stakeholders are involved and the requirements will be analysedand presented using the most effective communication approaches. This class teachesstudents to consider all of the project and stakeholder characteristics before deciding onappropriate deliverables and producing a time estimate. The work plan also helps thebusiness analyst develop realistic time estimates based on the chosen deliverables.These estimates provide detailed justification for negotiation with project managers andproject sponsors. During class students are presented the Business Analysis PlanningFramework™ and are given worksheets to guide their planning efforts.Students are encouraged to bring their own project initiation documentation for acurrent or past project to the class. During the workshops, students will develop theirbusiness analysis work plan. If students do not have a project, a class case study isavailable and should be reviewed prior to the first day of class.Regardless of when the BA joins a project or the project type, this class will guideplanners to deliver an intelligent business analysis work plan to the project manager andhave a detailed roadmap upon which they can immediately begin to execute. Thebusiness analysis work plan may be a single sheet of brief notes on a small project or amore formal document on larger projects. Regardless of the output produced, anexcellent business analyst thinks through the plan before starting work.This course supports and extends the techniques in the IIBA’s BABOK® Guide V2.0.“Rowing harder doesn’t help if the boat is headed in the wrong direction.”Kenichi Ohmae, Management consultant3 DAYS
  • 15. Copyright 2012 | IndigoCube (Pty) Ltd | www.indigocube.co.za P a g e 16Course OutlineIntroduction – 1 hr. Business analysis planning. Overview of business analysis planningactivities. Discuss the relationship of the projectmanager and the business analyst inplanning. Use of the BA Planning Framework™approach to planning. Project - Understanding the projectcharacteristics. People - Identifying stakeholders andplanning for communications. Process - Planning the analysis activities. Root cause analysis and the fishbonediagram. The business analysis work plan.Planning for Different Types of Projects –4 hrs. Introduce the concepts of plan driven vs.change driven approaches to projects. Planning around unique projectcharacteristics: A large development project. Enhancement or maintenance projects. A COTS (commercial off-the-shelfsoftware) project. A reporting or data warehouse project. A process improvement or re-engineeringeffort. An infrastructure upgrade (getting a newe-mail or operating system). Planning around methodology and processcharacteristics: An outsourced or off-shore developmentproject. Iterative style developmentmethodology. Agile style development process. Group workshop: Discuss planningconsiderations for case study projectsProject - Understanding the ProjectCharacteristics – 4 hrs. Lets get started - A checklist to assess thecurrent state of the project and to help getstarted. The Project Overview Worksheet - Is theproject clearly defined? Business objectives Problems/opportunities Requirements scope High-level business processes The Business Impact Worksheet - What isthe relative importance of the project tothe organisation? Size (number of stakeholders, number ofbusiness processes involved, number ofbusiness rules). Importance (estimated cost, potentialbenefits, criticality of business area, levelof key stakeholders). Risk analysis (project, business,technology). Enterprise analysis - Understanding howthis project fits into the organisationsoverall strategy. Group workshop - Assess the project andscore the business impact of a sampleproject.People - Stakeholder Analysis and theCommunication Plan – 4 hrs. Why plan for stakeholder interactions? Assess the project sponsor Identify both primary and secondarystakeholders: Searching for all stakeholders, not justthe obvious ones Understanding each stakeholders areaof concern Documenting stakeholders needs Consider the characteristics of eachstakeholder group Determine effective communicationpractices for each stakeholder group: Is this group providing requirements,using requirements, or supporting theproject work? Which elicitation technique(s) will bemost effective? What requirement presentation formatwill be most comfortable for this group? The Stakeholder Analysis Worksheet When and where will communicationswith each stakeholder be most effective? What are the best communicationtechniques for each stakeholder? Group workshop - Identify and analyse thestakeholder groups for an example projectand identify the appropriatecommunication techniquesProcess - Planning the Analysis Activities –3.5 hrs. Plan the analysis activities Step one - Assess which requirementscomponents are needed? Step two - Determine which deliverablesare needed using the Deliverable ListWorksheet Step four - Develop an approach forcreating each deliverable using TheDeliverable Worksheet Consult with organisational standards/methodologies for required deliverables.Creating the Business Analysis Work Plan –3 hrs. Step one - Create the business analysis tasklist Step two - Estimate analysis time Using historical and expert data toestimate Tracking actual time to estimate Step four - Finalise the business analysiswork plan Group workshop - develop a task list ofanalysis and requirements activities for asample project. Intelligent negotiation skills. Getting signoff on the plan. Base lining the plan and initiating changecontrol.Ongoing Requirements Management – 1 hr. What is Requirements Management? Using a requirements repository Develop a requirements managementplan Reusing existing