Master’s Certificate In Business Analysis / Associate’s Certificate In Business Analysis

The George Washington University’s

Us end PD tt ! in u a rse Ga n yo cou e h wh eac

PMI REP 1419

Master’s Certificate In

Complete 7 highly intensive and informative courses essential for Business Analysts!

Associate’s Certificate In

Business Analysis

Complete 3 valuable courses to gain vital skills and knowledge to enhance your career and capabilities

1

Foundations Of Business Analysis 17 – 20 February 2013 | 22 – 25 September 2013 • Hilton Hotel, Doha, Qatar 5 – 8 May 2013 • Jumeirah Emirates Towers Hotel, Dubai, UAE

24 PDUs

2

How To Gather And Document User Requirements

3

Strategic Enterprise Analysis

4

Process Modeling Management

5

Logical Data Modeling

6

Negotiation Skills For Project Managers

7

Facilitation Techniques For Requirements Development

8

Use Case Modeling

17 – 21 March 2013 | 10 – 14 November 2013 • Hilton Hotel, Doha, Qatar

30 PDUs

24 – 27 March 2013 | 27 – 30 October 2013 • Hilton Hotel, Doha, Qatar

24 PDUs

21 – 24 April 2013 | 1 – 4 December 2013 • Hilton Hotel, Doha, Qatar

24 PDUs

28 April – 1 May 2013 • Grand Hyatt, Doha, Qatar | 6 – 9 October 2013 • Hilton Hotel, Doha, Qatar

26 – 29 May 2013 • Hilton Hotel, Doha, Qatar

24 PDUs 24 PDUs

16 – 18 June 2013 • Hilton Hotel, Doha, Qatar

18 PDUs

15 – 18 September 2013 • Hilton Hotel, Doha, Qatar

24 PDUs The PMI Registered Education Provider logo is a registered service and collective mark of the Project Management Institute, Inc.

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Course Timings Registration for all courses commences at 8.00 on the first day with the courses starting at 8.30 and concluding at 14.30 with lunch. There will be two breaks for refreshments at appropriate times.

Preparing For The CBAP® Exam This course of study enables you to address five out of the six Business Business Analysis Body of Knowledge (BABOK)® areas established by the International Institute of Business Analysis (IIBA)®. These business analysis courses can also be applied toward the required 21 hours of training needed to apply to take the CBAP® exam.

Maintaining Your CBAP® Certification If you are a Certified Business Analysis Professional CBAP® by the International Institute of Business Analysis (IIBA)®, you may use the courses in this series toward maintaining your certification. ESI is an Endorsed

Associate’s Certificate In Business Analysis The Associate’s Certificate In Business Analysis provides an introduction to business analysis for business professionals or those who wish to gain education and skills in a specific area of business analysis.

Backed by The George Washington University School of Business in Washington DC, USA (GW), this certificate is ideal for Business Analysts, System Analysts and Process Managers who are seeking career development in business analysis.

The Learning Path Step One: You must take one or both of the following introductory courses 1. Foundations Of Business Analysis 2. How To Gather And Document User Requirements Step Two: Complete at least one course from the following course listing 3. Strategic Enterprise Analysis 4. Process Modeling Management 5. Negotiation Skills For Project Managers 6. Facilitation Techniques For Requirements Development 7. Use Case Modeling 8. Logical Data Modeling Step Three: Receive the Associate’s Certificate In Business Analysis Please complete and return an application form to IIR who will apply on your behalf.

Upon successfully completing the three required courses, you will receive an Associate’s Certificate in Business Analysis awarded by ESI and The George Washington University.

Education Provider™ (EEP)™ of the IIBA®. Attending our business analysis courses is an excellent means of earning continuing education/professional development units.

Who Will Benefit From Attending?

Business Analysts, Systems Analysts, IT Business Analysts, Technical Business Analysts, Requirements Managers, Project Managers, Project Leaders, Project Directors, Program Managers, Program Directors, Senior Project Managers, Project Advisors, PMO Managers, Business Managers, Business Process Managers and Business Excellence Managers will all benefit from attending these courses.

Master’s Certificate In Business Analysis Professionals who attain the Master’s Certificate In Business Analysis will gain the knowledge and experience necessary to effectively oversee all aspects of business professional certificate, recognized throughout the industry, is backed by The George Washington University School of Business and distinguishes truly professional business analysts from their peers.

Requirements: Complete seven courses from the following course listing: 1. Foundations Of Business Analysis 2. How To Gather And Document User Requirements 3. Strategic Enterprise Analysis 4. Process Modeling Management 5. Negotiation Skills For Project Managers 6. Facilitation Techniques For Requirements Development 7. Use Case Modeling 8. Logical Data Modeling Upon successfully completing the required seven courses, you will receive a Master’s Certificate In Business Analysis awarded by ESI and The George Washington University.

