Training Business Analysis Foundation ( 3 Days )

Durasi : 08.30 - 16.30 WIB

Deskripsi Pelatihan

Pelatihan Business Analysis Foundation ini merupakan pelatihan intensif yang mencakup kompetensi utama bagi Business Analyst. Pelatihan ini merupakan kombinasi antara teori dan “real life experience” dari seorang praktisi Business Analyst.

Selama pelatihan para peserta akan mempelajari tentang peran Business Analyst dan skills/techniques utama melalui kombinasi presentasi yang disampaikan oleh trainer yang berpengalaman dan bersertifikasi internasional serta dilengkapi dengan kegiatan practical workshop dalam menyelesaikan exercises dan case study yang disampaikan secara sistematik. Bahan pelatihan ini selaras dengan *ISEB/BCS Business Analysis  Foundation Curriculum, UK.

Target Peserta

Pelatihan ini ditujukan untuk Business Analyst, System Analyst, IT Planner, Management, Functional Manager, serta Project Manager yang sedang mengelola proyek berskala menengah-ke-skala besar dan cross-functional projects.  Manajer fungsional, manajer lini, dan arsitek yang bekerja sebagai group leaders pada pada proyek dan bertanggung jawab mengembangkan bagian dari proyek atau sub-proyek juga seharusnya juga hadir.

Secara khusus pelatihan ini dirancang untuk:
Business Analyst, System Analyst, Project Managers, Architects & Groups Leaders, Functional & Line Managers, IT. Juga dapat dihadiri oleh Developers and Staff, Advanced Project Managers, Senior Managers, Business Analysts, PMO/Project Specialist, Technical, Non-Technical, Pharma/Biomed, IT End-User, dan lain-lain.

Tujuan Pelatihan

Setelah mengikuti pelatihan ini, maka Para Peserta akan mendapatkan pengetahuan dan skill Business Analysis, khususnya:

• Memperoleh pemahaman tentang roleh dan nilai dari Business Analyst
• Memahami the key knowledge, tools, techniques & skills dari seorang Business Analyst
• Memperoleh skill tentang planning dan estimating untuk kegiatan  business analysis
• Mendapatkan pemahaman bagaimana menyusun a Requirements Management Plan termasuk the aspek-aspek penting lainnya
• Memahami tehnik-tehnik yang berbeda tentang requirements elicitation
• Memperoleh pemahaman tentang  requirements analysis dan  documentation termasuk requirements modelling techniques 
• Memahami bagaimana requirements digunakan untuk solution assessment dan validation
• Mengerti tentang pentingnya requirement management & communication throughout the product lifecycle

Benefit Pelatihan

• Seluruh peserta akan mendapatkan Business Analysis Toolkit Lengkap dalam format softcopy yang berisi bahan pelatihan, referensi, process dan template, software, Case Study dan Exercises, dll
• Pelatihan akan difasilitasi oleh trainer yang berpengalaman dan akan membimbing peserta  dalam latihan dan studi kasus menggunakan pendekatan Hands-on Approach
• Seluruh peserta akan mendapatkan bimbingan dari trainer dan mendapatkan kesempatan menggunakan software khusus untuk menyelesaikan masalah-masalah di area Business Analysis

AGENDA AND MATERIAL

DAY 1:

1. Introduction to Business Analysis 

• The origins of business analysis
• The development of business analysis
• The impact of outsourcing
• Competitive advantage of using IT
• The rise of the business analyst
• The use of consultants
• The scope of business analysis work
• Strategic analysis and definition
• IT systems analysis
• Business analysis
• Taking an holistic approach
• The role and responsibilities of a business analyst
• The customary responsibilities of the business analyst
• The core definition of the role of the business analyst
• Further aspects of the business analyst role

2. The competencies of a business analyst 

• Behavioural skills and personal qualities
• Business knowledge
• Techniques

3. Strategy analysis

• The context for strategy
• The definition of strategy
• Strategy development
• External environment analysis
• PESTLE analysis
• 5-Forces analysis
• Interal environment analysis
• MOST analysis
• Resource Audit
• Boston Box
• SWOT analysis
• Implementing strategy
• The Balanced Business Scorecard