requirements Reusing existing data Identifying requirements attributes Plan for requirements traceability Learn about traceability matrices andrequirements links Understand the purpose of forward andbackward traceability Determine which requirements shouldbe "traced" Determine the appropriate approach formanaging traceability Exercise: Perform impact analysis usingtraceabilityCourse Summary – 0.5 hr. Final thoughts Planning Worksheet Map Optional ExercisesAppendix - Advanced Project InitiationRequirements – Optional Advanced project initiationrequirements: Learn techniques to identify strongproject objectives. Learn a technique to help subjectmatter experts scope a project withunclear boundaries. Group workshop - scope an unclearproject.Appendix - Advanced Topics – Optional Developing a cost/benefit analysis fora business case Evaluating software applications forpurchase (COTS)
  • 16. Copyright 2012 | IndigoCube (Pty) Ltd | www.indigocube.co.za P a g e 17Intended AudienceThis course is designed forbusiness analysts, systemsanalysts, product owners,project managers or any otherproject team member involvedwith requirements on an agileproject. This course may also beappropriate for individuals whomanage business analysts andneed a more in-depthunderstanding of the processand skill set a business analystcan bring to an agile projectPrerequisitesThis is an advanced class. It isrecommended students firstattend our Core classes or haveequivalent experienceB2T CertificationThis class is a part of theBusiness Analyst InternationalCertification Program. For moreinformation on this Certification,please refer to Page 6 in thiscatalogue.B2T A D V A N C E D C O U R S EBusiness Analysis in an Agile EnvironmentOverviewAgile environments are causing a shift in how teams are formed and the roles individualshave on their teams. While some agile teams do not have a formal role called BusinessAnalyst, business analysis skills are still needed on agile teams. BAs possess unique skillsincluding clear communication, organization, facilitation, requirements elicitation,critical thinking, and requirements analysis and management skills.This course is designed to show how business analysis fits in an agile environment andhighlights the reality that business analysis activities are absolutely necessary. For theBusiness Analysis practitioner you will understand how the skills you have will help youbecome a valued agile team member.Students will gain knowledge and skills by practicing techniques and soft skills needed tooperate effectively in a requirements-driven agile environment.In this course students will:• Agile approaches, key principles, practices and terminology focusing on Scrum.• How to map traditional skills and tasks of a Business Analyst to agile task and skills.• How a Business Analyst adds value to an agile project.• To develop user stories and specify acceptance criteria to assist the Product Ownerand business stakeholders.• How requirements are managed in an agile environment pre and post the productbacklog.• How to assist Product Owner and delivery team with four types of agileplanning: Strategy and product planning, release planning, Sprint/Iteration Planning,daily planning during the Stand-up Meeting.• To communicate requirements in different ways, adjusting the level of detail andelaborating requirements iteratively as needed while developing just enoughdocumentation.• To prioritise the Product Backlog and handling new requests3 DAYS3 DAYS
  • 17. Copyright 2012 | IndigoCube (Pty) Ltd | www.indigocube.co.za P a g e 18Course OutlineIntroduction – 1 hr. Define student’s learning objectives. Understand student’s knowledge ofbusiness analysis techniques and agile.The Agile Environment – 3 hrs. Learn how plan- driven (traditional) vs.change-driven (iterative, agile)development approaches impactbusiness analysis tasks and priorities. Overview of agile principles,methodologies and terminology. Learnvalues and principles from AgileManifesto. Discuss business and IT benefits forusing a light agile framework versustraditional development approach. Workshop: Create list of challengesmoving from a traditional environmentto an agile environment.Business Analysis Skills for Agile Projects – 3hrs. Review the major tasks and skillsneeded by BA professionals fortraditional and agile projects. Discuss alignment with the IIBA®BABOK®. Discuss the BA’s relationship with theother project members. Learn to transfer BA skills fromtraditional methodologies to an agileapproach. Workshop: Create a Product Vision.Requirements on an Agile Project – 4 hrs. Define the levels of Agile planning- Thefocus will be exploring how the BA willassist with Product and ReleasePlanning. Develop a Product and Sprint Backlog. Learn how to replace formalrequirements documents with face-to-face communication whereappropriate. Learn how to use informalmodels. Don’t strive for requirementsperfection. Writing User Stories at the appropriatelevel of detail following guidelines of 3Cs (card-conversation –confirmation)-and INVEST techniques. Learn good story writing tips and whatto avoid. Workshop: Breakdown one item on aproduct backlog into user stories.Business Analysis Roles – 2 hrs. Understand what activities areperformed by a Business AnalysisPractitioner in an Agile environment Learn how the BA supports the ProductOwner. Workshop: Create list of ideas how youcan best be utilised on an agile project.Develop Your Action Plan – 1 hr. Discuss role adaptation you will have tomake to be successful in an agileenvironment. Discuss your skill developmentopportunities (Cross functional, ProjectManagement, technical skills, etc.). Develop an Action Plan with next steps onthe students current project.
