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Business Analysis for Project Managers

Business Analysis for Project Managers


The best way to guarantee the success of any type of project is to have an experienced Project Manager and a Business Analyst. These two individuals, working together from the start of the project, define the level of success by precisely planning and clearly defining the expected result. Both roles are necessary because both are responsible for a different set of tasks and both have a series of skills which complement each other. The two roles are closely related, but what exactly are their similarities and differences, and why does a project need both?

This course discusses the role of the Business Analyst (BA) and the business analysis skills that a Project Manager (PM) must also have. The business analyst’s set of skills includes critical thinking, performance techniques and management and analysis of requirements. Experienced project managers may already have these skills, but may apply them in a different way from BAs. Understanding the complexity of the role of the business analyst will allow the PM and the BA to work in coordination to increase the effectiveness of the project.

The scope of the project is one of the most critical areas in which the PM and the BA must work together. In addition to the scope of the project, as defined in the PMBOK, the BA is responsible for defining the scope of the business analysis. When these two components of the scope are combined, the full limits of the project are defined. In this course, Project Managers will learn how Business Analysts define the scope of the area for which they carry out their analysis. This is just one example of a task with separate functions for the PM and the BA. Understanding their respective roles is critical for the success of a project.

Objetives


Upon completion of the course, students must be able to:

  • Learn to analyse and determine the scope of the area of analysis to clarify the elvel and complexity of the business analysis work necessary for the project.
  • Learn what is an excellent requirement and the difference between functional and business requirements.
  • Know the five main components necessary for analysing a business area.
  • Have a basic idea of the techniques used most frequently in the analysis.
  • Discuss alternatives for the monitoring of requirements.
  • Plan an approach for analysing, categorising and managing requirements.
  • Determine the level of formality required and consider options for documenting and packaging the requirements based on the type of project, its priorities and risks.
  • Identify the documentation techniques and options appropriate for different types of project, approaches and software developments (COTS, maintenance, improvement of the business process, new development, etc.).
  • Understand how validation requirements affect the project and the components of software testing.
  • Review the business analysis requirements to improve the quality of deliverables.

Student profile


This course is intended for Project Managers responsible for reviewing requirements, administrating business analysis work, supervising testing work and obtaining approval for business analysis deliverables. For PMs who are also responsible for compiling business requirements, we recommend that they attend the main business analysis courses.

Prerequisites


There are no requirements for attending this course.

Faculties


We have a team of highly qualified instructors who combine the training activity with their professional activity as experts in the field of ICT. They are professionals certified by the main manufacturers of the sector, capable of conveying the most abstract technical concepts in an enjoyable and understandable way.

Documentation


Each student will receive a copy of the official documentation created by B2T.

Content's of Business Analysis for Project Managers


  1. Introduction 1.1 What is business analysis? 1.2 Review of the main tasks of a business analyst. 1.3 Definition of the essential skills necessary for undertaking the tasks.
  2. Participants in the Project and their Roles 2.1 Identifying the participants in the project and their roles. 2.2 Discussing how the business analyst interacts with the participants.
  3. Definition of the Scope of the Project from the perspective of the business analyst 3.1 Understanding why the proejct is carried out. 3.2 Introduction to Corporate Analysis. 3.3 Understanding of the organisational environment. 3.4 Identification of the business stakeholders involved in the project and their impact on the business analysis.3.5 Learning to ask questions to determine the scope and facilitate discussion with the project stakeholders, using visual representations of the limits of requirements.

3.6 Learning the flow diagram technique at the context level to identify and determine what must be analysed and more importantly, what must not be analysed.

3.7 Analysing interactions with individuals, other organisations, existing systems and other software applications.

3.8 Discussing how a business analyst should compile, organise and maintain the requirements for an effective analysis which can be used for future projects.

3.9 Practical – Determining the scope of the case study project in class.

  1. Definition and details of requirements 4.1 What is a requirement? Why is it important to gather and document requirements? What are the criteria used to judge the quality of requirements for “excellence”? 4.2 Learning how software developers use these requirements. 4.3 Understanding the difference between business analysis and the design of “business” solutions or requirements compared with “technological” requirements. 4.4 Why should the business problem be understood before deciding on a solution?4.5 Learning the 5 central components of requirements, what they describe and why they are important.
  • Entity.
  • Attribute.
  • Process (Case of use).
  • External agent (actor).
  • Business rule.
  1. Requirement analysis techniques 5.1 Learning the recommended way to categorise requirements. Why should they be categorised? Who uses the categories? Why is it difficult to create different categories? · Business Requirements. · Functional Requirements. · Technical Requirements.5.2 Learning the concept of traceability of requirements.

5.3 Discussion of the most frequent analysis techniques for organising and defining requirements. Business analysts must have experience in many analysis techniques to be able to adapt to different types of projects and businesses.

  • Structured text templates.
  • Entity relationship diagram.
  • Decomposition diagram.
  • Histories of users, diagram and descriptions of cases of use.
  • Flow diagram (UML, BPMN, ANSI, swim lane).
  • Creation of prototypes.

5.4 Consideration of options and level of formality for packeting requirements and selection of the documentation techniques appropriate for each project.

5.5 Review of the software tools available which can be used for the management of requirements.

5.6 Practice – Putting different analysis techniques into practice for the requirements of the course case study.

  1. Review of requirements 6.1 Learning how to review requirements: Who should participate? What are the required steps? How is a session led? What are the most frequent challenges? 6.2 Practice – Review of an example package of requirements · Identifying the missing or unfulfilled requirements. · Identifying the potential test cases.· Documentation of relevant elements and development of an progress strategy.
  2. Validation of requirements 7.1 Understanding of the role of business analysis in the validation of requirements and testing of software. 7.2 Introduction to software testing: Why is it important? What is the role of the business analyst in testing? What is their main objective? What are the phases and types of testing? 7.3 Learning to verify that the business requirements are complete identifying test cases. 7.4 Practice of indentifying the test cases and definition of requirements based on quality guarantee principles.
  3. Summary of the course 8.1 Review of the skills and tasks of business analysis. 8.2 Practice – Outline of a Communication Plan for Business Analysis for a CRM project. 8.3 Developing an Action Plan for the student project. 8.4 Discussion and questions from attendees.
  4. Appendix – Overview of the Processes and Standards of Application Development 9.1 Discussion of different methodologies for the development of applications. 9.2 Learning which models are used in each approach: · Cascade.· Information Engineering.· IDEF.
  • RAD.
  • Iterative/Agile
  • BPMN.
  • Object Oriented – UML.
  • Spiral/RUP.

Certification


All students who successfully complete the course will receive an attendance certificate issued by netmind. For attending this course, 24 Project Management Institute PDUs are granted.

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