The document provides information about an add-on training program that offers certification in business analysis. The training is accredited by the British Computer Society and covers 14 modules aligned to the BCS standards for Foundation in Business Analysis Certification. The certification helps individuals gain industry recognition as a professional business analyst and validate their skills and knowledge in critical analytical concepts. It benefits both employees, by supporting career development and opportunities, and employers, by helping employees gain practical skills and increasing their value.
About the Webinar
This presentation provides an update on the Project Management Institute’s Continuing Certification Requirements (CCR) and provides information on how to maintain professional certification.
Benefits
After attending this webinar, participants will:
• Understand the new CCR guidelines
• Recognize the differences in the previous guidelines to the new guidelines
• See what must be done to maintain PMI professional certification(s)
• Know what is required to maintain multiple PMI professional certifications -- when an individual holds more than one PMI professional certification
• Realize what is necessary to re-establish PMI professional certification in the event that it has lapsed due to not fulfilling annual certification maintenance requirements
• Comprehend how to earn PDUs and potentially apply them to more than one certification, i.e., a PMI certification and non-PMI certifications (other certification programs that require certification maintenance which can be accomplished by taking relevant courses each year)
In this presentation you will get to know how practice of “Analyzing Business, Identifying Problems and Opportunities and providing Solutions” that will benefit business.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
BA-01A: Enterprise Analysis and Domain ModelingDigiLEAF Inc
This course is a high-level appreciation of the Business Analysis discipline. It explains how business analysis practices enables change in the over-all organizational context, through the definition of needs and recommending solutions that deliver value to stakeholders. The set of tasks and techniques that are used to perform business analysis discussed in this course are defined in: A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide).
In this course, participants will learn how to build real-world models that express complex business requirements to be used as inputs in defining solutions requirements (both functional and non-functional requirements). This course will cover how Business Analysis methods, tools and techniques are being used in the creation or maintenance of Enterprise Architecture.
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants after more than 4,000 hours of work. It summarizes our combined 100+ years of experience advising executive teams around the world. And it includes all the Frameworks, Best Practices & Templates required to successfully implement an operating model and organization design initiative, and make your strategy happen.
This Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.domontconsulting.com
The Operating Model and Organization Design Toolkit includes frameworks, tools, templates, tutorials, real-life examples, video training, and best practices to help you:
-Make your strategy happen and boost your company’s performance
Successfully implement an operating model and organization design initiative with our simple and comprehensive 7-phase approach
-(I) Carry out your business case for change: (1) Situation, key challenge and proposed solution, (2) Project objectives and key performance indicators (KPIs), (3) Project scope, approach and team, (4) Key activities and deliverables, (5) Strategic alignment, (6) Value: project initial investment, project costs, additional revenue generated, cost savings, cash flows and net present value, (7) Ease of implementation
-(II) Define your operating model and organization design: (1) Capability management, (2) Structure and governance, (3) Culture, (4) Talent management, (5) Processes, (6) Technology, (6) Culture
-(III) List your potential initiatives for each pillar
-(IV) Create your business cases and financial models to assess potential initiatives
-(V) Prioritize, plan and implement your projects: (1) Project prioritization, (2) Business roadmap, (3) Governance, (4) Dashboards, (5) Project implementation: agile methodology, design thinking and traditional methodology, (6) Continuous improvement (7) Post projects evaluation and lessons learnt, (8) Post program evaluation and lessons learnt
-(VI) Define and implement your change management strategy and internal communication strategy: (1) Change management strategy, (2) Change management plans, (3) Implementation, tracking and progress management, (4) Effective communication
-(VII) Engage your stakeholders effectively: (1) Stakeholder analysis, (2) Stakeholder engagement strategy, (3) Stakeholder engagement detailed plan
Best business analyst course in hyderabad7radhikag
A Business Analyst course is designed to equip individuals with the skills and knowledge required to excel in the field of business analysis. Business analysis involves identifying business needs and finding solutions to business problems through the use of information technology, processes, and data analysis.
About the Webinar
This presentation provides an update on the Project Management Institute’s Continuing Certification Requirements (CCR) and provides information on how to maintain professional certification.