  • 18. Copyright 2012 | IndigoCube (Pty) Ltd | www.indigocube.co.za P a g e 19Intended AudienceThis course is designed forexperienced, knowledgeablebusiness analysts or projectmanagers involved withrequirements elicitation andanalysis.Students are expected tounderstand the purpose ofbusiness and functionalrequirements.PrerequisitesIt is recommended that studentsfirst attend our Essential Skillsfor Business Analysis class orhave experience in project scopedefinition, eliciting requirementsfrom subject matter experts, andunderstanding how businessrequirements fit into the entiresystems development effort.B2T A D V A N C E D C O U R S EFacilitating Requirements for BusinessAnalysisOverviewThe art of bringing people together, face-to-face or remotely, to elicit requirements andgain consensus on solutions is a critical success factor for all business analysisprofessionals. This course teaches facilitation techniques that can be used for structuredsessions and “facilitation-on-the-fly.” This course goes beyond traditional facilitationtraining by focusing on facilitation techniques specific to eliciting business and functionalrequirements.This class is limited to 8 students, allowing each student the opportunity to practicefacilitating multiple requirements sessions in a “safe” environment with personalisedfeedback. Students will spend 60% of class time participating in interactive, real-worldbusiness case studies and performing each key role in at least one session.The workshops in this course require students to plan the requirements eliciting session,develop the correct questions to ask the group, and facilitate the group to a consensuson the requirements using one of the learned techniques. Students will conduct arequirements workshop for at least one requirement deliverable (i.e. context leveldataflow diagram, workflow diagram). This course supports and expands on thetechniques in the IIBA BABOK® Guide V2.0.In this course students will learn to:• Facilitate using proven techniques for eliciting detailed business, functional and non-functional requirements• Identify when and how to use each technique• Develop confidence and a skill set to conduct requirements workshops• Actively practice learned skills and techniques• Use a requirements planning session template• Prepare the participants for the requirements session• Perform each facilitation role through role playing each session• Conduct the session to stay focused on the core requirement that was planned as adeliverable• Select which facilitation technique to use for each core requirement being elicited• Complete checklists for managing and conducting the session• Facilitate a requirements workshop3 DAYS
  • 19. Copyright 2000| IndigoCube (Pty) Ltd | www.indigocube.co.za P a g e | 20Course OutlineIntroduction to Facilitating Requirements– 1 hr. Learn guidelines for requirementsfacilitators. Set session rules and manage the session. Learn reactive techniques to use during thesession: Encourage participation. Manage group focus. Manage group conflict. Consider remote facilitation techniques.Student Workshop – 1.5 hrs. Conduct a mini-requirements workshop. Practice techniques used for requirementsworkshops.Session Feasibility – 1 hr. Determine when requirements workshopsare appropriate: Determine need/requirementsdeliverable desired. Determine commitment level. Determine risks. Practice determining session need usingreal-world scenarios. Review the core requirements componentsand discuss how they are best elicited. Learn when not to use requirementsworkshops.Planning and Preparing for a FacilitatedSession – 4 hrs. Plan the session: Determine the number session(s) neededand the length of the session(s). Document the purpose of the session. Identify potential participants. Define session requirements deliverables. Document the plan using sessionplanning templates. Prepare for a session: Outline the goals and requirementsdeliverables. Select session participants and determineif pre-session interviews are appropriate. Learn facilitation techniques: Brainstorming Consensus building Flowcharting Force field analysis Hip pocket techniques Nominal group Root cause analysis Storyboarding Facilitating across distance Develop focused questions to elicitrequirements: Direct Open-ended Clarifying Leading Re-focusing Create a detailed agenda for the facilitationteam. Learn group-oriented facilitationtechniques. Create a formal agenda for the sessionparticipant. Orient the facilitation team. Prepare the facilities.Student Workshop – 3.5 hrs. Each student will practice elicitationtechniques in a requirements workshop. Personal feedback will be provided to driveskill development.Conducting the Session – 1 hr. Learn the stages of groupdevelopment/productivity. Facilitate decision making – work towardconsensus. Conducting the session: Introducing the session. Managing the session. Creating a follow-up action plan. Review/approve requirements deliverables.Student Workshop – 8 hrs. Plan and conduct a requirements workshop. Use one or more of the learned facilitationtechniques. Produce the requirements deliverable usingone of the facilitation techniques. Personal feedback will be provided to driveskill development.Session Follow-Up – 1 hr. Produce the final requirements document. Share session feedback. Determine the next steps to finalise therequirements.
