Foundation Certificate in Business Analysis is the first step to shape your career in business analysis and suitable for consultants, business analysts and business analysis aspirants. Fhyzics offers end-to-end support to help you attain this credential, which includes 3-Day Training, Preparation Materials and Examination.
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IntroductionThe Origins of Business AnalysisThe Development of Business Analysis – The impact of outsourcing, Competitive advantage of using IT, Successful business change, The importance of the business analyst, Business analysts as internal consultantsThe Scope of Business Analysis Work – The rage of analysis activities, Strategic analysis and definition, IT systems analysis, Business analysis, Realising business benefits, Taking a holistic approach, Agile systems development, Supporting business changeThe Role and Responsibilities of a Business AnalystThe Business Analysis Maturity ModelProfessionalism and Business Analysis – Qualifications, Standards, Continuing Professional Development, Professional BodyThe Future of Business Analysis
IntroductionThe Context for StrategyWhat is Strategy?Strategy DevelopmentExternal Environment Analysis – PESTLE Analysis, Porter’s Five Forces ModelInternal Environment Analysis – MOST, The Boston BoxSWOT AnalysisExecuting Strategy – McKinsey’s 7-S Model, The Balanced Business Scorecard
IntroductionPrior Research – Study website, Study company reports, Study procedure manuals and documentation, Study the organization chartInvestigation Techniques – Qualitative and QuantitativeInterviews – Advantages and disadvantages of interviewing, Preparation for interviewing, STOP model, Conducting the interview (introduction, body of the interview and closure), Following up the interviewObservation – Advantages and disadvantages of observation, Formal observation, Protocol analysis, Shadowing, Ethnographic studiesWorkshops – Advantages and disadvantages of workshops, Preparing for the workshop, Facilitating the workshop, Techniques (brainstorming, round robin, brainwriting, sticky note exercises, stepwise refinement, syndicate groups), Following the workshopFocus GroupsScenarios – Advantages and disadvantages of scenarios, Process of developing scenarios, Documenting scenariosUser AnalysisPrototyping – Advantages and disadvantages of prototypingQuantitative Approaches – Surveys or questionnaires (heading section, classification section, data section), Special purpose records, Activity sampling, Document analysisSuitability of TechniquesDocumenting the Current Situation – Rich pictures, Mind maps, Business process models, Spaghetti maps, Fishbone diagrams
IntroductionOrganisational ContextAn Alternative View of An OrganisationThe Organisational View of Business ProcessesPorter’s Value ChainValue PropositionsBusiness Process Models – Business events, Developing the business process model, Analysing tasks, Hierarchy of process models, beginning and ending the processAnalysing The AS IS Process – Identifying problems, Analysing the hand-offs, Analysing the processing, Other factors causing inadequate performance of a processImproving Business Processes – Business rules, Simplify the process, Extend the processing, Remove bottlenecks, Change the sequence of tasks, Redefine process boundary, Automate the processing, Redesign the processProcess Measurement – Internal measures, External measures, Process and task measures, Performance issuesBusiness Process Model and NotationSix Sigma
IntroductionThe Business Case in the Project LifecycleIdentifying OptionsAssessing Project Feasibility – Business feasibility, Technical feasibility, Financial feasibilityStructure of a Business Case – Introduction, Management summary, Description of the current situation, Option considered, Analysis of cost and benefits, Tangible costs, Intangible costs, Tangible benefits, Intangible benefits, Avoided costs, Presenting the financial cost and benefits, Impact assessment, Risk assessment, Recommendations, Appendices and supporting informationInvestment AppraisalPresentation of a Business CaseRAID and Cardilogs
IntroductionThe Importance of DocumentationThe Requirements Document – Structure, Content of the requirements document (introduction and background, business process models, function models, data model, requirements catalog, glossary of terms)The Requirements Catalog – Types of requirements (general requirements, business constraints, business policies, legal, branding, cultural, language), Technical requirements (hardware, software, interoperability, internet), Functional requirements (data entry, data maintenance, procedure, retrieval), Non-functional requirements (speed of performance, level of security, access, permissions and constraints, backup and recovery, archiving and retention, maintainability, business continuity, availability, usability, accessibility, capacity), Hierarchy of requirements, Documenting a requirement (requirement identifier, requirement name, requirement description, source, owner, author, type of requirement, priority, business area, stakeholders, associated non-functional requirements, acceptance criterial, related requirements, related documents, comments, rationale, resolution, version history)Managing Requirements – Requirements identification, Cross referencing, Origin and ownership, Configuration management (configuration identification, configuration control, configuration management in an agile environment), Change control, Software support
IntroductionDelivering the Solution – Context, Lifecycle, Approach, Roles, Deliverables, TechniquesContextDelivery Lifecycle – The concept of a systems development lifecycle, The waterfall lifecycle, The ‘V’ model, Extended ‘V’ model, Incremental delivery, Iterative systems development (evolutionary, empowerment and collaboration, fitness for purpose, testing all the time, re-factoring, incremental delivery, prioritization, timeboxing, Advantages and disadvantages of lifecycles, Developing the business solutionDevelopment and Delivery Approach – Software development approaches (unified process, scrum), The importance of prioritization, Software package approachRolesDeliverablesTechniques