4. The business analysis process model  

• An approach to problem-solving
• Stagesof the business analysis process model
• Investigating the situation
• Considering the perspectives
• Analysing the needs
• Evaluating the options
• Defining the requirements
• Objectives of the process model stages
• Procedure for each process model stage
• Techniques used within each process model stage

Exercises and Case Study (Part I)

DAY 2:

5. Investigation techniques

• Interviews
• Advantages and disadvantages of interviewing
• Preparation for interviewing
• Conducting the interview
• Following up the interview
• Workshops
• Advantages and disadvantages of workshops
• Preparing for the workshop
• Facilitating the workshop
• Techniques
• Following the workshop
• Observation
• Advantages and disadvantages of observation
• Formal observation
• Protocol analysis
• Shadowing
• STROBE
• Ethnographic studies
• Scenarios
• Advantages and disadvantages of scenarios
• Developing and documenting scenarios
• Prototyping
• Advantages and disadvantages of prototyping
• Quantitative approaches
• Questionnaire design
• Advantages and disadvantages of questionnaires
• Special Purpose Records
• Activity Sampling
• Document Analysis

6. Stakeholder analysis and management

• Definition of a stakeholder
• Stakeholder categories and identification
• Customers
• Partners
• Suppliers
• Competitors
• Regulators
• Owners
• Employees
• Managers
• Analysing stakeholders
• The Power/Interest Grid
• Stakeholder management strategies
• No interest and no power/influence
• Some or high interest but no power/influence
• No to high interest but some power/influence
• No interest but high power/influence
• Some interest and high power/influence
• High interest and high power/influence
• Managing stakeholders
• Stakeholder plan/assessment

7. Modelling the business system

• Soft systems methodology
• Documenting business situations
• Rich Pictures
• Mind Maps
• Business perspectives
• CATWOE
• Business activity models
• Principles of business activity models
• Types of activities – Plan, Enable, Do, Monitor, Contr
• Dependencies
• Notation
• Developing a business activity model
• Producing a consensus model
• Business events
• External business events
• Internal decision points
• Scheduled points in time
• Business rules
• Constraints
• Operational guidance
• Critical success factors and key performance indicators
• Use of the business activity model in gap analysis

8. Business process modelling

• Definition of a business process model
• Process goals or objectives
• Business processes
• External and internal views
• Functional and business process views
• The importance of business process modelling
• Business performance
• Process modelling and IT
• The business process modelling technique
• Guidelines for developing business process models
• Value propositions
• Overview process maps
• The Value Chain
• End-to-end process modelling
• Detailed process analysis
• Improving business processes
• Identifying problems with the as-is process
• Improving the business process

9. Requirements engineering

• Problems with requirements 
• The place of requirements engineering in development lifecycles
• The Waterfall lifecycle
• The V model
• A process for requirements engineering
• Actors in requirements engineering
• Requirements elicitation
• Tacit and explicit knowledge
• Requirements elicitation techniques
• Building the requirements list
• Requirements analysis
• Filters for analysing requirements 
• SMART requirements
• Documenting the requirements
• Functional and non-functional requirements
• Types of non-functional requirement
• The standard template for the Requirements Catalogue
• Using models to document requirements
• The Requirements Document
• Validating requirements
• Managing changes to requirements

Exercises and Case Study (Part II)

DAY 3:

10. Modelling the IT system

• Modelling system functions
• Use case diagrams
• The <> and <> constructs
• Modelling system data
• Entity Relationship Diagrams
• Entities, attributes and relationships
• Types of relationships
• Class Models
• Objects and classes
• Attributes 
• Associations

11. Managing the information resource

•  Managing data resources
•  Valuing data
•  Supporting business activities
• Data requirements and business activities

12. Making a business and financial case

• The business case in the project lifecycle
• Identifying options
• Assessing project feasibility
• Business feasibility
• Technical feasibility
• Financial feasibility
•  Structure of a business case
• Contents of a business case
• Types of costs and benefits
• Impact and risk assessment for each option
•  Investment appraisal 
• Payback
• Discounted cash flow  and Internal rate of return
•  Presentation of a business case
•  Benefits realisation

13. Managing business change

• Introducing a new system
• Emotions and the change process
• Phases of the change process
• The need for change management
• The change process

Exercises and Case Study (Part III)

Trainer : Spectracentre Trainer Team