  • 20. Copyright 2012 | IndigoCube (Pty) Ltd | www.indigocube.co.za P a g e 21Intended AudienceThis course is designed forbusiness analysts, qualityanalysts, project managers, oranyone interested in improvingand validating the quality oftheir requirements.PrerequisitesIt is recommended that studentsfirst attend our 3 core courses(or at a minimum DetailingProcess and Business RuleRequirements) before enrollingfor this course.B2T S P E C I A L I S E D C O U R S ERequirements ValidationOverviewThis course takes you through the steps to ensure that business requirements arevalidated, that the solution is usable and meets the business needs. Validatingrequirements improves the likelihood of project success, making sure that we arebuilding the right solution. The cost to correct a software defect may be as high as 2900times the cost to correct a requirement. Finding missing requirements and requirementsinconsistencies decreases the overall project length and cost.Business analysis and quality assurance professionals must use risk assessments toprioritise requirements and requirements validation activities. The highest risk areas ofthe business must be addressed first. This course teaches business and quality analyststo design efficient requirements validation tests to make the best use of limitedresources and time.Solution Assessment and Validation is one of the key knowledge areas in the IIBABABOK® Guide V2.0. This course addresses many of the important tasks in theknowledge area along with giving business analysts the ability to design efficient andeffective tests to demonstrate that the application solutions meet their user’s needs.This course answers many of the key questions about requirements validation including:• How do we validate requirements?• Which types of validation and verification processes are appropriate for my project?• How does the team ensure that the solution meets the business stakeholder needs?• Where does validation fit in the software development life cycle (SDLC)?• What is software usability? Why is it important?• How does the team correct problems when they are discovered?• How do I work with technical members of the solution team? What do they needfrom a business analyst to be successful?2 DAYS
  • 21. Copyright 2012 | IndigoCube (Pty) Ltd | www.indigocube.co.za P a g e 22Course OutlineIntroduction to Requirements Validation –1 hr. What are requirements? Understand the value of acceptance andevaluation criteria How do we validate requirements? When should requirements be validated? Who validates requirements?Validating and Testing Requirements –3 hrs. What does it mean to validaterequirements? Conducting effective structuredwalkthroughs of requirements.o Review guidelines.o Examine a sample review invitationand results form.o Review question checklists.o How do reviews improve futureprojects?o Workshop: validate requirementsusing a formal review Introduction to usability testing. Effective user acceptance testing (UAT). Conduct a post implementation userassessment to identify lessons learned. How to correct problems that arediscovered during requirements validation? Use a consistent problem trackingprocedure. Track defect/problem types to improverequirements on future projects. Assess each problem for its type,severity, and status.Usability Testing – 2 hrs. Learn the principles of usability. Learn how usability testing differs fromtraditional testing. Discuss methods of usability testing. Learn to use requirements to designusability tests. Workshop: Conduct a usability testWorking with IT Stakeholders – 3 hrs. Communicating with IT developmentstakeholders. Verifying requirements or specification.o Unit testing.o Integration testing.o Systems testing.o Evaluate solution performance -validate non functional requirements.o Validate solution againstrequirements. Business requirements. Functional requirements. Technical requirements.o Regression testing - re-testing after achange. Testing environments. Common IT testing methods.o White box and black box testing.o Positive and negative testing.o Choosing data values for testing. Working with QA stakeholders.o Software quality assurance (SQA)planning and structure.o Utilising SQA personnel throughoutthe SDLC.Documenting Requirements ValidationDeliverables – 3 hrs. Designing a requirements validation plan IEEE testing templates. What is a test design, test case, testprocedure? Identifying tests from requirementsdocumentation. Using use case descriptions to developtesting procedures. Tracking test cases. Workshop: Validating requirementsusing test cases. Tracing test cases to requirements - crosschecking the solution. Designing a requirements validationplan. Planning considerations:o Who will validate requirements?o How will this be accomplished?o Where are the highest risks?o Where will tests be conducted?o Who will conduct testing?o Who will review test results?o What test data will be used?Solution Assessment and ValidationBABOK Knowledge Area – 2 hrs. Understanding the tasks in the IIBABABOK - Solution Assessment andValidation. Assess the proposed solution Allocate requirements. Assess Organisational Readiness. Define Transition Requirements. Validate Solution. Evaluate Solution Performance.
  • 22. Copyright 2012 | IndigoCube (Pty) Ltd | www.indigocube.co.za P a g e 23Intended AudienceThis course is designed forProject Managers who areresponsible for reviewingrequirements, managing thebusiness analysis efforts,overseeing the testing efforts, orobtaining sign-off on thebusiness analysis deliverables.For PMs who are alsoresponsible for eliciting thebusiness requirements, it isrecommended that they attendall of the core courses onbusiness analysis.PrerequisitesNoneB2T S P E C I A L I S E D C O U R S EBusiness Analysis Essentials for ProjectManagersOverviewThe best way to guarantee success of any type of project is to have a strong, experiencedProject Manager and a strong, experienced Business Analyst. These two individuals,working together from the beginning of the project, set the stage for success byaccurately planning and clearly defining the expected outcomes. Both roles arenecessary because they are each responsible for a different set of tasks and they eachpossess a set of skills that complement each other. The two roles are closely tied, butexactly what are the similarities and differences, and why does a project need both?This course discusses the role of Business Analysts and the business analysis skills that aProject Manager should also possess. The business analysis skill set includes criticalthinking skills, elicitation