Course Order Each course in the Business Analysis curriculum builds upon skills learned in previous courses. If you are new to business analysis, we recommend you start by taking either one or both of the following courses: • Foundations Of Business Analysis • How To Gather And Document User Requirements

Preparing For The CBAP® Exam

Course Order Although there is no order in which you must take the courses leading to the Associate’s Certificate, we recommend that you take the introductory course(s) first to become familiar with basic project management terminology and principles.

Note: All courses taken for the Associate’s Certificate may be applied toward a Master’s Certificate In Business Analysis.

This path is recommended for students preparing for the CBAP® Certification.

Please note: If you started your Professional Certificate In Business Analysis before 1 April 2010, you are still eligible to continue on the path to earn this certificate.

IIBA®, BABOK® and Business Analysis Body of Knowledge® are registered trademarks owned by International Institute of Business Analysis Certified Business Analysis Professional™, Endorsed Education Provider™ and EEP™ are trademarks owned by International Institute of Business Analysis.

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24 PDUs

Foundations Of Business Analysis

1

17 – 20 February 2013 | 22 – 25 September 2013 • Hilton Hotel, Doha, Qatar 5 – 8 May 2013 • Jumeirah Emirates Towers Hotel, Dubai, UAE

Learn How To: • • • •

Identify the roles and responsibilities of the business analyst Define requirements Explain the importance of managing risk Define the solution vision and scope

Course Synopsis At the project’s earliest stages the business analyst is key to defining the requirements, as well as planning, defining and validating project scope. It is important to have an understanding of the breadth of knowledge that a business analyst brings to the project team when developing business solutions.

Foundations Of Business Analysis is designed to provide you with a basic understanding of the benefits, functions and impact of this critical role. The target audience for this course includes those who are new to the business analyst role or those who supervise and/or work with business analysts.

This course provides a special focus on the business analysis function as it relates to developing information technology solutions, given that such an understanding is essential for project success.

The course discusses the business analysis process as it is applied throughout a project to include the pre-project activities that comprise enterprise analysis. Participants also learn how a business analyst supports the project throughout the solution development life cycle, from establishing the solution vision and scope in the analysis phase to validating that requirements have been met in the testing phase.

After completing this course, you will understand why and when to involve the business analysis function. Plus, you will have a working vocabulary to enable you to communicate effectively with those who perform that role.

Course Topics 1. Understanding Complexity In Projects • What is business analysis?

• Best practice in business analysis • Benefits of business analysis 2. The Role Of The Business Analyst • The business analysis process • BA role vs. project manager role • BA competencies • The BA career path

• Plan the requirements elicitation process • Recognise the importance of analysing and documenting requirements • Explain the role of modeling for documenting and communicating requirements • Perform requirements validation and traceability 5. Understanding Requirements And Business Rules • Functional, nonfunctional and implementation requirements • Requirements vs. specifications • Requirements vs. business rules • Risk management and risk response strategies 6. Planning And Eliciting Requirements • The Requirements Work Plan (RWP) • Components of the RWP • Work Breakdown Structure (WBS) • Elicitation keys to success • Elicitation techniques • Preparing for change 7. Analyzing And Documenting Requirements • Analyzing requirements • Characteristics of effective requirements • The Business Requirements Document (BRD) • The BRD vs. the technical specifications document • Components of the BRD • BRD validation techniques 8. Modeling Requirements • Modeling requirements • Models vs. diagrams • As-Is vs. To-Be modeling • Types of models • Models and the BRD 9. Assessing And Validating Requirements • Validation and verification • V-Model of testing • Levels and types of testing • The master test plan • Test scenarios and test cases

3. Supporting The Project Portfolio • The project portfolio • Strategic enterprise analysis • Solution Development Life Cycle (SDLC) 4. Developing The Solution Vision And Scope • Defining solution vision and scope • Vision and scope report • Conducting a visioning workshop • Validating solution scope • Traceability

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Expert Course Instructor: Manoj Phatak

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How To Gather And Document User Requirements

2

30 PDUs

17 – 21 March 2013 | 10 – 14 November 2013 • Hilton Hotel, Doha, Qatar

Learn How To: • Define the role of the business analyst in the requirements process

• Elicit, structure, analyse, validate and document business requirements

• Effectively document a solution’s vision and scope

• Structure a Business Requirements Document

• Develop a Requirements Analysis Work Plan

Course Synopsis Incomplete requirements are often cited as the number-one reason projects or systems fail. Accurately identifying the requirements and staying on course from the beginning is key to success in today’s business world.

This “how-to” course introduces the roles of the business analyst as they relate to the analysis and documentation of requirements. It familiarises participants with the core knowledge and skills required to identify and document user requirements. It also addresses how these requirements are managed throughout the life cycle.

Recommendation: The material presented in this course provides the foundation necessary for building additional business analysis skills. If you plan to take additional courses in the Associate Certificate In Business Analysis series, you will need this foundation.

