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Mcom Ba Training Module 1

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  • 1. IT BUSINESS ANALYST
    CAREER TRAINING
    MODULE 1
  • 2. WELCOME
  • 3. AGENDA
    INTRODUCTION TO BUSINESS ANALYSIS
    INTRODUCTION TO RATIONAL UNIFIED PROCESS
    INTRODUCTION TO REQUIREMENTS MANAGEMENT
    INTRODUCTION TO RATIONAL REQUISITE PRO
    INTRODUCTION TO J.A.D SESSIONS
    Q & A
  • 4. CLASS RULES
    #1 Please be on Time
    #2 You MUST TALK in Class
  • 5. IT BUSINESS ANALYST
    AN INTRODUCTION
  • 6. IT BUSINESS ANALYST
    THE TWO BIG QUESTIONS
    #1
    What does an IT BA do?
    #2
    What skills does an
    IT Business Analyst need?
  • 7. Business Analyst
    Business Systems Analyst
    IT Analyst
    Process Manager
    Requirements Engineer
    What’s in a Name?
    Solutions Expert
  • 8. IT BUSINESS ANALYST
    “It's not what you're called, it's what you do.”
  • 9. IT BUSINESS ANALYST
  • 10. IT BUSINESS ANALYST
    #1
    THE WHAT
    IT Business Analyst
    » Focused on requirements
    » Solves problems with IT solutions
    » Bridge between business and IT
    » Performs functional design
    • The IT Business Analyst is the professional who is generally associated
    with requirements elicitation/analysis and solving problems using
    information technology solutions. This role is the bridge between
    business & IT.
    • The analysts in this role generally begin their work once a given IT
    project has been initiated. They are the ones eliciting requirements
    from stakeholders, analyze the requirements, document them in BRDs
    (business requirements documents), and create functional
    specifications. In this role the analyst may also interacts
    with the development and quality assurance teams.
    • Other common titles for this role are: Requirements Engineer,
    Requirements Analyst, Application Consultant, Application Analyst,
    Business Analyst (generic term), etc.
  • 11. IT BUSINESS ANALYST
    THE HOW
    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.
    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.
    #2
  • 12. Rational Unified Process
  • 13.
  • 14. Waterfall Method
  • 15. S.D.L.C
  • 16. RUP
    • RUP is a method of managing OO Software Development
    • 17. It can be viewed as a Software Development Framework which is extensible and features:
    • 18. Iterative Development
    • 19. Requirements Management
    • 20. Component-Based Architectural Vision
    • 21. Visual Modeling of Systems
    • 22. Quality Management
    • 23. Change Control Management
  • RUP
    • Online Repository of Process Information and Description in HTML format
    • 24. Templates for all major artifacts, including:
    • 25. RequisitePro templates (requirements tracking)
    • 26. Word Templates for Use Cases
    • 27. Project Templates for Project Management
    • 28. Process Manuals describing key processes
  • Process Structure
    Two dimensions.
    Horizontal axis represents time and shows the lifecycle aspects of the process as it unfolds.
    Vertical axis represents core process workflows, which group activities logically by nature.
  • 29. Phases
    Inception
    Elaboration
    Construction
    Transition
  • 30. Two dimensions of RUP
  • 31.
  • 32. J.A.D SESSIONS
    AN INTRODUCTION
  • 33. J.A.D SESSIONS
  • 34. J.A.D SESSIONS
  • 35.
  • 36.
  • 37. J.A.D SESSIONS
    PROPERTIES OF A J.A.D MEETING
    Every JAD session has a sponsor
    2. Every meeting participant other than the sponsor is invited to
    play a role in the sponsor’s project vision
    JAD sessions have a well defined agenda
    4. The Business Analyst is responsible for Facilitating, Moderating
    and recording the meeting
  • 38. J.A.D SESSIONS
    Typical Makeup of a JAD Session
  • 39. J.A.D SESSIONS
    Typical Flow of a JAD Session
  • 40. J.A.D SESSIONS
    Tips for conducting a successful JAD Session
    • Lay out the ground rules that everyone will listen and respect each other's position, even if they might disagree on fundamentals.
    • 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. 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. 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.
  • GROUP ACTIVITY
    Project Overview
    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.
  • 44. REQUIREMENTS MANAGEMENT
    AN INTRODUCTION
  • 45.
  • 46. REQUIREMENTS
    What is a Requirement?
    -> What a system must do, referred to as a Functional Requirement
    -> how a system is supposed to be, referred to as a Non-Functional Requirement
    -> Constraints (also known as Business Rules)
  • 47. REQUIREMENTS
    Requirements Tree
    Traceability Tree
  • 48. REQUIREMENTS
    Use Case Model
    Use Case Specification
    Activity Diagram
    Sequence Diagrams
  • 49. REQUIREMENTS
  • 50. REQUIREMENTS
    What makes a Good Requirement?
  • 51. REQUSITE PRO
    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.
  • 52.
  • 53.
  • 54.
  • 55.
  • 56. REQUSITE PRO
    ARTIFACTS
    Stake-Holder Request Document
    Vision Document
    Use Case Specification Document
    Software Requirements Specification Document
  • 57. Q&A