Core Skills of Business Analysis & Processs Design (5 Days)

(BCP01)

Qualification Type and Title:

Certificated Award
Module 1 in the Advanced Professional Qualifications for Business Change Professionals
Edexcel Accreditation Programme Number: K7135

Programme Designed for:

The Core Skills of Business Analysis and Process Design provide the fundamental, underpinning expertise in a structured approach for:

• Graduates, management and other trainees entering the business change profession
• Business Analysis and Change Management staff seeking structured training and professional qualification
• IT and IS staff seeking to better understand business requirements to better design and develop systems and enabling technologies
Internal and external consultants seeking to structure and formalize their approach to business change and the transformation of business processes
• Operational managers and Change managers seeking to structure their organizations approach to process design and development
• Experienced staff seeking further career development

Learning Outcomes:

A delegate attending this programme will be enabled to:

• 1. Demonstrate the role of the business analyst in applying a project-based approach to business analysis and process design within a variety of business functions and environments
• 2. Apply a wide range of tools and techniques for fact finding, data gathering, organisational relationship, process mapping and modelling, process analysis and creative thinking, for effective use throughout the lifecycle of a business change project
• 3. Identify the key stakeholders in a project and define/ incorporate their business requirements in the design of new process options, validating them against the required process performance criteria
• 4. Structure and “sell” improved business processes/ procedures to stakeholders by communicating effectively with them throughout the lifecycle of the change project
• 5. Develop outline implementation, monitoring and maintenance plans “to make change happen”

Main Programme Description:

Business Analysts have long been recognised as possessing the key skills and expertise to deliver improved processes and effective business change within diverse business functions. This module provides an introduction to the project based approach to business analysis, problem solving and process design including practical experience of a wide range of information gathering and process mapping techniques, analytical and design/ developmental approaches.

The skills are developed via a team-based case study, providing the opportunity to undertake a ‘model’ study that closely follows the generic approach to project-based problem solving. The course culminates in the presentation by each team of its project proposals, enabling the delegate to demonstrate their presentational and “selling” skills as key elements in the delivery of business change.

Complex business analysis and process projects involve a diverse range of contributors and stakeholders. Delegates will be introduced to the requirements of sponsors and stakeholders. On completion of the unit learners will be capable of initiating and organising business projects, generating interest and commitment in/ from others to incremental and radical business change.

The value of business analysis training and expertise expands well beyond its immediate application. Besides providing important operational management skills, many of the fundamental skills of the business analyst underpin the successful execution of project management, BPM and other elements of business transformation.

In summary, this programme is -

• practical project and case study based to simulate the business environment
• designed to integrate the work of the Business Analyst with the world of IT
• thinking process based as well as illustrating tools and techniques
• a key step on the road to becoming a consulting professional
• designed for multi-disciplinary, multi-situational project environments
• the most current available, sustained by client-based development
• continually assessed and individually certificated

Successful completion of the post-course assignment will result in certification in the “Advanced Professional Qualification in Business Analysis and Process Design”

Programme Conducted:

In-house and Open Courses – the generic programme structure follows but for in-house clients we can tailor elements of the programme to suit their specific needs

Certification:

A Certificate for course attendance is presented and also a subsequent Qualification Certificate if the post course assignment is completed and assessed as of the required standard

Course Delivery:

At the start of the programme we

• Define, background and purpose of business analysis
• Explore the business case for process analysis and design and the benefits obtainable
• Consider the issues of functionally-focussed and end-to-end, cross functional process analysis and design – the benefits and problems associated with both approaches
• Explore the issues of performance and productivity, efficiency and effectiveness, profit and meeting customer expectations
• Outline the generic project-based methodology used to deliver change into an organisation and which will be used to deliver the case study on the course

Workshop Format: Delivery Approach

A structured workshop format shaped around a comprehensible but demanding case study is used to illustrate the project-based approach to business analysis and problem-solving. Delegates are divided into small teams of three or four members (maximum of four teams) and the case study is used to …

