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Business Analyst Online training in hyderabad,  India, USA, UK, Australia, saudi, dubai & UAE
 

Business Analyst Online training in hyderabad, India, USA, UK, Australia, saudi, dubai & UAE

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Business analyst training at united global soft

Business analyst training at united global soft
call: +1 201-710-8393
India: +91-8099902123

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    Business Analyst Online training in hyderabad,  India, USA, UK, Australia, saudi, dubai & UAE Business Analyst Online training in hyderabad, India, USA, UK, Australia, saudi, dubai & UAE Presentation Transcript

    • Business Analysis Training BrochureBusiness Analyst
    • Duration Normal course 25 hours /one month/daily one hour Fast track course 25hours/15days/daily two hours/
    • DURATION
    • Tools Ms visio --- UML DIAGRAMS/DFD RATIONAL ROSE---UML DIAGRAMS/DFD MS WORD—BRD/SRS/DRD/FRD documentpreparations ERD/TEST CASE PREPARATION
    • TEMPLATES BRD TEMPLATE FRD TEMPLATE DRD TEMPLATE SRS TEMPALTE TEST CASE TEMPLATE USE CASE DOCUMENT TEMPLATE ALL UML DIAGRAMSTRAINING/TEMPALTES
    • BA COURSE1. RESUMES2. RESUME TIPS3. RESUME DEVELOPMENTS4. PROJECTS FOR RESUMES TO INCLUDE5. INTERVIEW QUESTIONS6. INTERVIEW TIPS7. CASE STUDIES8. LIVE PROJECTS IN ALL DOMAINS9. TIPS TO WORK AS BA IN IT COMPANY
    • BUSINESS ANALYST OPENING
    • Business Analyst Training IntroPresented byChandra, Sr.Business Analyst
    • Agenda Business Analysis Definition Business Analyst Skills and Roles & Responsibilities. Fundamentals of Requirements Elicitation BA Training Course Structure and Placement Assistance Questions
    • Business Analysis DefinitionIIBA defines Business analysis as ―the set of tasks, knowledge, and techniquesrequired to identify business needs and determine solutions to businessproblems.IIBA ( International Institute of Business Analysis)Solutions often include a systems development component, butmay also consist of process improvement or organizational change.‖Thus,business analysts are often the liaisons between business and solutiondevelopment (oftentimes IT), can-vassing the enterprise to understand businessneeds, issues and opportunities in order to recommend solutions that addressthose needs most effectively and efficiently.
    • Business Analyst Skills
    • …who follow a chain of reasoning that leads from problem definition to implemented solutions…and maintaining the integrity and coherence of the chain is the work of the Business Analyst.Ownersdefines measures of success and £targets£Money!…Business Analysts confirm & documentStrategistsdetermine the strategy to hit the targets…Business Analysts do market research, create strategy, challenge & documentSponsorsestablish a Programme that delivers the strategy…Business Analysts document ProgrammeTOR and build the Business Case (TOR :Terms of Reference) Programme ManagersInstitute Projectsthat implement the programme…Business Analysts document the Project TORBusiness analystsspecify requirements for Projects in the Business ModelSystems AnalystsIT design solutionthat satisfies the requirements…Business Analysts protect requirements & document compromisesbuild solution…Business Analysts protect requirements & document compromises IT and the Business test solution …Business Analystsensure tested against requirementsProject managersImplement solutionUsersAccept solution…Business Analysts help with-£MEASURING £BENEFITS £REALISATION…Business Analysts help with-Process and data migration-Cutover planning-RolloutPOST-IMPLEMENTATIONBusiness Analysts feed back to the Owner how well theirmeasure of success has been achievedScope Of The Business Analyst Role Vs SDLC
    • Answer Following QuestionWhen ? : AnalysisWhat ? : BRSWhy ? : Tools & Tech..Who? : SMEs,Rteam,TSMEsHow? : Process … 3D Method