• Stakeholder identification and prioritization • User identification and profiling • Managing risk 6. Elicitation Techniques • Dealing with barriers to elicitation • Elicitation strategy • Elicitation techniques • Advantages and challenges of elicitation techniques 7. Documenting Requirements • The purpose of documenting requirements • Elements of a Business Requirements Document • Technical writing guidelines • Requirements analysis • The role of modeling in requirements documentation • Use case and activity diagrams • Presenting requirements

Course Topics 1. Roles, Definitions And Key Principles • Critical role of business analyst • Creating and adopting a formal documentation strategy • Key requirements documents • Roles and mutual expectations among team members 2. Types Of Requirements • Attributes and types of effective requirements • What is an effective requirement?

8. Managing Consensus • Communicating effectively • Effective consensus building 9. Validating Requirements • Validation techniques • Decision making and approvals • Managing change and risk post-validation • What happens next?

3. Vision, Scope And Quality • Defining problem, vision and scope • Importance of a solution’s scope statement • Documenting project vision and scope • Including quality measures • Managing change 4. Introduction To Modeling • Documenting and tracking business rules • Why use models?

• Modeling techniques 5. Creating A Requirements Work Plan • The value of planning • Elements of a requirements work plan • Planning the analysis • Identifying business analysis tasks

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Expert Course Instructor: Denise Vestin

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24 PDUs

Strategic Enterprise Analysis

3

24 – 27 March 2013 | 27 – 30 October 2013 • Hilton Hotel, Doha, Qatar

Learn How To: • • • • •

Identify core competencies for the organization Model the As-Is and To-Be enterprise architecture Perform customer value analysis Plan for process management Identify the To-Be IT architecture

• Recognize the importance of service-oriented architecture • Manage the project portfolio • Recognize the importance of impact analysis, risk analysis and feasibility studies • Identify the components of the decision package 2.

Course Synopsis

Enterprise Architecture • Modeling the As-Is and To-Be enterprise architectures

Senior business analysts are increasingly involved in pre-project activities

• Identifying the need for an impact analysis and feasibility study

to ensure that solutions to business problems reflect the organization’s

• Examining the decision package for the To-Be enterprise

business strategy. Through strategic enterprise analysis, the senior business

architecture

analyst becomes a vital contributor to helping the organization determine sound investments and enhance its project portfolio. These activities

3.

Customer Value Analysis

ensure the organization can maximize the return on investment, minimize

• Performing customer value analysis

duplication of efforts across the organization, and realign business

• Using customer value analysis to improve the enterprise

operations to meet executive management’s strategy.

Strategic Enterprise Analysis is an advanced course designed to provide

architecture 4.

Process Management

you with the knowledge you need to begin working as part of a strategic

• Recognizing components of a process improvement project plan

enterprise analysis team. In particular, the course covers the major

• Examining the decision package for new processes

activities of strategic enterprise analysis that must be conducted to study the enterprise architecture. These activities include analyzing core

5.

IT Architecture

competencies, performing customer value analysis, performing process

• Recognize the components of the IT architecture project plan

management, examining the IT architecture, and evaluating the project

• Ensuring the IT architecture supports the enterprise architecture

portfolio. The course also examines the impact of service oriented

• Examining the decision package for the To-Be IT architecture

architecture (SOA) on the enterprise architecture.

6.

Service-Oriented Architecture (SOA)

After completing this course, you will understand the steps for modeling

• Ensuring SOA supports the enterprise architecture

the As-Is and To-Be enterprise architectures and how the To-Be enterprise

• Defining requirements for SOA

architecture contributes to the overall project portfolio. The importance of conducting an impact analysis, risk analysis and feasibility study are

7.

Portfolio Management

discussed to ensure that the business case for future investments traces

• Selecting projects to implement the To-Be enterprise architecture

back to the business strategy.

• Ensuring projects support the business strategy

Recommendation: Prior to taking this course, you should have acquired the background as taught in How To Gather And Document User Requirements, Use Case Modeling And Process Modeling Management.

Course Topics 1.

Introduction To Strategic Enterprise Analysis • Identifying components of the enterprise architecture • Planning for business rules, data management and change management • Identifying core competencies

Expert Course Instructor: Bart Bernink

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4

24 PDUs

Process Modeling Management 21 – 24 April 2013 | 1 – 4 December 2013 • Hilton Hotel, Doha, Qatar

Learn How To: • Describe the Process Modeling Management (PMM) framework • Define key PMM terms and concepts • Conduct major activities performed during each phase of PMM, including workflow modeling • Perform the business analyst’s role and responsibilities in PMM

• Apply PMM methodologies and techniques specific to the business analyst’s role and responsibilities • Create process benchmarks and develop metrics to track the effectiveness of new processes

Course Topics

Course Synopsis The importance of the business analyst’s role in defining requirements during the planning phases of a project continues to gain recognition across all industries. The business analyst, working in conjunction with the project manager, facilitates the solution of business challenges.

However, when gathering requirements for a new or existing project, business analysts must be mindful that any project may require the development and redesign of accompanying processes. In fact, the business analyst must act as a change agent to help ensure that the newly implemented processes not only enhance the success of a project, but also increase the project’s chance of meeting the organization’s business goals.

