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SEMINARIO DE CERTIFICACIÓN BUSINESS ANALYSIS

Syllabus

2

Seminario de Certificación Business Analysis

Syllabus

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Online course

1. Descripción del cursoTu curso está integrado con la siguiente información:

2. Contenido

I. Introducción

• What is business analysis?

• What is the IIBA?

•Businessanalysisbenefits

• Business Analyst Role within the Organization

• What is the business analysis body of knowledge (BABOK)?

•Requirementstobecomeacertifiedbusinessanalysisprofessional™(CBAP®)

Área Responsable: GerenciadeespecialidadesPM, BA y BPM

E-learningModalidad:

EndorsedEducationalProviderporelInternational Institute of Business Analysis

Respaldo:

SBA3.0 Seminario de Business Analysis 3.0Clave y nombre del seminario:

Inglésconmaterialaudiovisualenespañol

6 meses

Idioma

Duración:

Guía Business Analysis Body of Knowledge V. 3.0Estándar:

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Syllabus

Main concepts

•Keyconcepts(Domain,SolutionsandRequirements)

•BusinessAnalysisCoreConceptModel

•RequirementsclassificationSchema

• Stakeholders

•RequirementsandDesigns

• Knowledge areas

• Task

•UnderlyingCompetencies

• Techniques

•Perspectives

Study Case

• Retail chain store challenges

• Start business analysis of study case

Overview of BA Certification Seminar

•RoadmapofBusinessAnalysis certificationseminarbyPraxis

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Syllabus

II. Especificar y modelar los requerimientos

•Propósitoydescripción

• Entradas

• Elementos

•Nivelesdeabstracción

V. Strategy Analysis

Introduction

•Definitions

•BusinessAnalysisValueSpectrum

• Strategy Analysis Tasks

The Core Concept Model Change

• Need

• Solution

• Stakeholder

IV. Validación de Requerimientos en su implementación

•PropósitoyDescripción

• Entradas

• Elementos

III. Validar los requerimientos

•Propósito

•Descripción

• Técnicas

• Stakeholders

• Técnicas

• Salidas

• Stakeholders

• Técnicas

• Salidas

• Value

•Context

• Stakeholder

• Strategy Analysis

Input/OutputDiagram

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Analyze Current State

•DefinethePurposeof AnalizeCurrentState

•Description

•Inputs

• Elements

• Guidelines and Tools

• Techniques

•Techniques–BusinessModelCanvas

•Techniques–BusinessModelCanvas–Example

•Stakeholders-Outputs

Define Future State

•Definethepurposeof Future State

•Description

•Inputs

• Elements

•SMARTExample

Assess Risks

•DefinethePurpose of Assess Risks

•Description

•Inputs

• Elements


• Techniques

•Techniques/RiskAnalysisExample


• Techniques

•SWOTAnalysisExample


Define Change Strategy

•DefineelPurposeof Future State

•Description

•Inputs

• Elements


• Techniques


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Syllabus

Context

•Definition

•PlanBusinessAnalysisApproach

•PlanStakeholderEngagement

•PlanBusinessAnalysisGovernance

•PlanBusinessAnalysisInformationManagement

•IdentifyBusinessAnalysisPerformanceImprovements

•Coreconcepts

•Businessanalysisplanning&monitoring-InputOutputdiagram

VI. Planning and Monitoring

Context

•Definition

•PlanBusinessAnalysisApproach

•PlanStakeholderEngagement

•PlanBusinessAnalysisGovernance

