Description

Provided by PMI® A.T.P. #4760.

All PMP, PgMP, CAPM, PMI-PBA certification holders earn 14 PDUs of Technical Project Management after taking this course.

Have you delivered an excellent product but the customer rejected it? How often do you deal with scope creep? Have you experienced any black swan in your projects? Business Analysis plays a very important to avoid deliverable rejection, scope creep, and black swan.

When taking in this course, you will:

• Role and importance of the BA
• Plan BA requirements activities
• Elicit requirements from stakeholders, with an emphasis on interviews
• Analyze stated requirements, with an overview of modelling techniques
• Document requirements for different types of projects
• Elements of requirements management and communication and the BA’s role in them
• Elements of solution verification and validation and possible BA roles
• Necessary competencies and best practices of BAs
• Waterfall, incremental, and agile lifecycles and how they change BA practice

The course information on PMI® CCRS: https://ccrs.pmi.org/search/course/497216

LESSONS:

Chapter 1: AN INTRODUCTION TO BUSINESS ANALYSIS GUIDE
It is intended to serve the needs of organizations and business analysis professionals by providing practical knowledge and good practices needed to contribute to portfolio, program, project, and product success and support the delivery of high-quality solutions.

Chapter 2: THE ENVIRONMENT IN WHICH BUSINESS ANALYSIS IS CONDUCTED
This chapter examines the influences within the environment and organization where business analysis is performed and discusses how these influences impact the manner in which business analysis is conducted.

Chapter 3: THE ROLE OF THE BUSINESS ANALYST
This chapter explores the business analyst role by examining the position of the business analyst within the organizational structure, discussing the business analyst’s sphere of influence in this structure, and discussing important skills that the business analyst may want to develop to be successful.

Chapter 4: NEEDS ASSESSMENT
Needs Assessment includes the processes used to analyze a current business problem or opportunity, analyze current and future states to determine an optimal solution that will provide value and address the business need, and assemble the results of the analysis to provide decision-makers with relevant information for determining whether an investment in the proposed solution is viable.

Chapter 5: STAKEHOLDER ENGAGEMENT
Stakeholder Engagement includes the processes to identify and analyze those with an interest in the solution, determining how best to engage, communicate, and collaborate with them; establish a shared understanding of the business analysis activities required to define the solution; and conduct periodic assessment of the business analysis process to ensure its effectiveness. This chapter presents Stakeholder Engagement from a business analysis perspective.

Chapter 6: ELICITATION
Elicitation includes the processes of planning and preparing for elicitation, conducting elicitation, and confirming elicitation results. Elicitation draws information such as needs, requirements, and other product information from various sources.

Chapter 7: ANALYSIS
Analysis includes the processes to examine and document product information in sufficient detail to ensure that it reflects the stakeholders’ needs, aligns to their goals and business objectives, and enables the identification of viable solution designs.

Chapter 8: TRACEABILITY AND MONITORING
Traceability and Monitoring include the processes used to establish relationships and dependencies between requirements and other product information, which helps ensure that requirements are approved and managed, and that the impact of changes to them is assessed.

Chapter 9: SOLUTION EVALUATION
Solution Evaluation includes the processes to validate a full solution or a segment of a solution that is about to be or has already been implemented. Evaluation determines how well a solution meets the business needs expressed by stakeholders, including delivering value to the customer.

Appendix A: WHAT DOES A BUSINESS ANALYST DO ON AN AGILE PROJECT?
Even though the role of business analyst is rarely mentioned in descriptions of agile it does not mean that business analysis does not occur. In fact, agile’s focus on delivering value to customers requires the entire team to collaboratively perform business analysis on a frequent basis. This and other characteristics of agile change how a business analyst works on a project.