This highly interactive course provides participants the opportunity to perform the four phases of a process improvement project–define, analyze, implement and control–which have been derived from the leading process improvement models in the industry. The key deliverables and outputs for the business analyst are emphasized during each phase, as well as the importance of tying all outputs back to the business strategy.

You will practice identifying and prioritizing the processes that require improvement, as well as creating the documents needed to communicate these changes to the rest of the organization. You will focus on the competencies necessary to perform workflow modeling to ensure you have the core tools required to document the processes. You will also practice creating “As-Is” and “To-Be” process maps and conducting a gap and stakeholder analysis.

Finally, you will develop the competencies required to create new process benchmarks and measurements for new processes. You will leave this course with the preparation necessary to perform your business analysis responsibilities within the process improvement process and to employ the required skills in accordance with sensitive cost, organizational and stakeholder requirements.

1. Key PMM Terms And Concepts • Process modeling, process management, process improvement • Process management activities • Workflow modeling • Key benefits of PMM • Process Improvement Project (PIP) phases • Business analysis roles and responsibilities • Managing organizational change 2. Conducting The Define Phase • Obtaining consensus on processes to be included in PIP • Relating processes to business strategy • Developing high-level plans for risk, communication and change management 3. Conducting The Analyze Phase • Conducting workflow modeling • Creating swimlane diagrams • Conducting value stream mapping • Developing “As-Is” process map • Defining and gathering metrics • Creating process benchmarks • Performing gap analysis • Performing root cause analysis • Conducting stakeholder analysis • Performing high-level cost-benefit analysis 4. Conducting The Implement Phase • Documenting, validating and confirming new goals and objectives • Formulating measurements • Designing the new process • Updating risk, communications and change management plans 5. Conducting The Control Phase • Communicating findings • Carrying out implementation plans • Monitoring and controlling

Reminder: Prior to taking this course, you should have acquired the background as taught in How To Gather And Document User Requirements.

Expert Course Instructor: Penny Pullan

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24 PDUs

Logical Data Modeling

5

28 April – 1 May 2013 • Grand Hyatt, Doha, Qatar | 6 – 9 October 2013 • Hilton Hotel, Doha, Qatar

Learn How To: • Create logical data models to define business and project requirements • Explain the purpose, importance and uses of logical data modeling in the requirements gathering process

• Describe the elements of data-flow diagrams and functional decomposition diagrams, and their relationship to logical data models • Explain a logical data model to stakeholders • Apply logical data modeling to the overall software development life-cycle and respond to business management issues • Understanding attributive and associative entities

Course Synopsis

• Understanding multi-valued attributes As a business analyst, your ability to communicate business processes and

• Documenting the logical data model

information needs is central to the success of any software development

• Analysing data using the CRUD matrix

project. The business analyst who can use structured modeling to address and communicate requirements has a distinct advantage.

4.

Context-Level Data Flow Diagrams • Developing diagrams that represent processes, external agents

This is because the use of models can greatly increase all stakeholders’

and data flows

understanding of a project’s business rules and data management

• Defining and naming diagram components

requirements. Logical Data Modeling explores business rules, policies

• Drawing divergent and convergent data flows

and procedures and how they can be modelled effectively without being

• Levelling the data flow diagram

limited by technology or organizational structure.

• Avoiding common errors in diagramming

Delegates will learn entity relationship diagramming, super and subtypes,

5.

attributive and associative entities, and documenting data constraints.

The Transition To OO/UML • Understanding the Unified Modeling Language (UML) • Applying use case, class state and activity diagrams

This course is perfect for: •

Communicating business and project requirements to project

•

6.

Other Key Topics

stakeholders

• Applying normalization rules

Using conceptual and logical data models

• Understanding the physical data model • Describing the functions and benefits of CASE tools • Verifying and presenting models to increase project success

Course Topics 1.

Data Flow Diagrams (DFDs) And Functional Decomposition Diagrams (FDDs) • Developing DFDs and FDDs • Identifying the business area • Modeling essential business processes (FDDs) • Documenting data use in business processes (DFDs) • Understanding their relationship to logical data models

2.

Identifying And Describing The Conceptual Data Model • Naming entities, attributes and relationships • Discovering and defining entities • Analysing attributes • Defining cardinality in relationships • Understanding concatenated and surrogate unique identifiers

3.

The Logical Data Model • Developing the detailed logical data model

Expert Course Instructor: Manoj Phatak

• Identifying and applying entity types • Modeling with subtypes and supertypes

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24 PDUs

Negotiation Skills For Project Managers

6

26 – 29 May 2013 • Hilton Hotel, Doha, Qatar

Learn How To: • Use competitive and collaborative negotiation strategies with success • Recover a stalled negotiation using breakthrough techniques • Adjust your negotiating style to match the preferences of the other party

Course Synopsis

• Deactivate the impact emotions and focus on finding agreement • Apply negotiation skills for efficient cost and schedule performance • Plan strategies to effectively develop and manage collaborative relationships critical to your project 5.

