Programmes and Pricing

• Flexi mentoring
• Structured mentoring
• Continuous Professional Development
• Building your Resource Library

• Day 1 – What is Business Analysis? • Working in a Project Environment • Business Analysis methodologies • Introduction to Requirements • Requirements and Problems • Software Development vs Process Improvement
• Day 2 – Stakeholder Analysis & Management • Requirements Elicitation • Software Modelling • Tools and Techniques
• Day 3 – (Assignment Presentation) • Requirements Analysis • Modelling Requirements • Deliverables & Documentation
• Day 4 – (Project Walkthrough) • Solution Assessment & Validation • Software Testing • Requirements Management & Communication • CV Presentation • Person Profiles & Job Descriptions

• IIBA Certification requirements
• BCS Certification requirements
• Understanding the BABOK
• Exam preparation and simulation

We also have option of tailored seminars which cover Custom Designed Modules relevant to your particular area of Business Analysis interest (e.g. Agile Requirements Engineering).

Exam Prep Workshops

1. The BCS Diploma (5 Modules)

2. The IIBA BABOK (3 Modules) Note: The exam prep modules consist of multiple seminars as may be required to achieve desired standards of readiness.

• Business Change and Project Environments
• Project and Software Development Life Cycles
• Origins and Objectives of Business Analysis
• Stakeholder Analysis and Engagement
• Requirements Elicitation Techniques
• Requirements Analysis Techniques
• Requirements Documentation Techniques
• Strategic and Tactical Approaches

• Managing a team of BAs
• Setting up a Business Analysis department
• BA Governance and Structure
• CMMI and BACM

• 1:1 mentoring sessions utilising the BEST model which cover a specific topic of choice over a 3 week fixed period. At the end of 3 weeks, you may choose to extend or begin another 3 week topic. ​

• [B] Build Rapport – This initial phase of the mentoring relationship is about the mentor and the mentee getting to know each other and deciding if you want to progress the mentoring relationship. This is also the point at which both parties set expectations and agree ‘ground rules’ surrounding what they will do together, logistics etc. ​
• [E] Engage and Set Direction – The second phase relates to gaining clarity on the aims of each party and a achieving a sense of purpose to the relationship. It is the role of the mentor at this stage to help the mentee assess their situation, attributes, skills and knowledge and what it is that they want to achieve. Initial goals are articulated which may change and be replaced as time moves on. ​
• [S] Sustain Progression – This is the most productive phase of the mentoring relationship and where most time and energy is spent. During this stage, themes and patterns across time and situations are identified. Options are generated from which the mentee can choose the best course of action. The mentee is prompted to implement an action plan and to consider contingencies. This is phase of the relationship where the mentor uses a variety of skills and tools to challenge, goad and support the mentee, as needed. ​
• [T] Transition – This stage occurs when the mentoring relationship has achieved its goals, the relationship has grown stale or when the mentee has outgrown the mentor. The mentor needs to be sensitive to the mentee as they may not be aware that there is no longer a great deal of added value in the relationship. Regular reviews on progress and a vision of where the relationship might go may help plan an effective, positive ending. It is important that both parties recognise that the value in the relationship is diminishing so that a decision can be made to initiate closure and move on. Moving on can mean meeting less frequently or achieving independence but maintaining a continual professional friendship.