techniques and requirements analysis and management.Experienced project managers may already possess some of these skills, but may applythem differently than BAs. Understanding the complexity of the business analysis rolewill allow the PM and BA to work seamlessly and increase the project efficiency.Scoping is one of the most critical areas on which the PM and BA should work together.In addition to the project scope, as defined in the PMBOK™, the BA is responsible fordefining the scope of business analysis. When these two components of scope arecombined they define the entire boundary of the project. In this course, ProjectManagers will learn how Business Analysts define the scope of the area for which theywill be performing analysis. This is just one example of a task with separate roles for thePM and BA. Understanding their unique roles is critical to project success.In this course students will:• Learn to analyse and scope the area of analysis to clarify the level and complexity ofthe business analysis effort needed for the project• Learn what is an excellent requirement and the difference between business andfunctional requirements• Learn the five core components necessary to analyse a business area• Be introduced to the most commonly used analysis techniques• Discuss alternatives for traceability of requirements• Plan an approach for analysing, categorising, and managing requirements.Determine the level of formality required and consider options for documenting andpackaging requirements based on project type, priorities, and risks• Identify techniques and documentation options appropriate for the various softwaredevelopment approaches and project types (COTS, maintenance, business processimprovement, new development, etc.)• Understand how validating requirements impacts the project and the components ofsoftware testing• Review business analysis requirements to improve the quality of your deliverables3 DAYS3 DAYS
  • 23. Copyright 2012 | IndigoCube (Pty) Ltd | www.indigocube.co.za P a g e 24Course OutlineIntroduction – 1 hr. What is business analysis? Review the major tasks performed by abusiness analyst. Define the essential skills needed toperform these tasks.Project Participants and their Roles – 1 hr. Identify typical project stakeholders andtheir roles. Discuss how the business analyst interactswith these participants.Scoping the Project from the BusinessAnalysts Perspective – 4.5 hrs. Understand why the project is beingdone. Without this understanding it willbe difficult for business analysts to elicitand document the right requirementsand focus their business analysis work inthe appropriate areas. Get anintroduction to Enterprise Analysis. Understand the organisationalenvironment. Identify the businessstakeholders who will be involved in theproject and how they will impact businessanalysis. Learn to ask probing questions about therequirements scope and facilitate adiscussion with project stakeholders usingvisual representations of the requirementsboundaries. Learn the context level dataflow diagramtechnique to identify and scope "what is"and, more importantly, "what is not" to beanalysed. Analyse interfaces with people,other organisations, existing systems, andother software applications. Discuss how a business analyst shouldcollect, organise, and maintainrequirements for efficient analysis andreuse on future projects. Workshop - Scope the class case studyproject.Defining and Detailing Requirements – 4 hrs. What is a requirement? Why is it importantto elicit and document requirements? Whatare the criteria used to judge the quality of"excellent” requirements? Learn how software developers userequirements. Understand the difference betweenanalysis of the business and design of thesolutions or "business" vs. "technological"requirements. Why is it necessary tounderstand the business problem beforedeciding on a solution? Learn the 5 core requirement components,what they describe, and why they areimportant. Entity Attribute Process (Use Case) External Agent (actor) Business RuleRequirements Analysis Techniques – 5 hrs. Learn the recommended approach tocategorising requirements. Why shouldrequirements be categorised? Who useseach category? Why is it difficult to createdistinct categories? Business Requirements Functional Requirements Technical Requirements Learn the concept of traceability ofrequirements. Discuss the most commonly used analysistechniques to organise and refinerequirements. Business analysts shouldhave expertise in many analysis techniquesto be able to adapt to different types ofprojects and businesses. Structured textual templates (processdescriptions, data descriptions, businessrules, use cases) Entity relationship diagram Decomposition diagram User stories, use case diagram and usecase descriptions Workflow diagram (UML, BPMN, ANSI,swim lane) Prototyping Consider options and level of formality forpackaging requirements and choosing theappropriate documentation techniques foreach project. Review currently available software toolsthat can be used for requirementsmanagement. Workshop – Put into practice several of theanalysis techniques on the course casestudy requirements.Conducting a Requirements Review – 2 hrs. Learn how to conduct a requirementsreview: Who should participate? What arethe required steps? How is a sessionconducted? What are the commonchallenges? Workshop - Review a sample requirementspackage. Identify missing or incompleterequirements. Identify potential test cases. Document issues and develop anapproach for going forward.Validate the Requirements – 2 hrs. Understand the role of business analysis invalidating requirements and softwaretesting. Introduction to software testing: Why istesting important? What is the businessanalysts role in testing? What is theprimary objective of testing? What are thephases and types of testing? Learn to verify that the businessrequirements are complete by identifyingtest cases. Practice identifying test cases and refiningrequirements based on quality assuranceprinciples.Course Summary – 1.5 hrs. Review business analysis tasks and skills. Workshop – Draft an initial BusinessAnalysis Communications Plan for a CRMproject. Develop an Action Plan with next steps onthe student’s current project. Student questions/discussion topics.Appendix - Overview of ApplicationDevelopment Processes and Standards –Optional – as time allows Discuss various methodologies forapplication development. Learn which models are used in eachapproach: Waterfall Information Engineering IDEF RAD Iterative/Agile BPMN Object Oriented - UML Spiral/RUP.