•PlanBusinessAnalysisInformationManagement

•IdentifyBusinessAnalysisPerformanceImprovements

•Coreconcepts

•Businessanalysisplanning&monitoring-InputOutputdiagram

Plan Business Analysis Approach

•Input/outputDiagram

•Purposeanddescription

•Inputs

• Elements


• Techniques

• Stakeholders

•Outputs

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Syllabus

Plan Stakeholder Engagement

•Purpose,Description andInput/outputDiagram

•Inputs

• Elements

Plan Business Analysis Governance


•Inputs

• Elements

Plan Business Analysis Information Management


•Inputs

• Elements


• Techniques

• Stakeholders

•Outputs


• Techniques

• Stakeholders

•Outputs


• Techniques

• Stakeholders

•Outputs

VII. Elicitation and Collaboration

Introduction

•Definition

•ConceptModelforElicitationandCollaboration

•ElicitationandCollaborationInput/outputDiagram

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Syllabus

Conduct Elicitation



•Inputs

• Elements



• Techniques

• Stakeholders

•Outputs

• Techniques

• Stakeholders

•Outputs

Prepare for Elicitation



•Inputs

• Elements

VI. Elicitation and Collaboration

Confirm Elicitation Results



•Inputs

• Elements


• Techniques

• Stakeholders

•Outputs

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Syllabus

Communicate Business Analysis Information



•Inputs

• Elements

Manage Stakeholder Collaboration



•Inputs

• Elements

Business Case Reading

•CreateInterviews

•GetInterviewAnswers

•CreateUserRequirements

•ReviewAttendeesWork


• Techniques

• Stakeholders

•Outputs


• Techniques

• Stakeholders

•Outputs

VIII. Requirements Life Cycle Management

Introduction

•Course’sObjective,SummaryandPurpose

•RequirementsLifeCycleManagement(Input&OutputDiagram)

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Syllabus

Core Definitions

•BusinessAnalysisCoreConceptModel

•Requirements,ClassificationSchema

•RequirementsEngineeringActivities

•Scope,ScopeScreep

Maintain Requirements

•Purpose,INPUT&OUTPUTDIAGRAMl

•Inputs,Elements,Guidelines&Tools

•Techniques,Stakeholders,Outputs

•Example:TraceabilityDiagramandTraceabilityMatrixes

Prioritize Requirements




•Example:RequirementscriticalityasaBasisforPrioritization

Assess Requirements Changes




•Example:RequirementscriticalityasaBasisforPrioritization

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Syllabus

Approve Requirements

•Purpose,Input&OutputDiagram



•Example:Areq.changerejectedandareq.changeapproved

Assess proposed solution

•Purpose

•AssessProposedSolutionInput/OutputDiagram

• Elements,Techniques and Stakeholders

Allocate requirements

•Purpose

•AllocateRequirementsInput/OutputDiagram


Assess organizational readiness

•Purpose

•AssessOrganizationalReadinessInput/OutputDiagram


IX. Solution Evaluation

Introduction

•SolutionAssessmentandValidationInput/OutputDiagram

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Syllabus

Define transition requirements

•Purpose

•DefineTransitionRequirementsInput/OutputDiagram


Validate solution

•Purpose

•ValidateSolutionInput/OutputDiagram


Evaluate solution performance

•Purpose

•EvaluateSolutionPerformanceInput/OutputDiagram


X. Underlying Competences

Introduction

•Objetivodelcurso

•¿Quesonlascompetenciassubyacentes?