    • Business Analysis –• its not rocket science• it is science (not a *dark+ art)• science has the scientific method• Business Analysis has many structured methodsAll structured methods must be fundamentally the same as theymust all•analyze problems•analyze the scope of the solution•analyze functional and non-functional requirements•manage requirements in to design & delivery
    • What is Business AnalystIIBA Definition of a Business Analyst:Business Analysts are responsible for identifying business needs.The Business Analyst is responsible for requirements development andrequirements management. Specifically, the Business Analyst elicits, analyzes,validates and documents business, organizational and/or operationalrequirements. Solutions are not predetermined by the Business Analyst, but aredriven solely by the requirements of the business. Solutions often include asystems development component, but may also consist of process improvementor organizational change.The Business Analyst is a key facilitator within an organization, acting as a bridgebetween the client, stakeholders and the solution team.Business Analysis is distinct from financial analysis, project management, qualityassurance, organizational development, testing, training and documentationdevelopment.International Institute for Business Analysishttp://www.iiba.com
    • • Usually assigned to the project after it has started• Responsible for bridging the gap between the Business and IT• Learn the business inside and out• Essentially the architect of effective business systems• Job title, definition and responsibilities viewed inconsistently acrossthe industryBusinessTechnology
    • Business Analyst Working Domains Banking & financial Insurance Health care HRM Telecom Airline Marketing or manufacturingBA is going to work on different domains depends uponcompany projectsinsurancetelecombankinghealthcareHRM
    • EXAMPLECEAT Company is a clientBusiness AnalystclientIt companyIBMCEATGATHERING REQUIREMENTSDesign developersTesting engineers
    • BUSINESS ANALYSTBA/BRDPROJECT MANAGERPRODUCT MANAGER/INTERNAL REQUIREMENTSEXTERNAL CLIENTSPRODUCT BASED COMPANYCLIENTS EXTERNAL REQUIREMENTS
    • CLIENTS MEETINGBDM SALESCLIENTSSALES DICUSSION ON PROJECT,TECHNOLOGIES,ABOUT OUR COMPANYSTRUCTURE AND WORK OUTLETS WITHCLIENTSFINALLY CLIENTS WANTS TO MAKE KICK-OFFMEETING WITH OUR COMPANY LEADS TODICUSS ABOUT PROJECT
    • HOW THE PROJECTS ARE COMINGTO ITCOMPANYBDMCLIENT/STAKEHOLDERS(CEAT)INTRANET HOME PAGETECHNOLOGY---SHARE POINT---- JAVA---- .NETDATA STORAGE---- 3RDPARTY--SAPIT COMPANY/IBMPRE SALESPOST SALES---PROJECTSBRINGING PROJECTS TO IT COMPANYEXPLAIN THE STRUCTURE AND KNWOLEGE OFOUR COMPANYRFIRFQRFP
    •  BDM AFTER FINISHING THECOMMUNICATION WITH CLIENTSREGARDING THE PROJECTS WHENTHE CLIENT LOOKING FOR PROJECTDEVELOPMENT NOW BEFORE STARTING OFDEVELOPMENT OF SYSTEM THECLENT WANT TO MAKE KICK OFFMEETING WITH OUR COMPANY
    • KICK OFF MEETING The Kickoff Meeting is the first meeting with the project team and the clientof the project. This meeting would follow definition of the base elementsfor the project and other project planning activities. This meetingintroduces the members of the project team and the client and providesthe opportunity to discuss the role of each team member. Other baseelements in the project that involve the client may also be discussed at thismeeting (Schedule, Status Reporting, etc.). The basic format of a kickoff meeting includes the roles of andcontributions from the stakeholders. It also mentions the risks and issuesinvolved, particularly those that may affect project schedules and lead todecreased customer satisfaction. This is the point at which help neededfrom stakeholders is explicitly mentioned. If there are any new team members, the process to be followed isexplained so as to maintain quality standards of the organization. Clarity isgiven by the project lead if there exists any ambiguity in the processimplementations....