Benefits
After attending this webinar, participants will:
• Understand the new CCR guidelines
• Recognize the differences in the previous guidelines to the new guidelines
• See what must be done to maintain PMI professional certification(s)
• Know what is required to maintain multiple PMI professional certifications -- when an individual holds more than one PMI professional certification
• Realize what is necessary to re-establish PMI professional certification in the event that it has lapsed due to not fulfilling annual certification maintenance requirements
• Comprehend how to earn PDUs and potentially apply them to more than one certification, i.e., a PMI certification and non-PMI certifications (other certification programs that require certification maintenance which can be accomplished by taking relevant courses each year)
In this presentation you will get to know how practice of “Analyzing Business, Identifying Problems and Opportunities and providing Solutions” that will benefit business.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
BA-01A: Enterprise Analysis and Domain ModelingDigiLEAF Inc
This course is a high-level appreciation of the Business Analysis discipline. It explains how business analysis practices enables change in the over-all organizational context, through the definition of needs and recommending solutions that deliver value to stakeholders. The set of tasks and techniques that are used to perform business analysis discussed in this course are defined in: A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide).
In this course, participants will learn how to build real-world models that express complex business requirements to be used as inputs in defining solutions requirements (both functional and non-functional requirements). This course will cover how Business Analysis methods, tools and techniques are being used in the creation or maintenance of Enterprise Architecture.
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants after more than 4,000 hours of work. It summarizes our combined 100+ years of experience advising executive teams around the world. And it includes all the Frameworks, Best Practices & Templates required to successfully implement an operating model and organization design initiative, and make your strategy happen.
This Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.domontconsulting.com
The Operating Model and Organization Design Toolkit includes frameworks, tools, templates, tutorials, real-life examples, video training, and best practices to help you:
-Make your strategy happen and boost your company’s performance
Successfully implement an operating model and organization design initiative with our simple and comprehensive 7-phase approach
-(I) Carry out your business case for change: (1) Situation, key challenge and proposed solution, (2) Project objectives and key performance indicators (KPIs), (3) Project scope, approach and team, (4) Key activities and deliverables, (5) Strategic alignment, (6) Value: project initial investment, project costs, additional revenue generated, cost savings, cash flows and net present value, (7) Ease of implementation
-(II) Define your operating model and organization design: (1) Capability management, (2) Structure and governance, (3) Culture, (4) Talent management, (5) Processes, (6) Technology, (6) Culture
-(III) List your potential initiatives for each pillar
-(IV) Create your business cases and financial models to assess potential initiatives
-(V) Prioritize, plan and implement your projects: (1) Project prioritization, (2) Business roadmap, (3) Governance, (4) Dashboards, (5) Project implementation: agile methodology, design thinking and traditional methodology, (6) Continuous improvement (7) Post projects evaluation and lessons learnt, (8) Post program evaluation and lessons learnt
-(VI) Define and implement your change management strategy and internal communication strategy: (1) Change management strategy, (2) Change management plans, (3) Implementation, tracking and progress management, (4) Effective communication
-(VII) Engage your stakeholders effectively: (1) Stakeholder analysis, (2) Stakeholder engagement strategy, (3) Stakeholder engagement detailed plan
Best business analyst course in hyderabad7radhikag
A Business Analyst course is designed to equip individuals with the skills and knowledge required to excel in the field of business analysis. Business analysis involves identifying business needs and finding solutions to business problems through the use of information technology, processes, and data analysis.
consists of organization-wide efforts to install and make permanent a climate in which an organization continuously improves its ability to deliver high-quality products and services to customers
BUSN350Week 3 Business Problem and RequirementsBusiness.docxhumphrieskalyn
BUSN350
Week 3: Business Problem and Requirements
Business Analysis
The basic idea of business analysis is simple. It is the practice of identifying and clarifying a problem or issue within a company, then working with the various stakeholders to define and implement an acceptable solution. However, actually conducting a business analysis can be quite complex and time-consuming.
