This document provides an overview of an IT business analyst career training module that covers topics such as: an introduction to business analysis and the IT business analyst role; the Rational Unified Process (RUP) methodology; requirements management; and the RequisitePro requirements management tool. The module includes sessions on requirements elicitation techniques like Joint Application Design (JAD) sessions. It also outlines an activity for a sample project to identify reporting requirements for an organization.

1. IT BUSINESS ANALYSTCAREER TRAININGMODULE 1

2. WELCOME

3. AGENDAINTRODUCTION TO BUSINESS ANALYSISINTRODUCTION TO RATIONAL UNIFIED PROCESSINTRODUCTION TO REQUIREMENTS MANAGEMENTINTRODUCTION TO RATIONAL REQUISITE PROINTRODUCTION TO J.A.D SESSIONSQ & A

4. CLASS RULES#1 Please be on Time#2 You MUST TALK in Class

5. IT BUSINESS ANALYSTAN INTRODUCTION

6. IT BUSINESS ANALYSTTHE TWO BIG QUESTIONS#1What does an IT BA do?#2What skills does an IT Business Analyst need?

7. Business AnalystBusiness Systems AnalystIT AnalystProcess ManagerRequirements EngineerWhat’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#1THE WHATIT Business Analyst » Focused on requirements» Solves problems with IT solutions» Bridge between business and IT» Performs functional designThe 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 ANALYSTTHE HOWEarn 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

14. Waterfall Method

15. S.D.L.C

16. RUPRUP 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 ManagementRUPOnline 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 processesProcess StructureTwo 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. PhasesInceptionElaborationConstructionTransition

30. Two dimensions of RUP

32. J.A.D SESSIONSAN INTRODUCTION

33. J.A.D SESSIONS

34. J.A.D SESSIONS

37. J.A.D SESSIONSPROPERTIES OF A J.A.D MEETINGEvery JAD session has a sponsor2. Every meeting participant other than the sponsor is invited to play a role in the sponsor’s project visionJAD sessions have a well defined agenda4. The Business Analyst is responsible for Facilitating, Moderating and recording the meeting

38. J.A.D SESSIONSTypical Makeup of a JAD Session

39. J.A.D SESSIONSTypical Flow of a JAD Session

40. J.A.D SESSIONSTips for conducting a successful JAD SessionLay 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 ACTIVITYProject OverviewACME 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 MANAGEMENTAN INTRODUCTION

46. REQUIREMENTSWhat 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. REQUIREMENTSRequirements TreeTraceability Tree

48. REQUIREMENTSUse Case ModelUse Case SpecificationActivity DiagramSequence Diagrams

49. REQUIREMENTS

50. REQUIREMENTSWhat makes a Good Requirement?

51. REQUSITE PRORequisitePro 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.

56. REQUSITE PROARTIFACTSStake-Holder Request DocumentVision DocumentUse Case Specification DocumentSoftware Requirements Specification Document

57. Q&A