IntroductionPersonal Qualities – Communication, Relationship building, Influencing, Team working, Political awareness, Analytical skills and critical thinking, Attention to detail, Problem solving, Leadership, Self-beliefProfessional Development – Business finance, Business case development, Domain knowledge, Subject matter expertise, Principles of information technology, Organisation structures, Supplier management, Business architectureProfessional techniques – Project management, Strategy analysis, Stakeholder analysis and management, Investigation techniques, Requirements engineering, Business modelling, Data modelling, Gap analysis, Facilitation skills, Portfolio management, Benefits management, Agile thinkingThe Right Skills for the Right SituationHow Can I Develop My Skills? – Training, Self-Study, Workplace experience, Industry engagementIndustry Skills Frameworks – Skills Framework for the Information Age (SFIA), The business analysis skillIndustry Qualifications – BCS, The Chartered Institute for IT, BCS Foundation in Business Analysis and BCS International Diploma in Business Analysis
IntroductionAn Approach to Problem Solving – Mess finding, Data finding, Problem finding, Idea finding, Solution finding and Acceptance findingThe Business Analysis Process ModelInvestigate Situation – Investigation techniques, Documenting business situations, Stage summaryConsider Perspectives – Stakeholder identification and analysis, Stakeholder perspectives, Business activity modelling, Stage summaryAnalysis Needs – Analysing activities, Analysing business processes, Stage summaryEvaluate Options – Identify potential options, Assess feasibility, Stage summaryDefine Requirements – Requirements engineering, Modelling systems, Stage summaryDeliver Changes – Delivering the requirements, Implementing the business changes, Stage summary
IntroductionStakeholder Categories and Identification – Stakeholder wheel (customers, partners, suppliers, competitors, regulators, owners, employees, managers and other stakeholders)Analyzing StakeholdersStakeholder Management Strategies – No or low interest and no or low power/influence, some or high interest but no or low power/includence, No or low to high interest but some power/influence, No or low interest but high power/influence, Some interest and high power/influence, High interest and high power/influence, individuals and groups or stakeholdersSummary or Stakeholder Management StrategiesManaging Stakeholders – Name of stakeholder, Current power/influence, Current interest, Issues and interests, Current attitude, Desired support, Desired role, Desired actions, Messages to convey, Actions and communicationsDefining Stakeholder Involvement – RACI and RASCI ChartsUsing Social Media in Stakeholder ManagementUnderstanding Stakeholder Perspectives – Introduction, Soft systems methodology, Analysing the perspectives – CATWOE, Illustrating the perspectives – business activity models, A note on notation for business activity models, Activity ‘threads’ in business activity models
IntroductionGap Analysis - Identifying areas of concern, Framework of gap analysis, Processes, Information and technology (IT support, accessibility, alignment with the enterprise architecture), Organisation, People (skills, recruitment, staff development, motivation and reward)Formulating OptionsDefining Business RequirementsIntroduction to Business ArchitectureDefinition of Business ArchitectureStructure of a Business ArchitectureBusiness Architecture Techniques – Business capability modelling, Value stream analysis
IntroductionThe Problems with the Requirements – Objectives, Scope, Constraints, Authority, ResourcesA Framework for Requirements EngineeringActors – The business representatives, The project teamRequirements Elicitation – Tacit knowledge (skills, taken for granted information, front-story / back-story, conceptualizing requirements, your finger - you fool, intuitive understanding)Requirements Elicitation TechniquesBuilding Requirements ListRequirements Analysis – Requirements filtersRequirements ValidationAgile Approach to Requirements – Levels of agile requirements
IntroductionModelling Business Use CasesModelling System Use Cases – Actors, Use Case, System Boundary, Associations, The <include> and <extend> constructsModelling System DataEntity Relationship Diagrams – Physical, Conceptual, Active, Attributes, Relationships, One-to-many relationships, One-to-one relationships, Optionality, Many-to-many relationships, Relationship names, Exclusive relationships, Alternative notationClass Models – Objects, Classes, Associations, Generalisation and inheritanceModelling in Agile ApproachesThe Use of Models in System Maintenance
IntroductionStages of the Business Change Lifecylce – Alignment, Definition, Design, Implementation, RealisationBA Role in the Business Change Lifecycle – Design stage, Implementation stage, Realisation stage, Managing the business cases, Benefits reviews
Venkadesh Narayanan is the Principal Consultant at Fhyzics Business Consultants Private Limited and President at Product Development and Management Association (India) - An Indian affiliate of PDMA, USA. He is a Mechanical Engineer and an MBA with over 25 years of experience in Consulting, Business Analysis, Supply Chain Management, New Product Development and Process Improvement. Narayanan is a former member of Indian Civil Services [IRAS 2000 Batch] and served at Indian Railways, Larsen & Toubro – ECC, Siemens (USA), Euro-Pro LLC (USA) and Latex International (USA) prior to joining Fhyzics.
Venkadesh Narayanan is the Recognized Instructor from APICS, USA and represents APICS, USA in India as an International Channel Partner. He is also functioning as an Approved WAREX Assessor for Confederation of Indian Industry (CII) – Institute of Logistics. He pioneered the application of business analysis in movie industry for the first-time in India through Thani Oruvan in 2015 and subsequently consulted for 5 other movies such as Mersal 2017 and Velaikkaran 2017.
Narayanan is also a member of several professional bodies and holds the below certifications: Certified Business Analysis Professional (CBAP®), IIBA®, Canada Certified PMI - Professional in Business Analysis (PMI-PBA®), USA Certified Professional in Requirements Engineering (CPRE-FL), IREB®, Germany Certified Supply Chain Professional (CSCP), APICS, USA New Product Development Professional (NPDP), PDMA, USA Certified Packaging Professional (CPP), IoPP, USA Certified Business Process Professional (CBPP), ABPMP, USA Certified in Production and Inventory Management (BSCM), APICS, USA Certified in Lean from Society of Manufacturing Engineers, USA Certified in Six Sigma from Motorola University, USA.