Business Process Analysis – 4 Day Course

Description

The emphasis of this four-day Business Process Analysis course is on the gathering, specifying and designing Business Processes.  Systematic, top-down techniques are used to study and decompose a Business Area. The delegate is taken through the four stages possible for analysis i.e. as is design, as is analysis, new analysis and new design.  Various tools and techniques are introduced based on a business process engineering methodology.  Upon completion the delegate will be in position to choose the right tool for the right job.  This is a technical business course.

Audience

Business Analysts, Product Developers or Process Engineer that are involved with the following:

  • Developing business requirements documentation
  • Product / Service development
  • Business process improvement (BPI)
  • Business process (re)engineering. (BPR)
  • Business process management (BPM)

Pre-requites

At least one year of working experience either from a business or systems development perspective.

Classroom Requirements

Flipchart and display screen

Format

Instructor led, with approximately 6 hours of exercise for the delegate to test each new tool or technique in the classroom environment.  The case study takes the delegate through the 4 stages of Analysis.

Objectives

After completing this course the delegate will be able to:

  • Understand the background to Business Analysis, Business process improvement and Business (re) engineering
  • Understand the role of the Business Analyst
  • Understand the use of various methodologies
  • Start analysing in a structured approach and know what deliverables are required i.e. Process models, process specifications, Entity Relationship Diagrams, entity, relationship and data specifications and the data dictionary.
  • Understand which models are the most appropriate to use, flow charts (swim lanes), data flow diagrams (DFD), entity relationship diagrams (ERD), functional decomposition, object orientation (use case), narrative text etc.
  • How to identify end-to-end business processes from stimulus to response (Organisational Value Streams)
  • How to separate design issues from business issues
  • How to apply Quality Assurance to each deliverable
  • Use a systematic top down approach to process modelling
  • Understand what a repository is and why it is important.
  • Understand what is ‘analysis paralysis’ and how to ensure it doesn’t set in.
  • Develop a Business Requirements document that can be used as input to design (the Functional Specification)
  • Ability to document and differentiate between ‘as is’ design, ‘as is’ analysis, ‘to be’ analysis, ‘to be’ design

In-house Training at a venue of your choice is available on request for a maximum of 20 delegates

Each delegate will receive:

  • Training Material Handout
  • A case study example of the deliverables required from the analysis effort.
  • A business requirement specification (BRS) example.
  • A template of the Business Requirement and Functional Specification
  • Certificate of Completion

A Common Platform of Understanding

Evolution of Systems Thinking
Definition of Key Terms
A High Level View of A Development Life Cycle
The Need for Stored Data
Identifying the Essential Business Data
The content of Information Analysis
The Goals of Information Analysis

The Essence of Every Organisation

Forming an Organisation’s Core Business
Forming the Business Policy Layer
Forming the Technology/Customer Interface Layer
How Organisations Should Grow by Replication
How Organisations Should Accomplish Strategic Growth

Dis-Covering the Real Business

How Typical Organisations Have Fragmented an Value Stream
Business Overgrowth
Everything you See Is a Design
Business Archaeology
Business Processing Overgrowth
Business Data Overgrowth

Overview of Business Process Analysis

  • Definition of Business Process Analysis
  • The Context of Business Process Analysis
  • Tools for the Process Analyst
  • Definition of a Data Flow Diagram
  • Flavours of Data flow Diagrams (DFD)
  • Value Stream Context DFD & Business Value Stream Memory
  • Using DFDs to Model Analysis and Design Issues
  • Sample of a Data Flow Diagram
  • Definition of a Data Dictionary
  • Sample of Data Dictionary
  • Definition of a Process Specification
  • Sample Process Specification
  • Sample Complete Business Process Analysis Specification
  • Separating Analysis/Design and As Is/To be Issues

Case Study

Organisational/Systemic Overgrowth

The Nature of Systems

Fundamental Characteristics of Systems
Stimulus/Response Partitioning
An Example of System

The Need for Models

How Do We Currently Specify Business Requirements?
Models for Analysis
What to Model
Process-Oriented Models
Data-Oriented Models
Process & Data-Oriented Models
Samples of Models
How We “See” the Business
The Complete Specification – The Organisation’s Repository

Case Study          

Organisational Value Stream Modelling

Organisational Value Stream Definitions
Classical Vs. Organisational Value Stream Partitioning
Organisational Value Stream Naming
What Constitutes A Total Organisational Value Stream
Organisational Value Stream Source and Stimulus
Organisational Value Stream Processing and Memory
Organisational Value Stream Response and Recipient
Organisational Value Stream Level Vs. Detail Level Modelling
Separating Organisation Value Streams
Types Of Value Streams
Definition of Strategic Value Streams
Recognising Strategic Value Streams
Definition of Systems Value Streams
Definition of Business Value Streams
Definition of Regulatory Value Streams
Definition of Dependent Value Streams
Determining Value Streams Types
Business Value Stream Partitioning Vs. Human or Computer Partitioning
Data Cohesion Vs. Data Conservation of Business Value Streams
Understanding Value Stream Primers
Benefits of Business Value Stream Methodology

Case Study          

Modelling Rules:

  • Using DFDs to model Business Issues
  • Modelling External Interfaces
  • Modelling Data & Control Flows
  • Modelling Stimulating Flows
  • Modelling Response Flows
  • Modelling Converging and Diverging Data Flows
  • Modelling Processing
  • Modelling Stored Data
  • Additional Helpful Modelling Symbology
  • Behaviour Rules of Symbology
  • Correct Data Flow Naming
  • Correct Process Naming
  • Summary of Valid Analysis Constructs
  • A Sample Detailed DFD
  • The Best Way to Draw a Data Flow Diagram

 

Case Study      

Decomposing & Levelling

  • Handling Complex Value Streams
  • Naming Levels of Data and Processing
  • The Lowest Level Process Model
  • Unnecessary Process Detail
  • Design Levelling
  • Analysis Levelling
  • The Detailed Business Value Stream Level
  • Input/ Process/ Output
  • Handling Complex Stores
  • Data Cohesion and Data Conservation of business Value Streams

 

Case Study          

Data Dictionary

  • Defining the Data
  • Design Vs. Analysis Data Definitions
  •  Potential Complexity of the Data Dictionary
  • Data Dictionary Notation
  • Complex Definitions
  • Clarifying Notation
  • Defining Data Elements
  • Reusable Data Element Groups
  • Data Element Specification
  • Design/Analysis Issues of Data
  • Beware of Pre-Printed Forms
  • Consistent Data Element Naming
  • Sample Standard Naming Convention
 

Case Study          

 

Specifying Business Logic – Process Specifications

  • Specifying Data Transformations in Process Specifications
  • Methods Specification
  • Recording Business Policy
  • Overcoming
  • Complex Logic
  • Decision Tables
  • Sample Decision Table Results
  • Structured English
  • Structured English Examples

Case Study

The workshop is a combination of the two IIBA endorsed programmes:

Introduction to Business Analysis
BABOK KNOWLEDGE AREA

  • Requirements Analysis and Documentation
    Task:
    Structure Requirements Packages
    Task: Document Requirements
    Task:
    Create Business Domain Model
    Technique: Process/Flow Models
  • Underlying Fundamentals
    Basic Skills

Advanced Business Process Analysis
BABOK KNOWLEDGE AREA

  • Requirements Analysis And Documentation
    Task: Analyze User Requirements
    Task:
    Verify Requirements

    Technique: Process/Flow Models
  • Requirements Elicitation
    Technique: Document Analysis
    Technique: Interface Analysis
  • Underlying Fundamentals
    Basic Skills