Add on foundation business analysis certification
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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.
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 1
- 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: 2
- 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 3
- 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 4
- 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 5
- 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 6
- 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 7
- 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 8
- 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 9
- 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 10
- 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 11
- 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 12
- 13. b. The environment for change i. Emotions and the change process ii. Business change lifecycle iii. Concerns-based adoption model 13