  • 24. Copyright 2011 | IndigoCube (Pty) Ltd | www.indigocube.co.za P a g e | 25Intended AudienceThis seminar is a managementoverview of business analysis formanagers, supervisors, andproject managers who work withbusiness analysts.PrerequisitesNoneIntended AudienceThis course is designed forsoftware developers, softwarearchitects, or any other projectteam member who will be usingrequirements documents fortheir development work. It isuseful for both new developersand experienced developers.Developers will learn howbusiness analysts elicit, analyse,and document requirements.PrerequisitesNoneB2T S P E C I A L I S E D C O U R S E SOverview of Business AnalysisThis seminar presents the business analyst role to managers and others who lead andwork with business analysts. For the business analyst to be successful, both the IT andbusiness community must embrace the business analysis process. This seminar can beused as a working session to discuss how an organisation will implement the businessanalysis process and approaches for documenting the requirements.Both large and small organisations are realising the benefits of using business analysts onall of their application development projects. Improving the communication between thebusiness areas and the IT team significantly increases the quality of the systemsdeveloped.A business analyst’s main responsibility is to elicit, analyse, and document requirementsin a format that is useful to their business stakeholders and the technical developers.Analysis is a very important and time-consuming phase of every project. Businessanalysts need strong leadership as they elicit and document requirements that are oftenunclear, inconsistent, and expensive. Business analysts work most effectively when theyhave clear direction and frequent reviews of progress.Developer’s Introduction to BusinessAnalysisThis class provides an overview of the business analyst role and a detailed review of theRequirements Document provided to the development team. To ensure an integratedteam, IT developers need to understand the role of the business analyst.They should also be familiar with the requirements that business analysts are elicitingand documenting. This includes understanding categories of requirements, the corerequirement components, and the documentation formats used for each type ofrequirement. IT team members must also understand the testing life cycle and thepersonnel involved. This course gives students an overview of the role of the businessanalyst, requirements documentation, and software testing.½ DAY1 DAY
  • 25. Copyright 2011 | IndigoCube (Pty) Ltd | www.indigocube.co.za P a g e | 26Intended AudienceThis is a basic course for:• Process engineers• Technical managers• Project leads• Analysts and designers• Software architects andengineers• Configuration managementpersonnel• Testing and quality-assurancepersonnel• Individuals who need anoverview of the RUPPrerequisitesBasic knowledge of softwaredevelopmentIBM P R A C T I T I O N E R C O U R S EEssentials of Rational Unified Process V7.0Course DescriptionExplore this introductory course to the Rational Unified Process (RUP). RUP is aknowledge base, containing software engineering practices that represent many of thebest practices observed in a successful software development. Get an introduction toiterative development and to the organisation and content of this knowledge base.Emphasise the main principles of iterative software development: phases and theirobjectives and the mitigation of risks. Also, gets an introduction to RUP tailoring choices.Skills TaughtUpon completion of the course, participants should be able to: Understand the Key Principles of Business-Driven Development Be familiar with the guidance RUP provides for iterative development Be familiar with the structure and navigation facilities of RUP Be introduced to the content of RUP and its application Be introduced to RUP tailoring and implementation choices Have simulated the use of RUP on a projectTopics Covered An Introduction to RUP and the Key Principles of Business-Driven Development RUP Structure and Navigation Iterative Development RUP Content Tailoring RUP RUP Project Simulation2 DAYS
  • 26. Copyright 2012 | IndigoCube (Pty) Ltd | www.indigocube.co.za P a g e 27Intended AudienceThis is a basic course for teammembers who are involved inwriting use casesPrerequisitesNoneIBM P R A C T I T I O N E R C O U R S EWriting Good Use CasesCourse DescriptionThis course is designed to systematically build student skills in writing good use cases.After taking the course, students will be able to define use-case modeling concepts, andapply different writing techniques to write a detailed use case using the recommendedRational Unified Process (RUP) style.Note: This course does not teach requirements management using the RUP. To learn howto manage requirements using the RUP and to write use cases, enrol in MasteringRequirements Management with Use Cases.Skills Taught Define key use case related terms Describe the use case writing process Write a detailed use-case specificationTopics Covered Introduction to use-case modeling Use cases and the requirements management process The use-case writing process Finding actors and use cases Creating use-case diagrams Outlining a use case Detailing a use case Use case writing tips1 DAY