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Syllabus

Analytical thinking and problem solving

•Creativethinking

•Definition

•Characteristics

•Decisionmaking

•Definition

•Approach

Behavioural characteristics

• Ethics

•Definition

•Purpose

•PersonalaccountabilityDefinition

•TrustworthinessDefinition

•OrganizationandtimemanagementDefinition

•AdaptabilityDefinition

Business knowledge

•Businessacumendefinition

•Commonfunctionalareas

•IndustryknowledgeDefinition

•OrganizationknowledgeDefinition

•SolutionknowledgeDefinition

•MethodologyknowledgeDefinition

• Learning

•Definition

• Four stages

•Problemsolving

•Definition

•Diagram

• Systems thinking

•Definition

•Purpose

•Definition

•Diagram

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Syllabus

Communication skills

•DefinitionVerbalcommunication

•DefinitionNon-verbalcommunication

•DefinitionWrittencommunication

•DefinitionListening

Interaction skills

•Facilitationdefinition

•Leadershipandinfluencingdefinition

•Teamworkdefinition

•Negotiationandconflictresolutiondefinition

•Teachingdefinition

Tools and technology

•Officeproductivitytoolsandtechnologydefinition

•Businessanalysistoolsandtechnologydefinition

•Communicationtoolsandtechnologydefinition

XI. Techniques

Introduction

•Definitionoftechniques

•Mappingtechniquesaddedtov3ofBABOK

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Syllabus

BABoK techniques

•AcceptanceandEvaluationCriteria

•BacklogManagement

• Balanced Scorecard

•BenchmarkingandMarketAnalysis

• Brainstorming

•BusinessCapabilityAnalysis

•BusinessCases

•BusinessModelCanvas

• Business Rules Analysis

•CollaborativeGames

•ConceptModelling

•DataDictionary

•DataFlowDiagrams

•DataMining

•DataModelling

•DecisionAnalysis

•DecisionModelling

•DocumentAnalysis

• Estimation

• Financial Analysis

•FocusGroups

• Glossary

• Interface Analysis

•Interviews

• Item Tracking

BABoK techniques

• Lessons Learned

•MetricsandKeyPerformanceIndicators(KPIs)

•MindMapping

• Non-Functional Requirements Analysis

•Observation

•OrganizationalModellings

•Prioritization

•ProcessAnalysis

•ProcessModelling

•Prototyping

•Reviews

•RiskAnalysisandManagement

•RolesandPermissionsMatrix

•RootCauseAnalysis

•ScopeModelling

•SequenceDiagrams

•StakeholderList,Map,orPersons

•StateModelling

•SurveyorQuestionnaire

• SWOT Analysis

•UseCasesandScenarios

• User Stories

• Vendor Assessment

•Workshops

Techniques structure

•PresentationofthestructureofeachtechniqueusedinBABOKv3

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Syllabus

XII. Perspectives

Introduction

•PerspectiveDefinition

•PerspectivesincludedinBABOKGuide3thEdition

Agile perspective

•ChangeScope

•BusinessAnalysisScope

•Approaches

Business Inteligences Perspective

•ChangeScope


•MethodologiesandApproaches

Information Technology Perspective

•ChangeScope


•MethodologiesandApproaches


•ImpactonKnowledgeAreas





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Syllabus

XIII. Certification Tips

Introduction

•Applying&PayingforCertification

•PayingfortheExam

•PerspectiveDefinition

•RegisteringfortheExam

•PreparingfortheExam

•TakingtheExam

Business Architecture Perspective

•ChangeScope


•ReferenceModelsandTechniques

Business Process Managementperespective

•ChangeScope


•Frameworks,Methodologies,andTechniques

Strategy for Approving CBAP Certification Exam

• Obtain and Skim the BABOK

•ApplyfortheExam

• Read the Entire BABOK Guide

• Abosrb the BABOK Guide





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Syllabus

Strategy for Approving CBAP Certification Exam

•TakePracticeExam

•DoFinalPreparation

•TakeandPasstheExam

Exam Preparation

•TypicalChallenges

•Dealingwithstressandfera

•DetermineyourownLearningStyle

• Accelerated Learning Techniques

Tips Summary

•PreparationRoadmap

•CBAPApplicationTips

•ExamPreparationTips

•PracticeExamexperience

•ExamDay

•DuringtheExam

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Syllabus

3.PrerrequisitosContarconexploradordeinternetactualizado,depreferenciaGoogle Chrome, Explorer o Mozilla Firefox; adicionalmentetenerinstaladalaúltimaversióndeAdobe Flash Player.EsrecomendablecontarpreviamenteconfundamentosyconceptosbásicosencuantoalAdministración de Proyectos paramejorarelrendimientoyexperienciadelcurso.Paraunamejorexperienciadenavegación,tesugerimosajustarlaresolucióndetupantalla,amínimo1024x768pixeles.