• Explore the stages of the project-based approach to business analysis and process design, exploring how each phase of the workshop builds on the previous one, emphasising the dynamic and interactive nature of the whole approach
• Apply a wide range of tools and techniques for fact finding, data gathering, organisational relationship, process mapping and modelling, process analysis and creative thinking, all for effective use throughout the lifecycle of a business change project
• Give individuals detailed and demanding team working experience with very specific deadlines and deliverables to be achieved
• Enable the teams to work independently, progressing the case study through its phases and receiving additional information and coaching which they have to interpret and assimilate
• Complete the analysis phase, agreed the business requirements of the new process, design and develop a new process, specifying product and service quality to the customer and business efficiency and effectiveness to the organisation.
• Continually review the relationship between the business analyst, the IT systems staff and client management in pursuit of consensus around both the approach and the eventual proposition
• Structure and “sell” improved business processes/ procedures to stakeholders by communicating effectively with them throughout the lifecycle of the change project
• Develop outline implementation, monitoring and maintenance plans “to make change happen”

Each delegate is provided with a comprehensive manual including copies of slides used in presentations and notes to provide detailed backup information at selected stages in the course. The manual is also designed to act as a reference manual for application purposes after course completion.

Reading and Reference Material:

Books

• Holt, Jon, “A Pragmatic Guide to Business Process Modelling”, 1st edition, publisher: BCS (26 Sep 2005), ISBN: 1-902505-66-2
• Harvard Business School Press, “Managing Creativity and Innovation”, 1st edition, Harvard Business School (Jul 1, 2003), ISBN: 1591391121
• NCC Education Services Ltd., “Systems Analysis Techniques”, 3rd edition, NCC Education Services Ltd (1998), ISBN: 1 90234 316 6
• Checkland, Peter, “Systems Thinking, Systems Practice”, 2nd edition, publisher: John Wiley and Sons (07/31/1998), ISBN: 0471986062
• Patching, David, “Practical Soft Systems Analysis” 01/10/1990 Prentice Hall. 1990
• Tudor & Tudor “Systems Analysis and Design: A Comparison of Structured Methods”, 1st edition, Macmillan (1997), ISBN: 0 333 69339 6
• Gause D C, Weinberg G, “Exploring Requirements, Quality before Design”, Publisher: Dorset House (1989), ISBN: 0-932633-13-7

Articles - Published on the Business Process Transformation website

• Making Change the Culture - The Initiative in Change Management
• Business Analysis - Setting the Standard - The Advanced Professional Diploma in Business Analysis in Lloyds TSB
• People: The Failure in Change - When Will They Ever Learn ?
• The Time for Radical Change
• Business Analysis and Project Management - Roles and Inter-relationship
• Leave It to the Analysts
• Making Change Happen - The Role of the Business Analyst
• Business Analysts - the Missing Link in the Project Value Chain

Detailed Course Programme:

DAY One

Session 1 - Painting the Backdrop

Key Points Introduction to Business Analysis

• 1. Evolution Of Business Analysis
• 2. Office Productivity – an Overview
• 3. Definition, Aims and Objectives
• 4. Role of the Business Analyst
• 5. Sponsors, Stakeholders and Staff

Session 2 - Business Analysis

• Definition, Aims and Objectives
• Organisational Options For Business Analysis
• Business Analysis: Status in the Organisation
• Types of Business Analysis Project
• Business Analyst Personal Skills & Attitudes
• Developing/ Sustaining Client-Analyst Relations

Session 3 - The Project Approach

• Solo & Syndicate Exercise: Planning a Project
• Procedural Stage Definitions

Session 4 - Project Based Business Analysis

• Key Definitions within Projects

Session 5 – The Ten Stage Project System

• Purpose of Each Project Stage
• Project Stages and Phases
• Phases Within the Stages
• A Procedural Approach to Project Delivery