  • 27. Copyright 2012 | IndigoCube (Pty) Ltd | www.indigocube.co.za P a g e 28Intended AudienceThe course serves twoaudiences. The primary audienceis people who will be activelyengaged in the elicitation anddefinition of softwarerequirements. This includessystems analysts, requirementsanalysts, and business analysts.The secondary audience wouldbe interested in taking this classbecause they are consumers ofthe software requirements andneed to under-stand how toread, verify, interpret and planwith the software requirementsof the system. This groupincludes project managers,software analysts and designers,QA designers and testers, andcustomers and users.PrerequisitesStudents should have anunderstanding of: Project managementpractices The software developmentlifecycleIBM P R A C T I T I O N E R C O U R S EMastering Requirements Managementwith Use CasesCourse DescriptionMastering Requirements Management with Use Cases provides training in requirementsmanagement and use-case modeling techniques. The course focuses on eliciting andmanaging the changing requirements of a project; analysing the problem, defining theproduct vision and feature requirements, defining software requirements with use cases,and requirement attributes, and maintaining traceability, change management, andimpact analysis for project scope management. The course shows how use-casemodeling and requirements management techniques are used to define and documentrequirements that meet stakeholder needs. In-class exercises will give students practicalexperience in developing use cases.Skills TaughtUpon completion of the course, participants should be able to: Apply requirements management techniques to define a clear statement ofproduct requirements. Capture and document requirements with use-case modeling techniques. Develop requirements in an iterative process. Describe a documentation hierarchy and standards for defining levels ofrequirements for a product. Use requirement attributes and traceability to help manage scope and changethroughout product lifecycle. Use requirements to drive ongoing design, test, and user documentation activitiesTopics CoveredBest Practices of Software EngineeringIntroduction to Mastering Requirements Management with Use CasesIntroduction to Use-Case Modeling Analyse the Problemo Find the root causes of the problemo Identify the best solution to solve the business problem Understand Stakeholder Needso Define the System Define product features Find Actors and Use Cases Manage System Scopeo Use requirements attributes to plan and manage scopeo Refine the System Definition Detail the Use Cases Define Supplementary Specificationso Manage Changing Requirementso Structure the Use-Case Model Include, extend, use-case, and actor generalisation Requirements across the Product Lifecycle3 DAYS
  • 28. Copyright 2012 | IndigoCube (Pty) Ltd | www.indigocube.co.za P a g e 29Intended AudienceAnalysts, designers, andsoftware developers, and otherpractitioners, who desire anunderstanding of object-oriented analysis and designconcepts and hands-on practicalexperience applying thetechniques within a use-case-driven, architecture-centric, anditerative development processNote: You should be currentlyinvolved in analysis and designwork or in developing analysisand design models using UMLPrerequisitesUnderstanding of the SDLCIBM P R A C T I T I O N E R C O U R S EMastering Object-Oriented Analysis andDesign with UML 2.0Course DescriptionMastering Object-Oriented Analysis and Design with Unified Modeling Language(OOAD/UML) 2.0 presents the concepts and techniques necessary to effectively use OOtechnology and UML through the project life-cycle from understanding the business ‘asis’ process, to the ‘to be’ process to capture and communicate analysis and designdecisions. System requirements are captured in use cases to drive the development froman analysis model to a robust design model. In this intensive hands-on workshop, learnto apply UML 2.0 notation to fundamental OOAD concepts, including objects, classes,components, subsystems, stereotypes, relationships, and supporting diagrams.Use UML throughout the project life-cycle to capture and communicate analysis anddesign decisions. Thus, you learn UML 2.0 notation in the context of an iterative, usecase-driven, architecture-centric process.Note: There is no visual modeling toolset training incorporated into this methodologycourse.Skills TaughtUpon completion of the course, participants should be able to: Apply the OO concepts of abstraction, encapsulation, inheritance andpolymorphism Use UML 2.0 to represent the full SDLC from business process to analysis to designTopics Covered Principles and benefits of modeling Concepts of object orientation Business process modeling as a precursor to system development Requirements overview Analysis and design overview Use-case analysis Identify analysis elements Identify design elements Identify design mechanisms Describe the run-time architecture Describe distribution Use-case design Class design OO to RDBMS Database design (optional)4 DAYS
  • 29. Copyright 2012 | IndigoCube (Pty) Ltd | www.indigocube.co.za P a g e 30Prerequisites forCCBA/CBAPIndividuals must meet theIIBA’s applicationrequirements to sit for theCCBA /CBAP examsincluding workexperience, areas ofexpertise, education andprofessional development,and references. See therequirements listed on theIIBA website atwww.theiiba.org fordetails.B A B O K / C C B A / C B A PBABOK®The Business Analysis Body of Knowledge®(BABOK®) is the collection of knowledgewithin the profession of Business Analysis and reflects current generally acceptedpractices. As with other professions, the body of knowledge is defined andenhanced by the Business Analysis professionals who apply it in their daily workrole.The BABOK®Guide describes Business Analysis areas of knowledge, their associatedactivities and the tasks and skills necessary to be effective in their execution. ThisGuide is a reference for professional knowledge for Business Analysis and providesthe basis for the Certified Business Analysis Professional™ (CBAP®) Certification.CCBA™ and CBAP® CertificationsThe International Institute of Business Analysis (IIBA®) is dedicated to thedevelopment and maintenance of standards for the practice of Business Analysis,and for the certification and recognition of practitioners. It is the first organisationto offer formal certification for Business Analysis Professionals.The IIBA®has created the Certification of Competency in Business Analysis (CCBA™)and the Certified Business Analysis Professional™ (CBAP®), designations awarded tocandidates who have successfully demonstrated their expertise in this field. This isdone by detailing hands-on work experience in business analysis through theapplication process, and passing the