Overview
In this 4-day Business Process Analysis and Management course you will be equipped with the knowledge and skill sets to excel as a Business Process Analyst. This course fully prepares you for the Business Analysis certification examinations by the International Institute of Business Analysis (IIBA); the Association of Business Process Management Professionals International (ABPMP); and the Project Management Institute (PMI).
Prerequisites
While not required, it is suggested that individuals take our `
Business Analysis for the IT Professional ![]()
prior to attending this class or have similar Business Analysis experience on the job.
Delivery Method
This Business Skills Series course does not follow the intensive hands-on lab methodology that is used in our traditional IT skills classes. Our IT Business Skills classes have less of a hands-on component and more of a lecture/presentation style delivery
Who should attend:
• Business Process Analysts
• Business Process Managers
• Process Architect
• Business Analysts
• Business Systems Analysts
• Project Managers
• Quality Performance Managers
• Business Process Improvement specialists
• Business Process Innovation specialists
• IT/IS specialists
• Change Management specialists
• Information Technology Infrastructure Library specialists
• Lean, Scrum, and Six Sigma practitioners
• Product Managers
• Team Leaders
• Trainers
PDU Credits
This course is worth: 28 PDU's
Our Registered Education Provider (REP) number is: 3452
What You Will Accomplish:
• Assess the effectiveness of current business processes and operational processes
• Understand the role and responsibilities of a business analyst
• Plan and implement Business Analysis best practices using project management life cycles (e.g., waterfall/cascade, incremental, and agile).
• Understand and apply the Business Analysis Core Concept Model (BACCM) framework for business analysis to your organization’s business processes
• Identify, evaluate, and prioritize opportunities to improve business processes by following a systematic 10-step business improvement process
• Develop, create, and gain approval for the Business Process Management Case
• Master the knowledge and skills to map and model business processes at the enterprise-wide level as well as detailed workflow level
• Assess and select business process performance controls, metrics and targets
• Practice/apply a Framework for Process Improvement for your organization
• Identify and define complex business process steps using various modeling techniques and metrics such as:
ANSI, Swim Lane, gap analysis, Business Process Diagrams, Unified Modeling Language (UML) system, SIPOC, and Value Stream Maps, Cause-and-Effect Diagrams, Pareto Diagrams, Business Process Flow Charts and Modeling, Cross- functional Process Map, McKinsey 7 S Framework, etc., etc.
• Demonstrate the knowledge and skills of systems modeling, process, and data modeling
• Apply and implement best-practice business process modelling t techniques to transform business processes
• Evaluate solution effectiveness of business processes
• Contribute to the achievement of breakthrough organizational performance
• Enable a process-centered organizational culture
COURSE OUTLINE
Module 1: Introduction and Overview of Business Analysis
1.1 What are “Business Processes?” and “What is a “Business Process Analysis?”
1.2 What are the roles and responsibilities of a “Business Process Analyst?"
1.3 What are the credible industry-wide certification options for a business analyst?
1.4 What are some of the “business processes” in our organization?
1.5 What the current business processes in our organization that appear to have “gaps” (e.g., out-of-control processes) or low process performance?
1.6 What current business processes in our organization need improvement to achieve better outcomes (e.g., ROI) for our organization?
Module 2: Business Analysis Planning and Monitoring [Initiate Phase]
2.1 Assess the effectiveness of current business processes and operational processes to determine “gaps,” “out-of-control, ”need for improvement,” etc.
