Tag: Business Analysis

Course content

• Introduction
• Background to ontology modelling
• Anatomy of a machine-interpretable ontology
• Benefits of ontologies in Business Analysis
• Ontology development and deployment
• Course wrap-up

Course Outline

• Przegląd sylabusu (planu) wiedzy wymaganej do egzaminu certyfikacyjnego
• Omówienie tematów nieobjętych programem kursu „Podstawy inżynierii wymagań i analizy”, ale wymaganych do egzaminu, oraz zapoznanie się z terminologią
• Skąd się biorą, jak odpowiadać na pytania egzaminu próbnego?
• Wykonanie i omówienie 40 pytań próbnych

Intro

• Start the process
• Completion of the process
• Task and simple workflow
• Send a message
• Receiving a message
• Specify the type SCRIPT
• Specify the type TASK

Subprocess

• Activity calling
• Ad-hoc sub-process
• Subprocess transaction

The initial event

• Message
• Cyclical start the process
• Signal
• Condition
• Start the process of the event one of the n
• Multiple events starting

Final Events

• Message
• Signal
• Error
• Escalation
• Cancellation
• Completion of the process at one level

Intermediate events

• Events capture
• Activating events
• Limit events
• The event subprocess
• Time event in the flow of normal
• Time event activity at the border
• Message activating
• Message to intercept the flow of normal
• Gateway event type
• Error
• Escalation
• Signal
• Communication between tracks Exception Messages

Structures connecting and sharing a path in the process

• Parallel division
• Exclusive division
• Conditional division
• Combining alternative paths
• Combining parallel paths
• Combining conditional paths
• Discrimination paths

Create structures that support the unique flow

• Types of exceptions
• Practices for handling exceptions

Repeated practice activity

• Loop
• Multi – instance activity
• The batch processing

Sub-process such transactions

• The concept of transaction
• Offsetting activity
• Event CANCEL
• Construction of a compensation mechanism

Module 1:  Traditional Development Approaches

• 1.1 Overview of Sequential, Predictive Development Approaches
  • Description of sequential, predictive ‘Waterfall’ approaches
  • Timeline of evolution of Waterfall approaches
• 1.2 Strawman Waterfall
  • Dr Winston Royce’s Waterfall model
  • Benefits of Waterfall for controlling projects
  • Royce’s “Inherent risks”
• 1.3 V-Model
  • Early verification and validation
  • Benefits of V-model
• 1.4 Incremental Models
  • Example of Rational Unified Process
  • Incremental delivery
  • Breaking down scope and managing risk
• 1.5 When to Use Waterfall
  • Defined process control

Module 2:  Prince2 Overview

• 2.1 What is Prince2?
  • Definition and origins
  • Prince2 Certifications: Foundation, Practitioner, Agile
  • Benefits of Prince2
• 2.2 Prince2 Methodology
  • Roles – Project manager, customer, user, supplier, project board
  • Management Techniques – Project assurance, project support
  • Scope – Interaction with contracts and contractual management
  • Controlling Change – Risk, quality, and change management
• 2.3 Prince2 Process Model
  • Directing a project
  • Starting up a project
  • Initiating a project
  • Managing stage boundaries
  • Controlling a stage
  • Managing product delivery
  • Closing a project
  • Planning                             

Module 3:  Agile Overview

• 3.1 Historical Overview
  • Timeline of evolution of ‘Agile’ ideas 90s to present
  • Early Agile approaches – Scrum, XP, DSDM
  • Agile Developments – Kanban, BDD, DevOps, Scaling
• 3.2 The Agile Manifesto
  • Background to creating the Manifesto
  • Agile Manifesto overview
    • Individuals and interactions over processes and tools
    • Working software over comprehensive documentation
    • Customer collaboration over contract negotiation
    • Responding to change over following a plan

Module 4:  Agile Principles

• 4.1 The 12 Agile Principles
  • Group discussion on each principle
• 4.2 Summary of Agile concepts
  • Iterative planning and development
  • Continuous improvement
  • Continuous learning
  • Collaboration and face-to-face communication
  • Collective accountability
  • Cross-functional teams

Module 5:  Agile Project Management with Scrum

• 5.1 The Scrum Framework
  • Overview – Scrum Guide 2016
  • Scrum roles and responsibilities – Scrum Master, Product Owner, Team
  • Scrum events – Sprint, Sprint Planning, Review, Retrospective, Daily Scrum
  • Scrum artefacts – Product Backlog, Sprint Backlog, Product Increment
• 5.2 Agile Project Management Principles
  • Empirical Process Control
  • Iterative planning and reporting
  • Continuous Improvement and retrospection
  • Resource management and teams