Session 6 – Stage One: Initiation/ Selection

• Project Selection Criteria
• Output of Selection/ Initiation Stage:
• Initial Business Case: Process of “Agreement to Proceed” on a Project

Session 7 – Stage Two: Defining Project Terms of Reference

• Setting Project/ Phase Objectives
• “SMART” Objectives
• Project Management by Objectives
• Criteria for the Approval of Project Objectives
• Terms of Reference: The Contractual Basis of Effective Projects
• Introduction to the Case Study: Syndicate Work on Terms of Reference

Session 8 - The Project Planning Process

• Project Planning Process
• Objectives Deserve Plans
• When Timing Is Vital.... Plan Backwards!
• Ten Characteristics Of A Good Plan
• The Hierarchy Of Project Planning
• Stages, Phases, Tasks and Activities
• Syndicates: Project Planning: A Practical View

Evening Syndicate Session

• The Case Study: Syndicate Complete Terms of Reference ready for presentation Day 2

DAY Two

Review of Day One

Session 1 – Stage Three Data & Information Gathering

• Direct Observation - Self Recording
• Workshops: Practical Exercise
• Records Analysis
• Questionnaires & Surveys

Session 2 - Interviewing

• Problems Encountered In Interviewing
• Advantages and Disadvantages Of Interviewing
• The Approach to Questioning
• The Interview
• Poor Interviewing Techniques
• Syndicates: The Interview Exercise

Session 3 - Process and Procedure Modelling in Business Analysis

• Why Charting and Modelling?
• Benefits of Structured Charting Techniques
• Charting/ Modelling: A Health Warning
• Principles of Process Thinking
• Completing the Definition Approach
• Process Definition by Visualisation
  • The Visualisation Concept
  • Process Definition Checklist
  • Visualisation – the Process as a System
• Core Charting Techniques in Overview
  • Process Flow Charts
  • Matrices – ‘X’ Charts
  • Forms Flow Charts
  • Multiple Activity Charts
  • The Idef 0 Process Modelling Approach
  • Data Flow Modelling
  • Procedure Charting
• The Case Study: Syndicate Procedure Charting Practical Exercise

Session 4 – Stage Four: Examine & Analyse the Information

• An Introduction
• Examine the Information
• Identify the Problem
• Strands of the Examination Process
• Creative .v. Analytical: Process Steps
• Flow of Discussion in Problem Solving
• Selecting Appropriate Examination Techniques
• The Analyst's Approach
• The Is/ Is Not Specification
• Reasons for NOT Applying A Systematic Approach to Problem Solving
• Syndicates: Problem Solving - Current Practice - How can we Improve?
• Syndicate Report Back

Session 5 - Examine & Analyse - The Analytical Approach

• Techniques of Analytical Thinking
• Modelling
• Objectives of Modelling
• Focus on, and Prioritise, Key Activities
• Types of Models
• Stages in Model Building
• Checklists
• Force Field Analysis
• Decision Tables
• SWOT: Strengths, Weaknesses, Opportunities and Threats
• Pareto Analysis: The Pareto Principle in BA

Session 6 - The Case Study: Syndicates Commence Examination and Analysis Stage of Project Procedure

• Syndicate Exercise: The Case Study (integrating modelling & Pareto)
• Question Case Study Process Model
• Conduct Pareto Analysis on Case Study

DAY Three

Review of Day Two

Session 1 – Problem Analysis

• Problem Analysis
• Problem Solving: Patterns of Thought and Action
• Situation Appraisal
• Problem Analysis
• Establishing Problem Priorities
• Problem Analysis and Decision Analysis: the Crucial Difference
• Chain of Cause and Effect
• Problem Solving Methodology
• Problem Recognition
• Problem Analysis Sequence
• Specifying the Problem
• Syndicate Exercise: Fogged Sheet Film

Session 2 - Creative Problem Solving Techniques

• Stages in the Creative Thinking Process
• Barriers to Effective Creative Thinking
• Round Robin: Identify and Discuss the Barriers
• Guidelines to Broaden Your Creative Thinking