Starting Point
The first step in the process is to identify a problem, an issue, or some other business need. Let's say that you are the owner of a small motorcycle dealership. In addition to selling bikes, your store does repairs and maintenance, sells riding gear, and custom orders parts for your customers. You have received numerous complaints from the staff and customers about the accuracy of your inventory system. The problem is the inventory system often shows parts and merchandise as being in stock, when none are actually available. This often means that a repair job is not finished on schedule, which really irritates your customers.
Milestone 1 Assignment Requirements
In a 5-8 page paper using APA format, please describe the following:
1. Introduction– Briefly describe the organization and business process to provide contextfor your project.
2. Business problem– Identify and describe a business problem for your project.
a. Create a flowchart of the current business process using Visio.
b. If you do not have Visio installed on your computer, you can access this application via the iLab tab in the Course Home unit.
3. Identify stakeholders– Provide a stakeholder tracking matrix based on eachstakeholder’s position and responsibilities, the level of their involvement and their importance to the project.
Example of a stakeholder matrix:
Role
Responsibilities
Level of Involvement
Importance
Project Manager
(Business)
Project Manager
(Implementation partner)
Business Analyst
Page 1 of 4
BUSN350
Role
Responsibilities
Level of Involvement
Importance
Department Manager
Work Group Supervisor
External Business Partner
SME 1
SME 2
SME 3
Level of Involvement – What level of involvement and how much time will be expected of each stakeholder?
Importance – How important is the stakeholder in the requirements elicitation process? Are they required in order to document all of the critical project requirements, or are they optional in that they can add clarity to processes that may further refine requirements?
4. Conduct elicitationusing one of the methods listed and provide the documented resultsfrom your activity in the Appendix of your paper:
Surveys – develop a set of 5-8 multiple choice questions pertaining to the business problem that will enable you to document a list of requirements for your project, administer the survey to elicit responses from 10 participants
Interviews – develop a set of 5-8 open-ended questions pertaining to the ...
PSY 614 Final Project Guidelines and Grading Guide O.docxpotmanandrea
PSY 614: Final Project Guidelines and Grading Guide
Overview
The final project for this course is a leadership case study analysis. You will be given a specific case study that centers on leadership strategies to form the
foundation of your analysis. Using this case study, you must apply the theories and concepts from the course to interpret and formulate answers to certain
guiding questions. Finally, you must create a professional presentation that presents your entire case study analysis effectively. In the presentation, you will
present your findings and recommendations, including answers to all guiding questions, as a consultant would present his or her analysis to a company. The
project is divided into three milestones, which will be submitted at various points throughout the course to scaffold learning and ensure quality final
submissions. These milestones will be submitted in Modules Four, Six, and Eight. The final product will be submitted in Module Ten.
This assessment will assess your mastery with respect to the following course outcomes:
Evaluate leadership strategies for the extent to which they reflect flexibility, promote sustainability, foster effective change management, and further
organizational goals for a given context
Select appropriate, innovative leadership strategies for solving authentic problem scenarios
Assess the effectiveness of and recommend modifications to leadership techniques based on employee research and performance metrics data
Prompt
Use the case study Fortuga Artisans, Inc. for the following prompt.
For your leadership case study analysis, you must create a professional presentation and apply the theories and concepts from the course to interpret and
formulate answers to the following guiding questions:
What are the problems and issues discussed in the case study? Illustrate each with specific examples and connect them back to course principles.
How did or how should the organization employ leadership strategies that reflect flexibility, promote sustainability, foster effective change management,
and further organizational goals? Defend your evaluation and choices.
What is your assessment plan? Describe your plan based on the leadership strategies that have been employed as well as any additional strategies you
recommend to be employed. Include a plan for assessment that incorporates employee feedback and performance metrics data. What should be
measured? How should it be measured to ensure validity and reliability? How should that data be interpreted and acted upon?
http://snhu-media.snhu.edu/files/course_repository/graduate/psy/psy614/Fortuga_Artisans_Inc.pdf
http://snhu-media.snhu.edu/files/course_repository/graduate/psy/psy614/Fortuga_Artisans_Inc.pdf
Specifically, the following critical elements must be addressed:
1. Leadership Strategies: Evaluation – Using the case study, describe the overall leadership strategies employed. Spe ...