Module 6: Software Testing

• 6.1 Testing Fundamentals
  • The Fundamental Test Process
    • Planning, Analysis & Design, Execution, Evaluation, Closure
  • Test levels – unit, integration, system, user acceptance
  • Test approaches – requirements-based, risk-based, experience-based
  • Test design techniques – white-box, black-box techniques
• 6.2 Agile Testing
  • Agile Testing Quadrants overview – test strategy, planning
  • Test-driven development
  • Test automation principles – test automation pyramid
• 6.3 Test Types
  • Technology-facing tests that guide development
    • Unit testing, TDD, smoke tests
  • Business-facing tests that guide development
    • Story tests, examples, acceptance testing
  • Business-facing tests that critique the product
    • Exploratory testing, Alpa/Beta testing, UAT
  • Technology-facing tests that critique the product
    • Performance testing, usability, quality attributes              

Module 7:  Traditional Business Analysis

• 7.1 What is Business Analysis?
  • Business analysis and the business analyst
  • Levels of business analysis – enterprise, project, operational
  • Business Analysis principles
• 7.2 IIBA BA Book of Knowledge – Knowledge Areas
  • Business Analysis Planning and Monitoring
  • Elicitation and Collaboration
  • Requirements Life Cycle Management
  • Strategy Analysis
  • Requirements Analysis and Design Definition
  • Solution Evaluation

Module 8:  Agile Business Analysis

• 8.1 Agile Business Analysis Considerations
  • Iterative development
  • Cross-functional teams
  • Collaboration between business and technology areas
• 8.2 Behaviour-Driven Development Overview
  • Origins in TDD and recent developments
  • Definitions – BDD, ATDD, Specification by Example
• 8.3 BDD Activities
  • Focus on features that deliver business value
  • Derive features collaboratively
  • Keep options open
  • Use concrete examples to illustrate features
  • Write executable specifications
  • Create living documentation
• 8.4 Agile BA Techniques & Tools
  • Business value definition
  • Personas
  • Impact Mapping
  • Real options
  • User Stories and acceptance criteria
  • Relative estimation
  • Given-When-Then template
  • Tool support for BDD

Introduction and Overview

The what and why of business process re-engineering (BPR)

• Maximising competitive advantage through radical redesign
• The need for re-engineering
• Determining what re-engineering is and is not
• Focusing on the business process
• Achieving cost reduction and revenue generation goals

Applying the proven CLAMBRE/UML framework for re-engineering

• Modelling standards: UML and BPMN
• Customers vs. stakeholders
• Identifying activities and information structure
• Creative right-brain thinking

Targeting the Customer

Exploring the customer interface

• Expanding customer roles with aggregation
• Refining customer types using generalisation
• Establishing an accurate customer profile

Documenting customer values and needs

• Service provision vs. product supply
• Evaluating customer satisfaction: quality, flexibility, speed, cost, service
• Categorising customer relationships using the PRIDE checklist
• Assessing how effectively the business process meets customer needs

Modelling the Business Process

Pinpointing processes for re-engineering

• Uncovering core business processes
• Choosing suitable metrics to assess process performance
• Detecting business process antipatterns
• Presenting findings to senior management

Describing worker roles and responsibilities

• Identifying anomalies in worker roles using cross-reference matrices
• Mapping a business process using UML activity diagrams
• Partitioning activities between roles

Analysing the Business Process

Detailing business processes

• Selecting appropriate UML tools
• Scoping the process with UML use case diagrams
• Pinpointing key business actors
• Modelling alternative workflows
• Capturing ineffective business activities

Exploring the business structure

• Revisiting organisation infrastructure
• Mapping information using class diagrams
• UML business stereotypes
• Designating process architecture with communication diagrams
• Removing restrictive structures

Redesigning the Business Process

Maximising the benefits of information technology

• Web-enabled technology
• Interaction through social spaces
• Designing future-proof business systems
• Business intelligence solutions
• Enterprise Information Systems

Redefining customer-process boundaries

• Adapting the business process to benefit specific customer types
• Integrating and capitalising on technology opportunities
• Personalising the process
• Meeting and exceeding customer expectations

Creating the new process using the best business practice

• Incorporating business patterns
• Resolving process anomalies
• Comparing strategic alternatives
• Ensuring durable, reliable information management