Competitive Negotiation • Determining primary and secondary issues • Establishing maximum and minimum positions • Defining the conflict range • Assessing the negotiation range

6.

Understanding And Developing Your Negotiation Style • Myers-Briggs Type Indicator (MBTI)® and communication style • Personality preferences and style • Temperament theory and collaboration

7.

Collaborative Negotiation: Creating Win–Win By Exploring Differences • Clarifying interests • Developing options • Establishing criteria

8.

Negotiating Within The Team • Identifying interests • Defining the process • Determining roles

9.

Negotiating Between Teams • Establishing an approach • Monitoring the dialogue • Clarifying all interests

Negotiation is an invaluable skill for any project manager. Not only do you negotiate agreements with vendors and contractors, but you must effectively negotiate with stakeholders, customers and team members throughout the life of a project.

This four day, highly interactive experience covers the dynamics, processes and techniques of internal and external negotiation situations faced by project managers. Short on lecture and long on practice, this course provides you with the opportunity to experience one-on-one negotiations.

You will learn how to analyze your own and the other party’s negotiation style, diffuse conflict and turn it into an advantage, and negotiate more effectively. You will also learn how to negotiate for efficient cost and schedule performance and achieve successful results on time. You will receive coaching and feedback from the instructor and the other participants.

By the end of the course, you will have explored the dynamics of both the competitive and collaborative models of negotiation as well as some of the implications of team negotiations. Not only will you gain new skills, but you will gain experience using them in realistic situations.

To ensure you maintain and build these new skills, the course includes a Personal Action Plan, which is designed to assist you in capturing the unique key points of learning during the class. It will also help ensure the integration of new knowledge and skills in both your personal and professional life.

Course Topics 1.

2.

Negotiation In The Project Environment • Stakeholder analysis • Negotiating with key stakeholders • Negotiation and the triple constraint • Issues throughout the project life cycle Natural Tendencies In Negotiation • Negotiating from positions • Transformation of goals • Destroying trust • Need to win • Emotional reaction

3.

Developing The Best Alternative To Negotiated Agreement (BATNA) • Defining BATNA • Determining the need to negotiate • Strengthening and using the BATNA • The other party’s BATNA

4.

The Two Major Schools Of Negotiation: Competitive And Collaborative

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10. Preparing To Negotiate Your Project • Analyzing your situation • Predicting the other party’s situation 11. Dealing With Conflict In Negotiations • Insights from MBTI® • Sequence of strengths as conflict escalates 12. Breakthrough Strategies To Get Past “No” • Managing emotional content • Reframing vs. reacting • Building a golden bridge • Educating vs. escalating 13. Maintaining And Building Your New Skills • Personal Action Plan • Other useful strategies for long-term gains

Expert Course Instructor: Louise Kelly

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Facilitation Techniques For Requirements Development

7

18 PDUs

16 – 18 June 2013 • Hilton Hotel, Doha, Qatar

Learn How To: • • • •

Identify the use of facilitation in business analysis Explain the role and responsibilities of a business analysis facilitator Plan a facilitation session Use the appropriate facilitation techniques for a given session

Course Synopsis

• Conduct a facilitation session using best practices • Manage conflict during a session • Identify facilitation opportunities in business analysis

7.

Facilitation In Business Analysis Is Iterative • Vision – enterprise analysis - Brainstorming - Brainwriting/Crawford Slip • Definition – requirement elicitation - Focus group - Joint Application Design (JAD) • Analysis – requirements analysis and documentation - Gap analysis - Root-cause analysis - Force-field analysis • Decision – solution assessment and validation - Multi-voting - Criteria-based grid • Impact/effort grid

8.

Verification Of The Facilitation Session Plan

9.

Facilitation Practices • Generating participation • Neutrality • Active listening • Questioning • Paraphrasing • Using flip charts • Maintaining focus • Intervention • Feedback • Summarizing • Synthesizing ideas

The business analyst spends a significant amount of time facilitating requirements. Yet, many business analysts lack formal training on this vital skill.

A successful facilitation session results in requirements that you can begin to analyze and work with. Facilitation Techniques For Requirements Development focuses on teaching the facilitation skills necessary to elicit and analyze requirements on a project.

In this highly interactive course, you will learn how to effectively help stakeholders define their needs and form these needs into quantifiable requirements through facilitation. As a facilitator, you will learn how to prepare for and conduct both face-to-face and remote group sessions.

You will be exposed not only to several facilitator techniques such as brainstorming, JAD and focus groups, but you will also learn how to manage conflict in a session. Most importantly, you will have the opportunity to practice these skills in a safe environment with a trained facilitator to guide you through various activities.

You will leave the class with the confidence to prepare for a session, including creating a facilitation plan, motivating a group’s participation, building consensus, managing conflict, maintaining session focus and evaluating results for lessons learned.

