Business Analysis Training

My training for corporates or individuals is tailored to your needs.

I help companies mature their business analysis model so that they improve the means by which solutions are investigated, needs are analysed, options are evaluated (included doing nothing), requirements are defined and finally deliver the changes.

Working to your requirements, I will help you identify the best business analysis tools and approaches regardless of whether you are using Waterfall or Agile methodologies.

Wastage

If you feel wastage is a concern for your organisation I can help you identify the ‘8 wastes’ of:

  1. Movement of people, information and people
  2. Defects that are costly to repair to replace.
  3. Inventory of items that are not needed to be successful.
  4. Motions undertaken by people who are dealing with inadequate processes or defective products.
  5. Waiting time caused by delay in supply of products, information or decisions.
  6. Over-production caused by not using just in time delivery.
  7. Underutilisation of people and their skills.
  8. Over-processing that is caused by production of items not yet needed.

Team Development to Agile

Using formal theory including Tuckman’s group development I can help your team understand that changing an existing approach means there will be some storming after the initial formation, leading to norming before improved performance happens.

Bruce Tuckman’s Stages of Group Development

Moving to Agile

Business analysts will need support to know how to change how they respond to working in Agile environment.

With my training you will understand the three Scrum roles, three pillars, three artefacts, four events and how they can in themselves reduce waste.

Modelling Business Context

I can help you understand the techniques that help with strategic analysis I can help you understand the strengths and weaknesses of PESTLE analysis, MOST, Porter’s 5 forces and others.

Modelling business systems are an effective way to show the workings of a system and to reduce ambiguity with users. They also aid communication among stakeholders.

Functional model mapping is also helpful and whether it is black box or white box they can help you understand three different perspectives:

  1. The organisation
  2. The application
  3. System component
Cockburn’s Levels of Goals

Other techniques including business process modelling and business use case models are also covered in my training so you have a wider understanding of their application.

BAs as T Shaped Professionals

If you want to develop other people’s skills or your own into a T shape professional, I can help you identify which areas need working on and those which do not.

BAs are expected to have deep knowledge of:

  • Analytical techniques
  • Agile Requirements
  • Requirements Elicitation
  • Process Modelling
  • Data Modelling

At the same time BAs are expected to have knowledge of and ability to contribute to discussions around:

  • User Experience
  • System Architecture
  • Technical Writing
  • Testing

Stakeholder Engagement

BAs need to understand the range of categories of customer and their unique characteristics, some of these include:

  • Employees
  • Managers
  • Owners
  • Partners
  • Purchasers
  • Consumers

They will need to know that each category will have their own perspective of what is considered the value of the change. Certainly each category will have their own expectation and they do not always align even though each category exists in the same organisation.

My training will help BAs understand how to manage stakeholders including making good use of a power/interest grid that shows who needs to be kept informed and those who will need constant active management.

Decomposing Goals and Prioritising

BAs play a key role in decomposing goals, that is to break down company goals or objectives into something that can be delivered in a logical manner.

Again using Cockburn’s technique I can help you decompose goals into steps that are taken to achieve the goal.

Furthermore once goals have been decomposed, the BA will need to prioritise the order in which they are delivered. I have a number of techniques that established the Return on Investement (ROI) which identifies those goals which deliver the highest value the fastest.

Techniques covered in my training is MoSCoW and estimating using poker planning.

Requirements Engineering Using Agile

Embracing Agile could improve your requirements engineering resulting in faster delivery of accepted minimal viable products (MVP) or minimal marketable products (MMP).

My training will equip business analysts to work like product owners who help the development team understand the customer’s (evolving) requirements with user stories which also capture non functional requirements. With this approach the client-supplier collaboration usually increases resulting in value being delivered more frequently than possible under waterfall.

I also demonstrate different approaches to eliciting requirements including:

  • user interviews
  • questionnaires
  • observation
  • story-writing workshops
  • scenarios
  • prototyping
Low fidelity prototype

It is important that business analysts do not become a bottle neck to requirements gathering. This can happen when the business analyst is between the customer and the development team. With my training and guidance you will gain confidence in including members of the development in requirements gathering exercises. This works particularly well with software testers and use of test driven development, which reduces software defects and unaccepted work.

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