Business Analysis

Overview

This interactive workshop is designed for those who are entering the world of business analysis, or for those who want to determine if business analysis is a good career path to take.

Highlights:

  • enrich the team member experience
  • outline the value of business analysis
  • learn where assumptions often let us down and why the business analyst is so important
  • understand how to ensure a quality results from projects
  • an inventory of key skills necessary for effective business analysis
  • basic risk assessment and mitigation
  • receive on-going coaching if required


Workshop:
  • a quick pre workshop questionnaire for the participant
  • interactive, present-and-practice styled workshop
  • everything you need to become a solid business analyst
  • brief lecture, learning by example
  • led by a serially successful senior business analyst
  • strong personal development through interactions with the facilitator and other delegates
Description:

Organisations have a language problem! Technical teams talk Techno speak and descibe the world in terms of data flows, sequence errors, engineering specs for example. Business personnel talk about turnaround times, customer preferences, and capability management. The vocabulary in these groups, and the gaps between them can be so different that information or action planning results from some discussions turn out to be full of misinterpretation, sometimes to the point of being unworkable. Here is where the business analyst comes into the limelight as the facilitator and translator providing details of the change from the stakeholders requesting the change to those whose task is delivery of the change. The business analyst has the interest and knowledge of what the organisation is trying to accomplish and a view to what the technical team needs in order to satisfy their needs. A business analysts is a translator and the more specialised the technical world becmoes, the gerater the need for them.

We define the terms and basic building blocks of projects and survey what can be gained from the international standards, but also dispel myths that are commonly held views but not very helpful. The facilitator keys into the preferred roles of the participants and shows how this knowledge can be used to improve project performance – in the participants’ own projects and in support of other teams.

There is a section on risk and on simple financial calculations. This will help participants explain their business cases and the value to be delivered more effectively. While the business analyst works primarily on projects and may be familiar with various project methods, it is not the methods of project management themselves that are their domain.

Throughout the workshop, participants receive tools to help on their journey into busness analysis, and there is plenty of time to practice some of the techniques using real situation examples. This programme is supported by a number of tools that are available to participants on our website following the workshop, including the ability to contact the facilitator for guidance after the workshop ends.

Modules include:
  • introduction to the programme
  • definition and myths
  • business analysis today, and where it is heading
  • project quality, in terms of the business analysts contribution
  • project quality, in terms of the resultant outcome
  • better definition in outcome specifications
  • traceability of key attributes from design to test
  • business analysis fundamentals in context
  • customer specification and design decision making
  • putting it all together
  • business analysis tools
  • financing and risk
  • staying on track
  • on-going support