Mcom Ba Training Module 1

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Mcom Ba Training Module 1

  1. 1. IT BUSINESS ANALYST<br />CAREER TRAINING<br />MODULE 1<br />
  2. 2. WELCOME<br />
  3. 3. AGENDA<br />INTRODUCTION TO BUSINESS ANALYSIS<br />INTRODUCTION TO RATIONAL UNIFIED PROCESS<br />INTRODUCTION TO REQUIREMENTS MANAGEMENT<br />INTRODUCTION TO RATIONAL REQUISITE PRO<br />INTRODUCTION TO J.A.D SESSIONS<br />Q & A<br />
  4. 4. CLASS RULES<br />#1 Please be on Time<br />#2 You MUST TALK in Class<br />
  5. 5. IT BUSINESS ANALYST<br />AN INTRODUCTION<br />
  6. 6. IT BUSINESS ANALYST<br />THE TWO BIG QUESTIONS<br />#1<br />What does an IT BA do?<br />#2<br />What skills does an <br />IT Business Analyst need?<br />
  7. 7. Business Analyst<br />Business Systems Analyst<br />IT Analyst<br />Process Manager<br />Requirements Engineer<br />What’s in a Name?<br />Solutions Expert<br />
  8. 8. IT BUSINESS ANALYST<br />“It&apos;s not what you&apos;re called, it&apos;s what you do.”<br />
  9. 9. IT BUSINESS ANALYST<br />
  10. 10. IT BUSINESS ANALYST<br />#1<br />THE WHAT<br />IT Business Analyst <br />» Focused on requirements<br />» Solves problems with IT solutions<br />» Bridge between business and IT<br />» Performs functional design<br /><ul><li>The IT Business Analyst is the professional who is generally associated </li></ul> with requirements elicitation/analysis and solving problems using <br /> information technology solutions. This role is the bridge between <br /> business & IT. <br /><ul><li>The analysts in this role generally begin their work once a given IT </li></ul> project has been initiated. They are the ones eliciting requirements <br /> from stakeholders, analyze the requirements, document them in BRDs <br /> (business requirements documents), and create functional <br /> specifications. In this role the analyst may also interacts <br /> with the development and quality assurance teams. <br /><ul><li>Other common titles for this role are: Requirements Engineer, </li></ul> Requirements Analyst, Application Consultant, Application Analyst, <br /> Business Analyst (generic term), etc.<br />
  11. 11. IT BUSINESS ANALYST<br />THE HOW<br />Earn a degree in a business related discipline (such as economics, finance, or accounting) and, on the job, continue their education by learning systems design skills and by getting involved as stakeholders in IT projects. Many such business practitioners attend additional courses in software design, use cases, modeling in order to round out their modern analyst skills.<br />Another very common path is to earn a degree in computer science or related field (such as engineering, information systems, etc.) and begin work as programmers, web designers, etc. Slowly, on the job, they acquire business domain skills from the projects they worked on as developers. Most developers take additional courses in communication, writing, requirements elicitation to round out their modern analyst skills.<br />#2<br />
  12. 12. Rational Unified Process<br />
  13. 13.
  14. 14. Waterfall Method<br />
  15. 15. S.D.L.C<br />
  16. 16. RUP<br /><ul><li>RUP is a method of managing OO Software Development
  17. 17. It can be viewed as a Software Development Framework which is extensible and features:
  18. 18. Iterative Development
  19. 19. Requirements Management
  20. 20. Component-Based Architectural Vision
  21. 21. Visual Modeling of Systems
  22. 22. Quality Management
  23. 23. Change Control Management</li></li></ul><li>RUP<br /><ul><li>Online Repository of Process Information and Description in HTML format
  24. 24. Templates for all major artifacts, including:
  25. 25. RequisitePro templates (requirements tracking)
  26. 26. Word Templates for Use Cases
  27. 27. Project Templates for Project Management
  28. 28. Process Manuals describing key processes</li></li></ul><li>Process Structure<br />Two dimensions.<br />Horizontal axis represents time and shows the lifecycle aspects of the process as it unfolds.<br />Vertical axis represents core process workflows, which group activities logically by nature.<br />
  29. 29. Phases<br />Inception<br />Elaboration<br />Construction<br />Transition<br />
  30. 30. Two dimensions of RUP<br />
  31. 31.
  32. 32. J.A.D SESSIONS<br />AN INTRODUCTION<br />
  33. 33. J.A.D SESSIONS<br />
  34. 34. J.A.D SESSIONS<br />
  35. 35.
  36. 36.
  37. 37. J.A.D SESSIONS<br />PROPERTIES OF A J.A.D MEETING<br />Every JAD session has a sponsor<br />2. Every meeting participant other than the sponsor is invited to <br /> play a role in the sponsor’s project vision<br />JAD sessions have a well defined agenda<br />4. The Business Analyst is responsible for Facilitating, Moderating <br /> and recording the meeting<br />
  38. 38. J.A.D SESSIONS<br />Typical Makeup of a JAD Session<br />
  39. 39. J.A.D SESSIONS<br />Typical Flow of a JAD Session<br />
  40. 40. J.A.D SESSIONS<br />Tips for conducting a successful JAD Session<br /><ul><li>Lay out the ground rules that everyone will listen and respect each other's position, even if they might disagree on fundamentals.
  41. 41. Stay on time. Schedule the meeting with realistic time frames and respect everyone's position and time within the company. End on time, not a minute later.
  42. 42. Designate one area of the room as the parking lot for ideas or comments that were brought up that are on a tangent with the problem at hand. You will come back to the lot either later if there is time or will call another meeting with only those involved at a later date to discuss the parking lot items.
  43. 43. Do not let office politics play a part in this meeting. Everyone is on a level playing field in here. Control the conversation and don't let a single person dominate discussion.</li></li></ul><li>GROUP ACTIVITY<br />Project Overview<br />ACME Inc. is looking at implementing an enterprise scale reporting solution. This solution should enable executives to request ad-hoc financial and sales reports without giving them direct access to the data. The solution should have features like report scheduling, notification etc. The reports should be published online and should also be accessible through Microsoft Excel. The data is currently stored in Microsoft SQL Server.<br />
  44. 44. REQUIREMENTS MANAGEMENT<br />AN INTRODUCTION<br />
  45. 45.
  46. 46. REQUIREMENTS<br />What is a Requirement?<br />-&gt; What a system must do, referred to as a Functional Requirement<br />-&gt; how a system is supposed to be, referred to as a Non-Functional Requirement<br />-&gt; Constraints (also known as Business Rules)<br />
  47. 47. REQUIREMENTS<br />Requirements Tree<br />Traceability Tree<br />
  48. 48. REQUIREMENTS<br />Use Case Model<br />Use Case Specification<br />Activity Diagram<br />Sequence Diagrams<br />
  49. 49. REQUIREMENTS<br />
  50. 50. REQUIREMENTS<br />What makes a Good Requirement?<br />
  51. 51. REQUSITE PRO<br />RequisitePro is a powerful, easy-to-use requirements management tool that helps teams manage project requirements comprehensively, promotes communication and collaboration among team members, and reduces project risk. <br />
  52. 52.
  53. 53.
  54. 54.
  55. 55.
  56. 56. REQUSITE PRO<br />ARTIFACTS<br />Stake-Holder Request Document<br />Vision Document<br />Use Case Specification Document<br />Software Requirements Specification Document<br />
  57. 57. Q&A<br />

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