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants after more than 3,000 hours of work. It shares our combined 100+ years of experience advising executive teams around the world. It includes all the Frameworks, Best Practices & Templates required to successfully implement an operating model and organization design initiative, and make your strategy happen.
This Certification Program is developed in line with the quest to achieve standardized competency levels of the business analyst profession. The business analyst is also sometimes called a business process analyst, requirements engineer and business/IT systems analyst.
This Certification Program is designed for individuals having responsibilities in the following areas: Identification of Problem Areas/Business Opportunity, Enterprise Analysis, Requirements Planning & Management, Requirements Elicitation, Requirements Analysis & Documentation, Requirements Communication and Assessment & Validation of Solution Options.
The knowledge areas contained in the curriculum is a combination of the knowledge areas in the Business Analysis Body of Knowledge (BABOK) of the International Institute of Business Analysis (IIBA) and knowledge areas in the Certified Quality Process Analyst (CQPA) of the American Society for Quality (ASQ).
Business Analysis course, Business Analyst Course, CBAP, CBAP in Chennai, CBAP Certiifcation, CBAP training, Certified Business Analyst Professional, | Training in US, Canada
http://fhyzics.com/
Business Analysis course, Business Analyst Course, CBAP, CBAP in Chennai, CBAP Certiifcation, CBAP training, Certified Business Analyst Professional, | Training in US, Canada
For more details please visit http://fhyzics.com/
It is focusing on behalf of Digtialleverage Consulting Services providing Business Development Services by using Technologies in an appropriate manner at a right time in right place.This can offer as on-Site or offshore model.
Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on the notifications, alerts, and approval requests using Slack for Bonterra Impact Management. The solutions covered in this webinar can also be deployed for Microsoft Teams.
Interested in deploying notification automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
consists of organization-wide efforts to install and make permanent a climate in which an organization continuously improves its ability to deliver high-quality products and services to customers
BUSN350Week 3 Business Problem and RequirementsBusiness.docxhumphrieskalyn
BUSN350
Week 3: Business Problem and Requirements
Business Analysis
The basic idea of business analysis is simple. It is the practice of identifying and clarifying a problem or issue within a company, then working with the various stakeholders to define and implement an acceptable solution. However, actually conducting a business analysis can be quite complex and time-consuming.
Starting Point
The first step in the process is to identify a problem, an issue, or some other business need. Let's say that you are the owner of a small motorcycle dealership. In addition to selling bikes, your store does repairs and maintenance, sells riding gear, and custom orders parts for your customers. You have received numerous complaints from the staff and customers about the accuracy of your inventory system. The problem is the inventory system often shows parts and merchandise as being in stock, when none are actually available. This often means that a repair job is not finished on schedule, which really irritates your customers.
Milestone 1 Assignment Requirements
In a 5-8 page paper using APA format, please describe the following:
1. Introduction– Briefly describe the organization and business process to provide contextfor your project.
2. Business problem– Identify and describe a business problem for your project.
a. Create a flowchart of the current business process using Visio.
b. If you do not have Visio installed on your computer, you can access this application via the iLab tab in the Course Home unit.
3. Identify stakeholders– Provide a stakeholder tracking matrix based on eachstakeholder’s position and responsibilities, the level of their involvement and their importance to the project.
Example of a stakeholder matrix:
Role
Responsibilities
Level of Involvement
Importance
Project Manager
(Business)
Project Manager
(Implementation partner)
Business Analyst
Page 1 of 4
BUSN350
Role
Responsibilities
Level of Involvement
Importance
Department Manager
Work Group Supervisor
External Business Partner
SME 1
SME 2
SME 3
Level of Involvement – What level of involvement and how much time will be expected of each stakeholder?
Importance – How important is the stakeholder in the requirements elicitation process? Are they required in order to document all of the critical project requirements, or are they optional in that they can add clarity to processes that may further refine requirements?
4. Conduct elicitationusing one of the methods listed and provide the documented resultsfrom your activity in the Appendix of your paper:
Surveys – develop a set of 5-8 multiple choice questions pertaining to the business problem that will enable you to document a list of requirements for your project, administer the survey to elicit responses from 10 participants
Interviews – develop a set of 5-8 open-ended questions pertaining to the ...