Rolling Out the Re-engineered Process

• Re-educating the workforce
• Linking metrics with customer satisfaction
• Supporting ongoing process improvement
• Monitoring and measuring results
• Demonstrating success

• What is Business Analysis?
• Business Analysis Planning and Monitoring
• Requirements Elicitation – Gathering Information
• Requirements Management and Communication – Defining the process
• Enterprise Analysis – Defining the problem
• Requirements Analysis and Documentation – Defining the Solution Model
• Solution Assessment and Validation – Supporting the Balance of the Product Life Cycle
• Underlying Competencies for BA – soft skills
• Techniques for Requirement gathering process
• UML modelling and prototyping (Rational Rose, Visio, Erwin, Visual paradigm, Enterprise Architect).
• Project management (procurement management, Risk management, proposal writing).
• SDLC (Traditional methodologies and Agile methodologies) models, Quality standards (ISO, CMMI) and Testing (Manual and Automation).
• Different domains introductions (eg Telecom, Banking, E-Gov, Travel and hospitality, Health care, BPO, Engineering services).

Introduction to IIBA Certification

• Overview of certification process & requirements
• BABOK® Framework
• Knowledge Areas

Business Analysis Planning & Monitoring

• Overview, Inputs and Outputs
• Planning the Requirements Approach
• Identifying and Analysing Stakeholders
• Deciding how Requirements will be Managed and Traced
• Estimating BA Activities
• Planning of BA Communications
• Determining Requirements Metrics for Monitoring and Reporting
• Techniques for Planning

Requirements Elicitation

• Overview, Inputs and Outputs
• Prepare for Elicitation
• Conduct Elicitation Activity
• Document Elicitation Results
• Confirm Elicitation Results
• Techniques for Elicitation

Requirements Management and Communication

• Overview, Inputs and Outputs
• Manage Solution Scope and Requirements
• Manage Requirements Traceability
• Maintain Requirements for Re-Use
• Prepare Requirements Package
• Communicate Requirements
• Techniques for Requirements Management and Communication

Enterprise Analysis

• Overview, Inputs and Outputs
• Define Business Need
• Assess Capability Gaps
• Determine Solution Approach
• Define Solution Scope
• Define Business Case
• Techniques for Enterprise Analysis

Requirements Analysis

• Overview, Inputs and Outputs
• Prioritise Requirements
• Organize Requirements
• Specify and Model Requirements
• Define Assumptions and Constraints
• Verify Requirements
• Validate Requirements
• Techniques for Analysis

Solution Assessment and Validation

• Overview, Inputs and Outputs
• Assess Proposed Solution
• Allocate Requirements
• Assess Organizational Readiness
• Define Transition Requirements
• Validate Solution
• Evaluate Solution Performance
• Techniques for Solution Assessment and Validation

Underlying Competencies

• Analytical Thinking and Problem Solving
• Behavioural Characteristics
• Business Knowledge
• Communication Skills
• Interaction Skills
• Software Applications

BPMN 2.0 in context of Business Process Management

• Business Process definition
• How to model Business Process

Sub-model Types of Processes

• Choreographies
• Collaborations
• Conversations

Modeling Orchestration

• Private non-executable (internal) business process
• Private executable (internal) business process
• Public processes

Basic BPMN Symbols in Examples

• Activity
• Gateways
• Events
• Sequence Flow
• Message
• Artifacts

Modeling Collaboration

• Pool, Participants
• Lanes

Message Flow

• How to model messages

Process Design

Activities

• Activity vs Task
• Human Interactions
• Types of Tasks
• Sub-Process
• Call Activity
• Loop Characteristics and Multi-Instance

Items and Data

• Data Modeling

Events

• Concepts
• Start and End Events
• Intermediate Events
• Trigger
• Types of Events
  • Message
  • Timer
  • Error
  • Escalation
  • Cancel
  • Compensation
  • Link

Gateways

• Sequence Flow Considerations
• Exclusive Gateway
• Inclusive Gateway
• Parallel Gateway
• Event-Based Gateway
• Parallel Event-Based Gateway
• Complex Gateway

Compensation

• Compensation Handler
• Compensation Triggering
• Relationship between Error Handling and Compensation

Transaction

• Transaction definition
• Transaction outcomes
  • success
  • error
  • cancel

Choreography

• Choreography vs Orchestration
• Sequence Flow
• Events
• Gateways

Conversation

• Conversation
• Conversation Link