    •  There is a special discussion on the legalities involved in the project.For example, the design team interacting with the testing team maywant a car to be tested on city roads. If the legal permissions are notmentioned by the concerned stakeholder during kickoff, the test mayget modified later to comply with local traffic laws (this causesunplanned delay in project implementation). So, it was best to havea discussion about it in the kickoff meeting and follow it upseparately, than to assume stuff and later be forced to replan testprocedures. The kickoff meeting is an enthusiasm-generator for the customerand displays a full summary of the project so far. By displaying athorough knowledge of the goal and steps on how to reach it,confidence is put in the customer
    • WHO IS GOING INVOLVE IN KICK OFF MEETINGKICK OFF MEETINGIT COMPANY CLIENTS SIDE1.PROJECT MANAGER2.BUSINESS ANALYST3.BDM4.TECHNICAL MANAGER5.DELIVERY MANAGERKEY STAKEHOLDERSSubject matter ExpertsTechnical subjectMatter ExpertsHead of DepartmentsMEETINGDISCUSSION REGARDING THESYSTEM BUSINESS NEEDS
    • Project manager Presentation regarding the projectdevelopment in means of 1.cost 2.duration 3.quality 4.risk 5.development process
    • Project plan/scope/charterANALYSIS BA 1-15 DAYS 60,000DESIGN DESIGNERS 15—35 DAYS 1LAKHSCODING PROGRAMMERS 35---50DAYS XXXXTESTING TEST ENGINERS 50—65 DAYS XXXXDEPLOYMENT DEPLOY 65---90DAYS XXXXXX
    • KICK OFF MEETINGKick- OffAnalyzeDesignStabilizeUATImplementBuild
    • BA INVOLVES IN KICK OFF BA INVOLVES IN KICK OFF MEETING DEPENDS UPON THE COMPANYBUSINESS ANALYSTKICK OFF MEETINGACTION EVENTSACTION REQUIREMENTS-End1*-End2*-End3*-End4*-End7*-End8*-End9*-End10*
    • ACTION EVENTS WHAT EVER WE DICUSSED IN KICK OFFMEETING REGARDING THE PROJECTISSUES ACTION EVENTS ARE THE WHAT EVERRESPONSE IS COMING FROM THECLIENTS REAGRDING THE QUERY INPROJECT SCOPE EXAMPLE—IN COST OF PROJECT DEVELOPMENT OFPROJECT
    •  ACTION COMING FROM THE STAKEHOLDERS ACTION REQUIREMENTS ARE WHATEVER WE HAVE DICUSSED REGARDINGTHE DEVELOPMENT OF CLINETSPROJECT SCOPE. WE ARE GATHERING ALL THEREQUIREMENTS
    • SUCCESS COMPLIATION OF KICK OFF MEETING KICK OFF MEETING FINISHEDSUCESSFULLY. CLIENT PREPARES THEIR BUSINESSPROPOSAL AND SEND TO IT COMPANYPM PM PREPARES THE BUSINESSPROPSALS FOR CLIENTS PROJECTDEVELOPMET
    •  PROJECT MANAGER/LEAD BA PREPARESPROJECT MANAGERPREPARES THE RFREQUEST FORPROPOSALREQUEST FORQUOTATIONREQUEST FORINFORMATIONBUSINESS PROPOSAL-End1*-End2*-End3*-End4*-End5*-End6*-End7*-End8*-End9*-End10*-End11*-End12*-End13*-End14*-End15*-End16*
    • BUSINESS PROPOSAL BA HAS TO GO THROUGH WITHBUSINESS PROPSAL GATHER INTERNAL REQUIREMENTS BEFORE STARTING REQUIREMENTGATHERING FROM CLIENTS ORINTERACTION WITH CLIENTS BA HAS DO SURVEYS REGARDING THECLIENTS COMPANY
    •  SURVEYS PRIMARY DATA COLLECTION 1.ONLINE MARKET RESARCH 2.FACE TO FACE INTERACTION WITH CLIENTS SECONDARY DATA COLLECTION 1.HISTORICAL DATA 2.PREVIOUS DOCUMENTS THESE SURVEYS FOR INTERNAL REQUIREMEMNTSFEEDBACK ONLY.