PSY 614 Final Project Guidelines and Grading Guide O.docxpotmanandrea
PSY 614: Final Project Guidelines and Grading Guide
Overview
The final project for this course is a leadership case study analysis. You will be given a specific case study that centers on leadership strategies to form the
foundation of your analysis. Using this case study, you must apply the theories and concepts from the course to interpret and formulate answers to certain
guiding questions. Finally, you must create a professional presentation that presents your entire case study analysis effectively. In the presentation, you will
present your findings and recommendations, including answers to all guiding questions, as a consultant would present his or her analysis to a company. The
project is divided into three milestones, which will be submitted at various points throughout the course to scaffold learning and ensure quality final
submissions. These milestones will be submitted in Modules Four, Six, and Eight. The final product will be submitted in Module Ten.
This assessment will assess your mastery with respect to the following course outcomes:
Evaluate leadership strategies for the extent to which they reflect flexibility, promote sustainability, foster effective change management, and further
organizational goals for a given context
Select appropriate, innovative leadership strategies for solving authentic problem scenarios
Assess the effectiveness of and recommend modifications to leadership techniques based on employee research and performance metrics data
Prompt
Use the case study Fortuga Artisans, Inc. for the following prompt.
For your leadership case study analysis, you must create a professional presentation and apply the theories and concepts from the course to interpret and
formulate answers to the following guiding questions:
What are the problems and issues discussed in the case study? Illustrate each with specific examples and connect them back to course principles.
How did or how should the organization employ leadership strategies that reflect flexibility, promote sustainability, foster effective change management,
and further organizational goals? Defend your evaluation and choices.
What is your assessment plan? Describe your plan based on the leadership strategies that have been employed as well as any additional strategies you
recommend to be employed. Include a plan for assessment that incorporates employee feedback and performance metrics data. What should be
measured? How should it be measured to ensure validity and reliability? How should that data be interpreted and acted upon?
http://snhu-media.snhu.edu/files/course_repository/graduate/psy/psy614/Fortuga_Artisans_Inc.pdf
http://snhu-media.snhu.edu/files/course_repository/graduate/psy/psy614/Fortuga_Artisans_Inc.pdf
Specifically, the following critical elements must be addressed:
1. Leadership Strategies: Evaluation – Using the case study, describe the overall leadership strategies employed. Spe ...
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants after more than 3,000 hours of work. It shares our combined 100+ years of experience advising executive teams around the world. It includes all the Frameworks, Best Practices & Templates required to successfully implement an operating model and organization design initiative, and make your strategy happen.
This Certification Program is developed in line with the quest to achieve standardized competency levels of the business analyst profession. The business analyst is also sometimes called a business process analyst, requirements engineer and business/IT systems analyst.
This Certification Program is designed for individuals having responsibilities in the following areas: Identification of Problem Areas/Business Opportunity, Enterprise Analysis, Requirements Planning & Management, Requirements Elicitation, Requirements Analysis & Documentation, Requirements Communication and Assessment & Validation of Solution Options.
The knowledge areas contained in the curriculum is a combination of the knowledge areas in the Business Analysis Body of Knowledge (BABOK) of the International Institute of Business Analysis (IIBA) and knowledge areas in the Certified Quality Process Analyst (CQPA) of the American Society for Quality (ASQ).
Business Analysis course, Business Analyst Course, CBAP, CBAP in Chennai, CBAP Certiifcation, CBAP training, Certified Business Analyst Professional, | Training in US, Canada
http://fhyzics.com/
Business Analysis course, Business Analyst Course, CBAP, CBAP in Chennai, CBAP Certiifcation, CBAP training, Certified Business Analyst Professional, | Training in US, Canada
For more details please visit http://fhyzics.com/
It is focusing on behalf of Digtialleverage Consulting Services providing Business Development Services by using Technologies in an appropriate manner at a right time in right place.This can offer as on-Site or offshore model.
Similar to Add on foundation business analysis certification (20)
Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on the notifications, alerts, and approval requests using Slack for Bonterra Impact Management. The solutions covered in this webinar can also be deployed for Microsoft Teams.