Reminder: Prior to taking this course, you should have acquired the background as taught in How To Gather And Document User Requirements.

Course Topics 1.

What Is Facilitation?

• Facilitation techniques and practices • The facilitation process

2.

What Is Business Analysis?

3.

Business Analysis Body of Knowledge (BABOK)® • BABOK® knowledge areas • The business analysis process

4.

Facilitating In Business Analysis • The role of the business analysis facilitator • The responsibilities of the business analysis facilitator

5.

Facilitation Session Preparation

6.

Considerations For Remote Sessions • Environmental • Preparation • During the session • Wrapping up

10. Executing A Facilitation Session • Prior to the session • Starting the session • Conducting the session • Ending the session 11. Facilitation Conflict Techniques • Argument vs. debate • How to intervene • Choices in resolving issues • Working toward consensus 12. BA Facilitation Opportunities

Expert Course Instructor: Dennis Major

BABOK and Business Analysis Body of Knowledge are registered trademarks owned by International Institute of Business Analysis

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24 PDUs

Use Case Modeling

8

15 – 18 September 2013 • Hilton Hotel, Doha, Qatar

Learn How To: • Employ use cases to elicit, analyze, document and communicate functional requirements for software • Use the Unified Modeling Language (UML) to create use case diagrams • Determine when to employ use case modeling • Prioritize use cases based on their importance to the business and on technical considerations

• Describe ways to develop consistent vocabulary between use cases and objects • Analyze and document detailed requirements using an object model • Read a class diagram

3.

Identifying And Describing Use Cases • Identifying use cases • Writing a use case description • Including preconditions, postconditions, assumptions, and scenarios

4.

Writing Use Case Scenarios • Identifying the main success scenario • Identifying alternates and exceptions • Indicating iteration

This course provides business analysts with the required competencies for creating use cases and use case diagrams, which serve as a vehicle for eliciting, analyzing, documenting and communicating functional requirements. You will practice creating use cases in the Unified Modeling Language (UML) to graphically represent the interactions between use cases and actors. To fully gain the benefits of UML, you will create use case diagrams through an object-oriented approach, which enables business analysts to sift through the complexity of a system by breaking it down into smaller units.

5.

Advanced Use Case Modeling Techniques • Diagramming an <<include>> relationship • Diagramming an <<exclude>> relationship • Diagramming generalization and specialization • Considering multiplicity

6.

Ensuring Use Case Quality • Employing quality assurance techniques • Ensuring use cases are testable

Take this course and you will gain more than just the lexicon required for use case and object oriented modeling. Through interactive exercises, you will practice writing the alternate/exception flows, arranging objects into properly named classes, and reading class diagrams. Most importantly, you will gain the ability to integrate use case modeling within the software development life cycle to ensure that project requirements are accurate, complete, and map to the objectives of the business.

7.

Prioritizing Use Cases • Estimating project cost with use cases • Employing prioritization techniques

8.

Introduction To Object Modeling • Use cases and Object Orientation (OO) • Identifying objects and classes

Reminder: Prior to taking this course, you should have acquired the background as taught in How To Gather And Document User Requirements And Process Modeling Management.

9.

Identifying And Describing Business Domain Objects • Assigning objects to classes • Guidelines for describing business objects • Describing operations, attributes, and associations

Course Synopsis As a fundamental component to identifying requirements for a new system, business analysts must be able to illustrate how “actors”, such as end users, stakeholders, or related systems, will be affected once the new system is implemented. This process, also known as Use Case Modeling, provides business analysts with a powerful tool for documenting functional requirements and the interactions between these requirementsin a manner that can be easily communicated to designers, programmers, project managers, and other project stakeholders.

Course Topics 1.

Introduction To Use Case Modeling • Organizing requirements with use cases • Use case diagrams as a UML notation • Organizing the model with packages

2.

Identifying And Describing Actors • Use case actors • Business versus system actors • Identifying actors • Mapping stakeholders to actors • Users versus actors

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Expert Course Instructor: Denise Vestin

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Meet Your Expert Course Instructors Manoj Phatak is Director of Product Development at Domoticware S.L.U. and a Business Analysis instructor with IIR/ESI International.

Through IIR/ESI International, Manoj trains Fortune-500 clients across Europe, the Middle East and Latin America in requirements modeling, UML-based CASE tools and stakeholder management, with the aim of reducing project / product development costs and driving customer-centric innovation. Current clients include Shell, GE, BP, Credit Suisse, DHL, Ericsson, Merck Sharp & Dohme and various UK, EU and Middle East government agencies.

Manoj has developed software-intensive technologies for the semiconductor, telecommunications, automotive, e-government and financial sectors since 1990. He is a Chartered Engineer at the UK Engineering Council and a member of the IIBA® (International Institute of Business Analysis) and the PDMA (Product Development and Management Association).

Manoj holds degrees in Electronics Engineering from Southampton University and in Software Engineering from Oxford University.