2.2 Evaluate and prioritize potential incremental improvements (in business processes, etc.)
2.3 Apply the relevant information (e.g., metrics-driven) elicited in the fact gathering process to create and analyze process models (Voice of the Business)
2.4 Identify and actively engage key stakeholders (seeking the Voice of the Customer [VOC]). Determine the perceptions and views of stakeholders
2.5 Initiate a business process analysis effort with clear objectives and an agreed-upon goals
2.6 Decompose complex processes into lower level tasks and sub-processes using a decomposition model and diagram
2.7 Complete estimates for: costs and deliver a realistic budget
2.8 time commitments and deliver a practical schedule
2.9 process improvement scope and deliver a scope model
of realistic requirements
Module 3: Elicitation and Collaboration [Scope and Design Phase]
3.1 Develop a Stakeholder Requirements Matrix based upon the deliberate steps of stakeholder identification, analysis, and buy-in commitment
3.2 Build a strategy for active involvement/participation of stakeholders in assessing, improving, and sustaining business processes improvement
3.3 Using elicitation techniques, acquire business process improvement requirements from stakeholders (Voice of the Customer) through:
Group-based collaboration: Brainstorming, Focus Groups, Requirements Workshops, collaborative games
3.4 Individual elicitation: Interviews, Observation, Survey/Questionnaire
3.5 Research: Document Analysis, Interface Analysis, Benchmarking, Prototyping, and Market Analysis
3.6 Identify and document business process(es) scope while alleviating scope creep
3.7 Discover how to clarify and validate the current state (i.e., “status quo”) of the business process before jumping to possible “future state” solutions
Module 4: Life Cycle Management
4.1 Verify, validate, and monitor document business rules analysis for different types of projects or process improvement initiatives
4.2 Initiate a process analysis effort with a scope statement, vision statement, mission statement, and strategic objectives for the business process improvement initiatives or project(s)
4.3 Identify opportunities to improve business processes by following a systematic
10-step business improvement process
4.4 Efficiently and effectively manage and streamline backlogs and item tracking
4.5 Document, disseminate, review, and archive lessons learned
Module 5: Strategy Analysis [Improve and Control Phase]
5.1 Identify your organization’s Key Performance Indicators (KPIs), Dashboard, Balance Scorecard, Strengths, Weaknesses, Opportunities, and Threats (SWOT) and other pertinent metrics for analyzing the current state (status quo)
5.2 Conduct a business capability analysis, decision analysis, a financial analysis, and a risk analysis
5.3 Identify realistic triggers for initiating business process analysis
5.4 Systematically implement the selected improved processes for real time execution/implementation in the organization
5.5 Determine a “Process Business Case” that is a good fit for our organization
5.6 Create an effective business process analysis plan and business model canvas
Module 6: Requirements Analysis and Design Definition
6.1 Apply process modeling techniques and decision modelling techniques
6.2 Complete thorough sequence diagrams
6.3 Conduct business rules analyses
6.4 Compile user stories, use case, roles and permissions
6.5 Analyze and compile data dictionary, data modelling, data flow diagrams, and data mining
6.6 Conduct cost-benefit and other metrics to identify and estimate the potential value that could be realized for each planned process improvement
Module 7: Process Performance Measurement and Assessment
7.1 Assess and select business process performance controls, metrics and targets:
Learn how to use/apply a robust tool kit of quality assessment and control tools, such as: Cause and Effect Diagrams; Control Charts; Flow-Charting; Histogram; Pareto Chart and Pareto Analysis; Run Charts; Scatter Diagrams; Statistical Sampling; Inspection
Understand how to use Root Cause Analysis (RCA) and Statistical Process Control (SPS) to analyze business processes to determine whether each process is “in-control” or “out-of-control” (and the “special” causes for an out-of-control process).
Create a Suppliers, Inputs, Process, Outputs, Customers (SIPOC) model and SIPOC process diagram/map for your organization
7.2 Identify and define complex business process steps using various modeling techniques such as:
Business Process Diagrams, Value Stream Maps, Swim Lane, etc.
7.3 Apply the knowledge and skills to estimate process time and cycle time
7.4 Gain the required level of competencies to follow the basic steps in improving business process performance
7.5 Identify and document business process(es) scope while alleviating scope creep
7.6 Develop and apply a Framework for Process Improvement for your organization.
Module 8: Solution Evaluation and Process Transformation
8.1 Effectively apply best-practice business process modelling and improvement techniques for targeted (problematic) business processes (i.e., out-of-control)
8.2 For process gaps or deficiencies, conduct a thorough Root-Cause Analysis
8.3 For solution evaluation, determine acceptance and evaluation criteria along with pertinent metrics and Key Performance Indicators (KPI)
8.4 Identify agreed-upon and required business process changes, detail the impacts of each business process change initiative, and develop a transition plan and backlog of less prioritized business process changes
8.5 Submit for approval a very detailed business process plan for the implementation of the business process solution initiative or project
8.6 Evaluate solution effectiveness of planned business process improvements
8.7 Determine Return on Investment (ROI), cost-benefit analysis, internal rate of return, and other metrics to document process improvements
8.8 Encourage design of new business directions and business processes
8.9 Implement the achievement of breakthrough or transformational organizational performance
8.10 Enable and sustain a process-centered organizational culture