4.Texto de apoyoEncasodenocontarconlosconocimientospreviosencuantoalaAdministracióndeProyectos,tesu-gerimoscomomaterialdeapoyo“A Guide to the Bussiness Analysis Body of Knowledge (BABoK) ” que puedesadquirirenAmazon.

5.Objetivo GeneralProporcionaranuestroclienteuncursodecapacitaciónenfocadoalAnálisisdeNegociosenlaOrganiza-ciones,elcualproveeloslineamientos,estándares,mejoresprácticasycomportamientoprofesionalquelosAnalistasyaspirantesdebenconocer,basadoenelestándardelInternationalInstituteofBusinessAnalysis.ElAnalistadeNegocioscomprenderácómofuncionanlasOrganizacionesparalograrsusfines,ylade-finicióndelascapacidadesdeunaOrganizaciónquerequiereparaproporcionarproductosyserviciosalos interesados.EstecursoseimpartetantoconysinTramitesdeCertificaciónInternacionalanteIIBA®.

6.Objetivos ParticularesMostraralalumnounavisióngeneral,comprensivaeintegralsobrelastécnicasyherramientasqueseanprácticasyefectivasparaelAnálisisdeNegocio.Proveeralalumnodeconocimientosyexperienciaintegradosaprincipiosytécnicasparaeldesarrollodesu análisis.Formargestorescapacesdeevolucionardentrodediversasorganizaciones,ydeadaptarseantelaaplicacióndelasnuevastecnologías,laaparicióndelosnuevosmercadosylaevoluciónsocial.

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Syllabus

7. Método de enseñanzaTu curso cuenta con la siguiente metodología de enseñanza:

Estudiodecontenidoporcadatema:Pedagógicamenteestructuradosyconundiseñoamigable,queseencuentranintegradosdentrodeunobjetonavegableyfácildeutilizar.Cuentaconrecursosaudio-visualesydesarrolladosparafacilitarsuaprendizaje.Actividades de reforzamiento:Secontaránconactividadesqueelalumnopodrárealizardesdeeltemaaestudiar,oconmaterialadjuntoparatrabajardeformaindependiente.Exámenesdentrodelcurso:

• Primer examen:Contaráconunfeedback,son15preguntasaresolver,sinlímitedetiem po,ysolosepodrárealizar1vez.

• Segundo examen:Nocuentaconunfeedback,son15preguntasaresolver,sinlímitede tiempo,ysepodrárealizarlacantidaddevecesqueunorequiera.

• Tercer examen: Nocuentaconfeedback,son15preguntasaresolver,sinlímitedetiem po,ysolosepodrárealizar1vez.

8. Sugerencias de estudioTe recomendamos reservar un espacio de tiempo específicamente para el estudio del curso, de esta manera,administrastuavanceparaterminareneltiempoestipulado.Estecursoestádiseñandoparaqueestudiescadatemáticaconeltiemposuficiente,durantesuestudio.

Aprovechaeldeforoparaplantearyexponerpreguntasosugerenciasreferentesalcursoengeneraly/oalos contenidos temáticos.

(Paradetallesdeconfiguración,consultaelmanualdeusuario)

9. InformesParamayoresinformesencuantoalosproductosyservicioscomunícateal(+52) 50800048ext.1158 conunhorariodeatencióndelunesaviernesde9:30a14:00 y de 15:30 a 17:30 hrs. o al correo [email protected]

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Syllabus

10. Soporte TécnicoParaayudaysoporteencuantoarecursostecnológicosyadministrativos,puedesenviarcorreoa:[email protected]

NOTAS IMPORTANTES:

Laaplicaciónentiempoyformadecadaunadelasactividades,asícomodearevisióndelosconte-nidos temáticos, es responsabilidad del alumno.Sisedeseaobtenerlacertificación,sesugiereprepararseconmaterialalterno,yaqueesteSemina-rioporsísólonogarantizalaaprobacióndelexamendecertificación.

Queda prohibida toda reproducción o difusión total o parcial de los contenidos.

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