Interested in deploying notification automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
Elevating Tactical DDD Patterns Through Object CalisthenicsDorra BARTAGUIZ
After immersing yourself in the blue book and its red counterpart, attending DDD-focused conferences, and applying tactical patterns, you're left with a crucial question: How do I ensure my design is effective? Tactical patterns within Domain-Driven Design (DDD) serve as guiding principles for creating clear and manageable domain models. However, achieving success with these patterns requires additional guidance. Interestingly, we've observed that a set of constraints initially designed for training purposes remarkably aligns with effective pattern implementation, offering a more ‘mechanical’ approach. Let's explore together how Object Calisthenics can elevate the design of your tactical DDD patterns, offering concrete help for those venturing into DDD for the first time!
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
💥 Speed, accuracy, and scaling – discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Mining™:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
This is a hands-on session specifically designed for automation developers and AI enthusiasts seeking to enhance their knowledge in leveraging the latest intelligent document processing capabilities offered by UiPath.
Speakers:
👨🏫 Andras Palfi, Senior Product Manager, UiPath
👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
JMeter webinar - integration with InfluxDB and GrafanaRTTS
Watch this recorded webinar about real-time monitoring of application performance. See how to integrate Apache JMeter, the open-source leader in performance testing, with InfluxDB, the open-source time-series database, and Grafana, the open-source analytics and visualization application.
In this webinar, we will review the benefits of leveraging InfluxDB and Grafana when executing load tests and demonstrate how these tools are used to visualize performance metrics.
Length: 30 minutes
Session Overview
-------------------------------------------
During this webinar, we will cover the following topics while demonstrating the integrations of JMeter, InfluxDB and Grafana:
- What out-of-the-box solutions are available for real-time monitoring JMeter tests?
- What are the benefits of integrating InfluxDB and Grafana into the load testing stack?
- Which features are provided by Grafana?
- Demonstration of InfluxDB and Grafana using a practice web application
To view the webinar recording, go to:
https://www.rttsweb.com/jmeter-integration-webinar
Kubernetes & AI - Beauty and the Beast !?! @KCD Istanbul 2024Tobias Schneck
As AI technology is pushing into IT I was wondering myself, as an “infrastructure container kubernetes guy”, how get this fancy AI technology get managed from an infrastructure operational view? Is it possible to apply our lovely cloud native principals as well? What benefit’s both technologies could bring to each other?
Let me take this questions and provide you a short journey through existing deployment models and use cases for AI software. On practical examples, we discuss what cloud/on-premise strategy we may need for applying it to our own infrastructure to get it to work from an enterprise perspective. I want to give an overview about infrastructure requirements and technologies, what could be beneficial or limiting your AI use cases in an enterprise environment. An interactive Demo will give you some insides, what approaches I got already working for real.
Key Trends Shaping the Future of Infrastructure.pdfCheryl Hung
Keynote at DIGIT West Expo, Glasgow on 29 May 2024.
Cheryl Hung, ochery.com
Sr Director, Infrastructure Ecosystem, Arm.
The key trends across hardware, cloud and open-source; exploring how these areas are likely to mature and develop over the short and long-term, and then considering how organisations can position themselves to adapt and thrive.
Key Trends Shaping the Future of Infrastructure.pdf
Add on foundation business analysis certification
1. Add-ON Training
Objectives
To provide trainings focused on certification to students pursuing graduation/post graduation and
professionals which will give them an edge in their pursuit of challenging career opportunities.
Certification
Business Analyst
Add-On training is the professional organization accredited with BCS (British Computer Society), The
Charted Institute of IT to train individuals on Foundation in Business Analysis. This would help an
individual to understand the core of Business Analysis and various tools used in the project along with
management skills.
Following are the 14 different Modules as per BCS standards for Foundation in Business Analysis
Certification.