    • PROJECT MANAGERBUSINESS ANALYST TEAM MEMBERS PROGRAM MANAGERCLIENTS INTERACTIONREQUIREMENTSBASURVEYSBEFORE INTERACTINGWITH CLIENTS FORREQUIREMENTSPRIMARYDATACOLLECTIONYESSECONDARYDATACOLLECTIONNOIN ORDER TO UNDERSTAND STRUCTURE OFCLIENTS COMPANY BEFORE GATHERINGREQUIREMENTS
    • AS-IS AND TO-BE As-Is study means studying the business process of the client. The BUSINESS ANALYST goes to the clients placeand gets this document. Once the As is document is readythe consultant based on the clients requirement prepares the To-Be document which means how the business of theclient must be. This whole process takes place in the Secondphase of ASAP which is the Blueprint Phase.
    • Business analyst topics1. Roles of BA2. SDLC METHODSANALYSISDESIGNCODINGTESTINGIMPLEMENTATIONBA
    •  BA ROLECLENTSITCOMANYCLIENTSWANT TOMAKE ANINTRANETONSHAREPOINTDESIGNERSDEVELOPERSBA
    • BA Role - The PastElicitation AnalysisElicitation SpecificationValidation andDocumentationRequirements Phase
    • BA Role – The FutureA Critical Role Throughout the Project Life CycleEnterpriseAnalysisStrategicPlanningRequirements DesignConstruction Test DeliverOperationsandMaintenanceDeactivateStudy Period Implementation PeriodImplementation Period (continued) Operations Period
    • Business Analyst Role - Study Period• The executive team cannot affect the transition to a strategy-focused organizationalone• Information, process, tools and facilitation are provided by the Business Analyst toenable the organization to shift focus and activities to be strategy driven• Conduct analysis to inform the portfolio planning team1. Create and maintain the business architecture2. Conduct feasibility studies to determine optimal solution3. Prepare the business case
    • 1. Planning Business Analysisactivities2. Requirements elicitation3. Requirements analysis4. Requirements specification5. Requirements validation &verification6. Requirements allocation andtracing7. Requirements changemanagement8. Organizational changemanagementBusiness Analyst Role - Implementation Period
    • SDLC METHODSANALYSISDESIGNPROGRAMCONSTRUCTIONTESTINGIMPLEMENTATION
    • WHY DOES A PROJECT NEED BA AND PMProject managementOfficeProgrammanagerPM handles multiple projectsProjectManagerPM handles single or more projectsBATECHNICALLEADTESTLEAD
    • MOSCOW TECHNIQUE MOSCOW MUST SHOULD COULD WOULD HOW TO MAP REQUIREMENTS FROMCLIENTS AND PRIORTY FOR EACHREQUIREMENTS
    •  MoSCoW is a prioritization technique used in businessanalysis and software development to reach a commonunderstanding with stakeholders on the importance theyplace on the delivery of each requirement - also known asMoscow prioritization or Moscow analysis. According to A Guide to the Business Analysis Body ofKnowledge, version 2.0[1], section 6.1.5.2, the Moscowcategories are as follows: M - MUST: Describes a requirement that must be satisfiedin the final solution for the solution to be considered asuccess. S - SHOULD: Represents a high-priority item that shouldbe included in the solution if it is possible. This is often acritical requirement but one which can be satisfied in otherways if strictly necessary. C - COULD: Describes a requirement which is considereddesirable but not necessary. This will be included if timeand resources permit. W - WONT: Represents a requirement that stakeholdershave agreed will not be implemented in a given release,but may be considered for the future.