relevant IIBA®examination.For more information on B2T Training’s IIBA® CBAP® Prep Study Guide, go towww.b2ttraining.com.Certified Business Analysis Professionals are experts in identifying the businessneeds of an organisation in order to determine the best solutions, a role that isincreasingly seen as a vital component of any successful project. More and morecompanies are recognising the CBAP®designation and the value and expertise thatthese professionals bring to their organisations.If you are working in the role of business analysis, systems analysis, requirementsanalysis or management, project management, consulting or process improvement,and have an advanced level of knowledge and experience, you may want to considerthe many professional benefits of earning the CBAP®designationRequirements Template RoadmapEach project that a business analyst works on is uniqueand may require different combinations ofrequirements components. Templates providea checklist for planning requirementswork. The Requirements TemplateRoadmap helps the businessanalyst choose appropriatetemplates to use for each project.To assist business analysts indocumenting requirements,we offer a RequirementsPackage Template that is availableon the “Downloads” section of ourwebsite.The templates in this packageprovide business analysts with a structured format foreliciting anddocumenting requirements. Standard, re-usabletemplates allow for faster and easier requirementsreview and approval.The Requirements Template Roadmap may be used asa companion to B2T Training’s Requirements PackageTemplate. This “Roadmap” serves as a reference toolfor business analysts when completing therequirements package based upon the templates.Using this Roadmap as a guideline or “map” for therequirements templates will helpbusiness analysts determinewhat to include in arequirements package, whoshould prepare package,who should preparerequirements components shouldbe prepared. Additionally, the Roadmap providesexamples of complete requirements templates.The Requirements Template Roadmap is availablefor purchase from IndigoCube.Contact: info@indigocube.co.za*Students who attend the Essential Skills forBusiness Analysis™ course will receive a free copy
  • 30. Copyright 2011 | IndigoCube (Pty) Ltd | www.indigocube.co.za P a g e | 31Developing the skills of an individual Business Analyst is no simple task. Anideal Business Analyst has to have the right aptitude (inborn ability) and theacceptable skill levels for the relevant methodology and techniques used byan organisation.Most Business Analysts will have different skills and abilities while therelevant skills they require might differ from one organisation to the next.Any attempt to improve skills levels to a common level will require someinsight into the existing abilities, skills levels and imbalances.In response, IndigoCube has developed one of the most comprehensiveindividual assessments to address these challenges.Our assessment consists of several modules that allow tailoring to the specific skills requirements of the organisationbefore it is executed. We use the output from the individual assessment to tailor training and skills developmentinitiatives for the organisation, as well as for the individual.What are we testing?This assessment focuses on two critical componentsrequired of a Business Analyst: aptitude and skill.The aptitude test determines how closely a personmatches the ideal profile of a Business Analyst. Aperson may undergo ongoing training but, if they don’thave the required aptitude, performance may beinsufficient.The skills assessment is a practical test that questions theBusiness Analyst within all the Knowledge Areas of theBABOK (Business Analysis Body of Knowledge) and onspecific methodologies and techniques. Enterprise Analysis Requirements Planning and Management Requirements Elicitation Requirements Communication Requirements Analysis and Documentation Solution Assessment and Validation Business Analysis FundamentalsHow do we test?Aptitude testWe make use of the Neethling Brain Instrument (NBITM).By using the NBITMwe are able to map aperson’s profile and then compare that to the ideal. Thisnot only allows us to determine the suitability of theindividual to do Business Analysis but also to identifyareas where training and skills development need toreceive more attention.Skills assessmentThe skills assessment is done using a structuredquestionnaire that contains four sections:Section 1: A multiple-choice section that tests theindividual’s understanding of the BusinessAnalyst’s role.Section 2: A case study that tests the individual’sanalytical skills.Section 3: Scenario-based questions that test theindividual’s ability to use specific BusinessAnalysis techniques which are relevant to theorganisation.What is the output?After completion of the assessment, a report iscompiled that will indicate the following:1. The suitability of the individual in the role as aBusiness Analyst.2. Confirmation of the individual’s skills levels.3. Training recommendations specific to the individual.Assessing the skills of the Business Analystsin your organisation
  • 31. B A B A O K A L I G N M E N TIIBA Business Analysis Body of Knowledge®and IndigoCube CoursesIndigoCube’s programme is a comprehensive programme that aligns with all areas of the BABOK. The BABOK is a collection ofbusiness analysis tasks categorised into like groupings called knowledge areas. The BABOK is not a methodology and does notinfer any particular order of performing the activities. IndigoCube’s programme is taught in a series of courses that reflect theorder of work and iterative nature of business analysis. This chart illustrates the alignment between the current version of theBABOK and IndigoCube training courses.
  • 32. Office: +27 11 759 5950Facsimile: +27 11 759 5907Website: www.indigocube.co.zaEmail: info@indigocube.co.zaVictoria Gate South | Hyde Lane | Hyde Park | SandtonPO Box 408 | Gallo Manor | 2052Certified Consulting, Training andSoftware Provider

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