Each of the Certification Package will include:
Hand-Outs Material
Reference Book
Paper based mock test
Online / Paper based Exam
Globally recognized Certificate from BCS, The Charted Institute of IT
AMBCS – Associate Membership of BCS
Benefits
For Employees
Gain industry recognition as a professional business analyst
Validate your skills and knowledge of critical analytical concepts
Publications are available that specifically support our business analysis certification
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2. Improve overall performance and broaden career opportunities
Based on best practice with practical learning techniques
BCS membership available, supporting self-initiated professional development
Globally Recognized
AMBCS - Associate Member British Computer Society
Can align their certification to IT Skills Framework (SFIAplus) which is industry recognised
Helps them benchmark their skills against industry standards
Continued Professional Benefits tool which enables them to keep a record of activities including
training, certification
Record individual’s experience using online CPD tool
Can get involved in policy and debate
Join our specialist groups, social network forums
Gain the latest industry news
For employers
Professional development and advancement for employees
Employees gain practical skills and increase their value to the business
Aligned with SFIAplus providing a clear development path
Greater reliability and higher quality results through use of industry standard practices
Regular assessment process increases employee responsibility
Supports your organisation to retain, motivate and recruit the best people in business analysis
What are the learning outcomes?
Candidates should be able to demonstrate knowledge and understanding of business analysis
principles and techniques. Key areas are:
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3. the role and competencies of a business analyst
strategy analysis
business system and business process modeling
stakeholder analysis
investigation and modeling techniques
requirements engineering
business case development
management of business change
Structure of the Exam
The examination consists of a one hour exam with 40 multiple choice questions.
It will be a 'closed book' examination i.e. no notes or books will be allowed into the examination
room.
The pass mark is 65% (26 out of 40).
Who is it aimed at?
The certificate is relevant to anyone requiring an understanding of Business Analysis including
business analysts, business managers and their staff, business change managers and project managers.
Entry Requirements
There are no specific pre-requisites for entry to the examination Course Content
1. What is Business Analysis
a. The origins of business analysis
b. The development of business analysis
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4. i. The impact of outsourcing
ii. Competitive advantage of using IT
iii. Successful business change
iv. The importance of the business analyst
v. The use of consultants
c. The scope of business analysis work
i. Strategic analysis and definition
ii. IT systems analysis
d. Business analysis
e. Taking an holistic approach
f. The role and responsibilities of a business analyst
i. Definition of the business analyst role
ii. The guiding principles for business analysis
iii. Further aspects of the business analyst role
2. The Competencies of a Business Analyst
a. Behavioural skills and personal qualities
b. Business knowledge
c. Techniques
d. The development of competencies
3. Strategy Analysis
a. The context for strategy
i. Global vs Local
ii. Centralized vs Decentralized
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5. iii. Hard vs Soft Management
b. The definition of strategy (Johnson and Scholes, 2001)
c. Strategy development
d. External environment analysis
i. PESTLE analysis
ii. Porters Five Process Model
e. Internal environment analysis
i. MOST analysis
ii. The Boston Box
f. SWOT analysis
g. Implementing strategy
i. The MCKinsey 7-s Model
ii. The Balanced Business Score Card
4. The Business Analysis Process Model
a. An approach to problem-solving
b. Stages of the business analysis process model
i. Investigating the situation
ii. Considering the perspectives
iii. Analysing the needs
iv. Evaluating the options
v. Defining the requirements
c. Objectives of the process model stages
d. Procedure for each process model stage
e. Techniques used within each process model stage
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6. f. Isaksen and Treffinger’s model
5. Investigation techniques
a. Interviews
i. Advantages and disadvantages of interviewing
ii. Preparation for interviewing
iii. Conducting the interview
iv. Following up the interview
b. Observation
i. Advantages and disadvantages of observation
ii. Formal observation
iii. Protocol analysis
iv. Shadowing
v. Ethnographic studies
c. Workshops
i. Advantages and disadvantages of workshops
ii. Preparing for the workshop