Dr Penny Pullan developed the business analysis and project management capability of Mars Incorporated before she founded her own consultancy, Making Projects Work Ltd. She became an ESI instructor a year later, based on her twenty years experience as a successful business analyst and project manager in fast moving consumer goods (Mars), pharmaceuticals (AstraZeneca) and consultancy (Logica).

Penny’s experience ranges from harmonising business processes globally before the implementation of SAP, to running an international consortiumled project to address child-labour issues in West Africa. She is known for her accurate identification of organizational needs and for devising unique solutions to improve projects, processes, and systems. Through ESI she’s worked with many companies such as HSBC, Cisco, Shell, Barclays, Morgan Stanley, Credit Suisse, GE Energy and Informa. Her clients enjoy her engaging style, often with hand-drawn graphics to clarify points.

Penny has a BA in engineering, followed by a PhD in nanotechnology at Cambridge. She’s a chartered engineer who has passed a range of professional qualifications in the fields of project and programme management (PRINCE2, MSP). She is currently certified as a Project Management Professional (PMP®) by the Project Management Institute (PMI®) and as a facilitator (Certified Professional Facilitator of the International Association of Facilitators). She is a member of the British Computer Society, the Institution of Engineering and Technology, the Project Management Institute and the Association for Project Management. She was elected Chair of the Women in Project Management Special Interest Group in 2009 and 2010.

Louise Kelly, has 16 years project management experience 10 years of which were spent in managing mainly I.S. projects.

She has 6 years experience in project management training and development. Louise has a keen interest in the people side of project management and is qualified to administer the Strength Deployment Inventory (SDI) and Myers Briggs Type Indicator (MBTI) instruments.

Louise has worked on and delivered projects ranging from feasibility studies, statistical applications, developing I.T. strategies, developing change & configuration management systems, implementing a capacity planning function and managing the acceptance of a major strategic change program by the I.T. support services. She has a keen interest in and has provided major input to projects concerned with standards and quality.

Louise’s enthusiasm, excellent interpersonal and communication skills are an asset when giving training courses. She is a certified Master Practitioner of NLP and is always seeking ways to help project managers communicate more effectively with their stakeholders and so improve the effectiveness of their projects.

Denise Vestin is a PMP®-certified IT Project Manager with over 15 years of project management experience. She has been in the IT field since 1981, when she started out as a developer on Wall Street doing financial programming for a small brokerage company. Denise now specializes in lecturing, mentorship and coaching, and delivering skills training for ESI. Denise’s field of expertise is mainly software development combined with project management and business skills. She has ample management experience. For over eight years she has run her own company as an independent contractor.

Denise’s employment history includes working as an MS Project Coach on Europe’s third largest IT project for a major Swedish insurance company.

Denise focused on requirements analysis and management, stakeholder assessment, support to the PMO, process modeling, documentation and implementation planning.

Bart Bernink has more than 30 years of experience in the field of project management and business improvement.

His speciality is managing complex systems, e-Commerce integration projects and business improvement projects.

During the last 15 years, as an independent consultant, besides managing various types of projects, he taught project management and business analysis for various institutes in the UK, Belgium, US, Switzerland and Holland.

Based on practical experience, he teaches various aspects of project management such as risk management, quality assurance, financials, and bid management. In the area of business analysis, Bart is often asked to teach business analysis foundations, gathering requirements, process modeling, testing and validating requirements, and strategic enterprise analysis.

Bart still manages IT and business improvement projects for various leading European companies such as Philips, Shell, KLM, Proximus, Credit Suisse and Rabobank.

Dennis Major is the managing director of Coolthinkers Ltd, a consultancy working with clients to maximise the effectiveness of their people through the close alignment of development to business goals. He is an associate of ESI delivering Project management, business analysis and business skills courses to clients internationally.

Dennis has over 15 years’ experience delivering projects and programmes for a variety of clients. He is also a Six Sigma Black Belt and Business Analyst. He has delivered projects in a range of areas including IT systems development and implementation, business outsourcing, construction and telecommunications. He also worked in the UK, US, Europe and Asia. His clients include manufacturers, pharmaceutical companies, international banks and hospitals.

He uses this wide range of experience to make sure that the training he delivers is relevant to the audience in the class. He uses real examples from his experience to ensure students gain a real understanding of the topic that he covers. His delivery style is facilitative and he works to ensure that all of his students gain the maximum benefit from his programmes.

He is an experienced assessor and coach working with organisations such as CIPD, CMI and ILM to ensure that candidates meet the standards required by each organisation.

PMP is a registered mark of the Project Management Institute, Inc.