    • ZACHMAN METHOD 5W+1H WHY WHEN WHERE HOW WHAT WHO
    • 3D FRAME WORK FOR REQUIREMENTGATHERING 3DDISCOVER DISCRIEBING DOCUMENT
    • 3D MODEL FOR REQUIREMENTSBRDFRD DRD
    • BRD BRD- BUSINESS REQUIREMENTDOCUMENT FRD- FUNCTIONALREQUIREMENTDOCUMENT SRS -SYSTEM REQUIREMENTDOCUMENT DRD -DATA REQUIREMENT DOCUMENT BRD SHOULD BE COVERTED INTO
    • BRD/FRD/DRDCAPTURINGCUSTOMERDETAILSBRDHOW YOU WANTSEARCH1. CAPTURINGCUSTOMERDETAILSUSINGREGISTRATION2. STORECUSTOMERDETAILS3. AVAILABLE TOCUSTOMERFRDWHAT KIND OFREQUIREMENTSNAMEAGESEXPROFILEDRD
    • BRD STRUCTURE HOW TOPREPARE EVERY COMPANY HAS OWNSTANDARDED TEMPLATE BRD1.INTRODUCTIONOVERVIEWPROJECT BACKGROUNDKEY STACKHOLDERS2.SCOPEINSCOPEOUTSCOPE3.FUNCTIONAL REQUIREMENTSUSE CASES DIAGRAMSUSE CASE DOCUMENTFUNCTIONAL REQUIREMENTS4.NON FUNCTIONAL REQUIREMENTSQUALITYPERFORMANCEAASURANCEHARDWARESOFTWARE5.DRD6.RTM
    • REVERSE ENGINEERING FORREQUIRMENTSREQUIREMENTSVALIDATION ELICITATIONDOCUMENTMANAGE
    • SDLC MODELSWATER FALL MODELSPIRAL MODELRAD MODEL(RAPID APPLICATIONDEVELOPMENT)RUP MODEL RATIONAL UNIFIEDPROCESSV- SHAPED MODELINCREMENTAL MODELAGILE WITH SCRUMAGILE WITH XP
    • RTM REUIREMENT TRACIBLITY MATRIXREQ.NO FEATURE COMPONENT CATEGORY TESTCASE
    • REQUIREMENT ELICITRATIONPROCESS1. INTERVIEWING & QUESTIONAIRE2. JAD/WORKSHOPS/FOCUSGROUP3. BRAINSTROMING4. PROTOTYPE/STORYBOARD/MARKUP/WIREFRAME5. USE CASE MODEL6. SURVEYS7. REVERSE ENGINEERING8. VIEWPOINT
    • USE CASE DIAGRAM EXAMPLE-- ATM CASH WITH DRAWNVISIT ATMUSERSELECTSINSERTCARDSYSTEMVALIDATES CARDENTER VALID PINSYSTEMVALIDATESSYSTEM OPENSLIST OPTIONS
    • ANALYSIS STRUCTRAL ANALYSIS OOAD DFD UMLDIAGRAMS SFC HIPO STCANALYSIS
    • UML CLASSOBJECTPACKAGECOMPOSITECOMPONENTDEPLOYMENTSTRUCTRALDIAGRAMSUMLDIAGRAMSBEHAVIOURALDIAGRAMSUSECASEDIAGRAMSACTIVITYDIAGRAMSSTATE MACHINECHARTSINTERACTIONDIAGRAMSCOMMUNICATIONSEQUENCE DIAGRAMSTIMING DIAGRAMSINTERACTIONDIAGRAMSDESIGINGANALYSISDEVELOPMENTANALYSIS
    • TESTING UNIT INTEGRATION TEST SYSTEM TESTING UATMANUAL AUTOMATIC
    • MANUALLLDUIU2UNPROGRAMMERSSENIOR TESTINTEGRATIONSYSTEMUATHLLDBRD/FRD BRD/FRD1.TOP-BOTTOM2.BOTTOM-TOP3.SANDWICH1.FUNCTIONAL2.USABILTY3.PERFORMANCE4.SECURITY1.ALPHA2.BETA
    • STLC SOFWARE TEST LIFE CYCLE TEST PLAN TEST DESIGN TEST EXCUTION BUG REPORT RESULT ANALYSIS TEST SUMMARY
    • DATA MODELING CONCEPTUAL DESIGN LOGICAL PHYHICAL
    • PROJECT MANAGEMENTSYSTEM PROJECT MANAGEM ENT PHASES1. INIATION2. PLANNING3. EXECUTION4. MONITORING/CONTROLLING5. CLOSING1.PROJECT INTEGRATION2.PROJECT SCOPE3.PROJECT TIME4.PROJECT COST5.PROJECT QUALITY6.PROJECT HR7.PROJECT RISK8.PROJECTCOMMUNICATION9.PROJECTPROCUREMENT10.SOCIAL &PROFESSIONALKNOWLEDGE AREAS
    • ALL THE BEST FOR THEFUTURE WELCOME AS BUSINESS ANALYSTSTHANKSCOURSE DURATION --27HOURS