iii. Facilitating the workshop
iv. Following the workshop
v. Techniques
1. Discovery
a. Round Robin
b. Brain Storming
c. Brain Writing
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7. d. Post-it Exercise
e. Stepwise Refinement
2. Outcomes
a. Mind Map
b. Rich Picture
c. UML Language
d. Process Model
d. Scenarios
i. Advantages and disadvantages of scenarios
ii. Developing scenarios
iii. Documenting scenarios
e. Prototyping
i. Advantages and disadvantages of Prototyping
f. Quantitative approaches
i. Questionnaires
ii. Documentation Analysis
iii. Special Purpose Records
iv. Activity Sampling
g. Documenting the current business situation
i. Rich Pictures
ii. Mind Maps
6. Stakeholder Analysis and Management
a. Definition of a stakeholder
b. Stakeholder categories and identification
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8. c. Analysing stakeholders
i. The Power/Interest Grid
d. Stakeholder management strategies
i. No interest and no power/influence
ii. Some or high interest but no power/influence
iii. No, some or high interest but some power/influence
iv. No interest but high power/influence
v. Some interest and high power/influence
vi. High interest and high power/influence
e. Managing stakeholders
i. Stakeholder plan/assessment
f. Stakeholder Attitudes
7. Modelling Business Systems
a. Soft systems methodology
b. Business perspectives
i. CATWOE
c. Business activity models
i. Principles of business activity models
ii. Types of activities – Plan, Enable, Do, Monitor, Control
iii. Dependencies
iv. Modelling notation
v. Developing a business activity model
vi. Producing a consensus model
d. Business events
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9. i. External business events
ii. Internal decision points
iii. Scheduled points in time
e. Business rules
i. Constraints
ii. Operational guidance
f. Critical success factors and key performance indicators
g. Use of the business activity model in Gap Analysis
8. Modelling Business Processes
a. Organisational context
i. Functional view of an organisation
b. An alternative view of an organization
c. The organisational view of business processes
d. Value propositions and value chain
e. Business process models
i. Developing the as-is business process model
f. Analysing the as-is business process model
g. Improving business processes (to-be business process)
i. Simplify the process
ii. Remove bottlenecks
iii. Change the sequence of tasks
iv. Redesign the process
v. Redefine process boundaries
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10. 9. Gathering the Requirements
a. The problems with requirements (SDLC Cycle)
i. The Waterfall Cycle
ii. The V-Model
iii. Evolutionary Methodology
iv. Spiral Methodology
b. A process for requirements engineering
i. Decision Tree
c. Actors in requirements engineering
i. The business representatives
ii. The project team
d. Requirements elicitation
i. Tacit Knowledge
1. Various methods to extract tacit knowledge
ii. Explicit Knowledge
e. Building the requirements list
f. Requirements analysis
i. Requirements filters
ii. SMART requirements
g. Validating requirements
10. Documenting and Managing Requirements
a. The requirements document
i. Structure
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11. ii. Content of the requirements document
b. The requirements catalogue
i. Types of requirements; General, Technical, Functional, Non-functional
ii. Hierarchy of requirements
iii. Documenting a requirement
c. Managing requirements
i. Elements of requirements management
11. Modelling Requirements
a. Modelling system functions
i. Use Case Diagram
ii. The ‘Include’ and ‘Extend’ constructs
b. Modelling system data
i. Entity Relationship Diagrams
1. Entities, attributes and relationships
2. Types of relationships
ii. Class Models
1. Objects and classes
2. Attributes
3. Associations
12. Delivering the Requirements
a. Delivering the solution
b. Context for the delivery approach
c. Delivery lifecycles
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12. i. The waterfall lifecycle
ii. The ‘V’ model lifecycle
iii. Incremental delivery
iv. Iterative or evolutionary systems development lifecycle
13. Making a Business and Financial Case
a. The business case in the project lifecycle
b. Identifying options
c. Assessing project feasibility
i. Business feasibility
ii. Technical feasibility
iii. Financial feasibility
d. Structure of a business case
i. Contents of a business case
ii. Categories of costs and benefits
iii. Impact assessment
iv. Risk assessment
e. Investment appraisal
i. Payback (Cost Benefit Analysis)
ii. Discounted cash flow and Internal rate of return
f. Presentation of a business case
g. Benefits realization approach
14. Implementing business change
a. Introducing a new business system
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13. b. The environment for change
i. Emotions and the change process
ii. Business change lifecycle
iii. Concerns-based adoption model
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