+971 4 335 2437

+971 4 335 2438

register@iirme.com

www.iirme.com/mcba

Master’s Certificate In Business Analysis FIVE EASY WAYS TO REGISTER 971-4-3352437

971-4-3352438

IIR Holdings Ltd. PO Box 21743, Dubai, UAE

register@iirme.com

GCS/IIR Holdings Ltd. PO Box 13977, Muharraq, Kingdom of Bahrain

www.iirme.com/mcba

WEB BC4749/BC4750/BC5076/BC4751/BC4752/BC4753/BC4754/ BC4755/BC4756/BC4757/BC4758/BC4759/BC4760/BC5091

YES, I want to register for: Codes

Event

Dates

Number of days

FOUNDATIONS OF BUSINESS ANALYSIS

❏ BC4749 ❏ BC4752 ❏ BC4756

17 – 20 February 2013 5 – 8 May 2013 (Dubai) 22 – 25 September 2013

4 days

HOW TO GATHER AND DOCUMENT USER REQUIREMENTS

❏ BC4750 ❏ BC4759

17 – 21 March 2013 10 – 14 November 2013

5 days

STRATEGIC ENTERPRISE ANALYSIS

❏ BC5076 ❏ BC4758

24 – 27 March 2013 27 – 30 October 2013

4 days

PROCESS MODELING MANAGEMENT

❏ BC4751 ❏ BC4760

21 – 24 April 2013 1 – 4 December 2013

4 days

LOGICAL DATA MODELING

❏ BC5091 ❏ BC4757

NEGOTIATION FOR PROJECT MANAGERS FACILITATION TECHNIQUES FOR REQUIREMENTS DEVELOPMENT USE CASE MODELING

❏ BC4753 ❏ BC4754 ❏ BC4755

28 April – 1 May 2013 6 – 9 October 2013 26 – 29 May 2013 16 – 18 June 2013 15 – 18 September 2013

Course fees include documentation, luncheon and refreshments. Delegates who attend all sessions will recieve a Certificate of Attendance.

For further information and Group Discounts contact +971-4-335 2483 or email a.watts@iirme.com

For Combination Discounts on the above courses please contact Janet on +971 4 335 2437

4 days 4 days 4 days 3 days 4 days

Course Fee Before

Course Fee Before

US$ 3795

23 December 2012 10 March 2013 28 July 2013 20 January 2013 15 September 2013 27 January 2013 1 September 2013 24 February 2013 6 October 2013 3 March 2013

US$ 4095 US$ 4095 US$ 4095 US$ 4795 US$ 4795 US$ 4095 US$ 4095 US$ 4095 US$ 4095 US$ 4095

US$ 3795 US$ 3795 US$ 2995 US$ 3795

11 August 2013 31 March 2013 21 April 2013 21 July 2013

US$ 4095 US$ 4095 US$ 3295 US$ 4095

2 December 2012 17 February 2013 7 July 2013 30 December 2012 25 August 2013 6 January 2013 11 August 2013 3 February 2013 15 September 2013

US$ 3795 US$ 3795 US$ 3795 US$ 4495 US$ 4495 US$ 3795 US$ 3795 US$ 3795 US$ 3795

10 February 2013 21 July 2013 10 March 2013 31 March 2013 30 June 2013

For further information and Group Discounts* contact 971-4-3352483 or email: a.watts@iirme.com *Group discounts are only applicable on the full event price

Final Fee US$ 4295 US$ 4295 US$ 4295 US$ 4995 US$ 4995 US$ 4295 US$ 4295 US$ 4295 US$ 3495 US$ 4295 US$ 4295 US$ 4295 US$ 4295 US$ 4295

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IIBA®, BABOK® and Business Analysis Body of Knowledge® are registered trademarks owned by International Institute of Business Analysis The PMI Registered Education Provider logo is a registered service and collective mark of the Project Management Institute, Inc. Certified Business Analysis Professional™, Endorsed Education Provider™ and EEP™ are trademarks owned by International Institute of Business Analysis

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A confirmation letter and invoice will be sent upon receipt of your registration. Please note that full payment must be made upon receipt of the invoice and prior to the event. Only those delegates whose fees have been paid in full will be admitted to the event. You can pay by company cheques or bankers draft in Dirhams or US$. Please note that all US$ cheques and drafts should be drawn on a New York bank and an extra amount of US$ 6 per payment should be added to cover bank clearing charges. All payments should be made in favour of IIR Holdings Ltd.

If you are unable to attend, a substitute delegate will be welcome in your place. If this is not suitable, a US$ 200 service charge will be payable. Registrations cancelled less than seven days before the event must be paid in full.

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Due to unforeseen circumstances, the programme may change and IIR reserves the right to alter the venue and/or speakers.

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BC4749

Event Venue Hilton Hotel, Doha, Qatar

Tel: +974 4423 3333 Grand Hyatt, Doha, Qatar

Tel: +974 4 448 1234 Jumeirah Emirates Towers Hotel, Dubai, UAE

Tel: +971 4 330 0000

Accommodation Details We highly recommend you secure your room reservation at the earliest to avoid last minute inconvenience. You can contact the IIR Hospitality Desk for assistance on: Tel: +971 4 407 2693 Fax: +971 4 407 2517 Email: hospitality@iirme.com

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