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Why do more than 50% of the IT projects fail to achieve the original objectives for which the project had started? Why are there so many project "re-starts"? There are several key challenges organizations face in translating user needs into systems specifications.
Successful projects are built on the foundation of well-written requirements. This course provides the techniques to help Business Analysts write well-formed, testable, verifiable user requirements that translate client needs into clear and testable solutions. These requirements ensure the business and stakeholder needs are implemented correctly in the final product.
This course is intended for beginner to intermediate Business Analysts who are looking to improve their skills by learning best practices and techniques for eliciting, analyzing, documenting, validating, and communicating requirements.
Participants will learn how to perform stakeholder analysis, utilize techniques to elicit the needs of these stakeholders, translate their needs into solution requirements, and confirm these requirements are well-written, correct, and precise.
This course is compliant with the IIBA's Business Analysis Body of Knowledge (v2.0) and enforces the industries best practices and techniques for eliciting, analyzing, documenting, validating, and communicating requirements. You'll learn the technical writing techniques that apply directly to writing requirements documents and you'll learn to apply proper techniques for writing-correct, clear, concise, comprehensive, and cohesive requirements.
No prerequisites - This course is suitable for both beginner and intermediate Business Analysts who would like to increase their skills in order to elicit, write and effectively manage requirements for their projects.
Exams & Certifications
Full Student Guide
Section 1: Introduction to Business Analysis
- What is Business Analysis?
- BA-BoK framework
- Benefits of Business Analysis
- Project success factors
- Exercise – Brainstorming Challenges
- Challenges of Business Analysis
Section 2: The IIBA and the role of the Business Analyst
- Role and responsibilities of a Business Analyst
- The IIBA mission and history
- CBAP Overview
- BA-BoK guide and purpose
- Overview of knowledge areas
- Exercise – Ball Toss Challenge
- BA role vs. PM role
- The BA career path
- Underlying competencies of a Business Analyst
- Importance of requirements communication
- Workshop – Introduction to Case Study
Section 3: Supporting the Project Portfolio
- The purpose of Enterprise Analysis
- The "Executive Paradox"
- Defining the business need
- Workshop – Defining the Business Need
- Goals and objectives
- Business requirements
- Workshop – Identifying Business Requirements
- Performing root cause analysis
- Technique: The 5 Whys
- Technique: The Fishbone Diagram
- Workshop – Performing Root Cause Analysis
- The Business Model
- Developing the Business Case
- Workshop – Create a Business Model
Section 4: Stakeholder Analysis
- What is a stakeholder?
- The importance of stakeholder analysis
- Building relationships
- Tips for identifying stakeholders
- Stakeholder identification
- Keeping track of stakeholders
- Template: Stakeholder Map
- Workshop – Identifying Stakeholders
Section 5: Developing the Solution Vision and Scope
- Purpose of defining the vision and scope of a project
- What is brainstorming/brainwriting?
- Conducting brainstorming sessions
- Brainstorming usage considerations
- Finding system boundaries
- The Context Diagram
- Actors and key information
- Workshop - Draw a Context Diagram
- What is a feature?
- Identifying key features
- Workshop - Defining Scope with Features
Section 6: Understanding Requirements and Business Rules
- What is a requirement?
- The four basic requirement types
- Business, Stakeholder, Solution, and Transition requirements
- Defining Assumptions and constraints
- What are Business rules?
- Taxonomy of business rules
- Technique: The Decision Table
- How to write simple calculations
- Workshop - Describe a Business Rule using a Decision Table
- Requirements vs. business rules
- Workshop – Writing Requirements
Section 7: Business Process Modeling
Why do we model processes?
What is Business Process Management?
Basic Process Modeling Notation (UML)
"As Is" vs. "To Be" modeling
Developing a business process model
Using a facilitated session
Business Process Modeling – A case study
Developing a Business Process Model
Workshop – Create a Business Process Model
Section 8: Preparing for Requirements Elicitation
What is requirements elicitation?
Interviewing – what and why?
Preparing for an effective interview
Types of questions to ask
Sequencing of questions
Active listening techniques
Workshop – Planning for an Interview
Section 9: Conducting an Elicitation Session
Best practices when conducting an interview
Selecting the interviewees
Active listening techniques
Workshop – Conducting an Interview
Other elicitation techniques to consider
Technique: Requirements Workshop
The role of the facilitator
Utilizing User Stories
Workshop – Identifying User Stories
Section 10: Confirming Elicitation Results
Performing requirements analysis
Prioritizing requirements (MoSCoW, Timeboxing, Voting, etc.)
Specifying and modeling requirements using UML
Verifying requirements and acquiring approval
Workshop – Obtaining Approval
Section 11: Analyzing Requirements with Use Cases
What is an Actor?
Types of Actors
How to "find" Use Cases?
Diagramming Use Cases
Tips on naming Use Cases
Workshop – Drawing a Use Case Diagram
What are scenarios?
Template: Use Case Specification
Workshop – Writing the Main Success Scenario
Scenarios and flows
Alternate and exception flows
Best practices for writing Use Cases
Exercise – Writing Alternate and Exception Scenarios
Section 12: Documenting Requirements
How requirements relate to Use Cases
Writing Non-Functional requirements
User Interface Requirements - Storyboarding and Wireframing
Workshop – Develop a User Interface
Template: UI data table
Data accessibility requirements
Preparing the requirements package
Business Analysis deliverables
Exercise – Analyze and Document Requirements
Sction 13: Managing and Communicating Requirements
Requirements Management and Communication
Technique: Structured Walkthrough
The 7 C's of Communication
Symptoms of information overload
Conflict and issue management
Conflict Resolution techniques
Section 14: Assessing Requirements
Solution Assessment & Validation
Quality attributes of well-written requirements
Assessing Organizational Readiness
Defining Transition Requirements
Verification vs. Validation
Workshop - Verifying Requirements
The requirements traceability matrix (RTM)
Exercise: Creating an RTM
Section 15: Additional Information