Session 3 - Techniques of Creative Thinking

• Brainstorming: A Procedural Approach
• Brainstorming Teams and their Leadership
• Reverse Brainstorming
• Analogies
• Morphological Analysis
• Attribute Listing
• Checklists
• Mind Mapping
• Synectics
• Forced Relationships
• Heuristics
• Syndicate Exercise: Critical Examination

Session 4 – Identifying Stakeholder & Sponsors Needs and Requirements

• Stakeholders Roles, Interests & Significance
• Determining Personal Stakes in Change
• Identifying the Stakeholders
• Process Stakeholders
• Stakeholder Characteristics
• Commitment Needed from Stakeholders
• Responsibilities in a Project
• The Sponsor and their Role
• Characteristics of Effective Sponsor Commitment
• Evaluating Sponsor Effectiveness
• Role of the Analyst in Consensus Building
• Sustaining Client Ownership of Change Process
• Syndicate Exercise: Identifying Stakeholder & Sponsors Needs

Session 5 – Problem Statement, Requirements Definition and Solution Evaluation Criteria

• Where it Fits in the Project Process
• Understanding What the System Should Do
• Specifying Systems Requirements
• Defining Functional Requirements
• Chart the Material and Information Flow
• Chart the Information which is Demanded by Business Functions
• Walkthrough, and Levels of Walkthrough
• Differentiating Between Wants and Needs
• Complete Requirements Definition
• Choosing the right solution: Developing Evaluation Criteria
• Closure of the Examination/ Analysis Stage
• Syndicate Case Study: Commence Special Diets System Requirements Definition

Session 6 - The Project Ten Stages: Feedback Loops and QA Issues

Session 7 - Review of Session One – Look Forward to Session Two

• Linkages Through the Structure
• Key Messages
• Any Questions

Session Close

DAY Four

Look Forward to Session Two

• Agenda for Session Two
• The End Game: Case Study Presentation

Session 1 – Case Study Syndicates: Special Diets Case Study – Re-establish & Re-orientate

• Syndicates re-focus on case study, confirm completion of the Project Requirements Definition.

Session 2 – Stage Five - Design & Development of New Systems & Procedures

• Development of Alternative Processes and Procedures
• Principles, Processes and Methodology
• “Thick” & “Thin” Strands of Design/ Development - An Overview
• Overview of the Elements of the Development Process

Session 3 - Development of Alternative Processes and Procedures: Basic Principles

• Process .v. Functional Thinking
• Development of Alternatives: Basic Principles
• Ergonomics and Workstation Layout
• Principles of Motion Economy & Classification of Movements
• Environmental Factors
• Core Questioning Principles in Process Re-development
• Examples: Awareness of the Physical Principles and Mental Equivalents

Session 4 - Process and Procedure Re-modelling

• Principles of Process Thinking
• Process Re-modelling Definitions
• Components of the Process Definition Approach
• Completing the Definition Approach
• Process Definition by Visualisation
• “Don’t start where you are, start where you want to be”
• The Idef 0 Process Modelling Approach
• Data Flow Modelling

Session 5 – Multiple Activity Chart Analysis: Examination, Analysis and the Design/ Development Process

• Charting, Analysis and Design Combined Exercise
• Using Charts to Analyse and Re-model a Business Process
• Syndicate Exercise - Multiple Activity Charting

Session 6 – Business Analysis and Information Systems: An Evolving Role & Relationship

• Role of the Business Analyst in IT
  • Representing Client Business Interests
  • Define Business Information Requirements
  • Help Client Articulate Needs (Not Wants)
  • Assistance in Programme Selection
  • Difference between Good and Bad Systems
  • Help Specify Training/ Support Needs

Session 7 - Why Systems Fail: Hard and Soft Issues

• Syndicate Exercise: Information Systems Project: London Ambulance Service – Why Did It Fail?
• People Issues – Lack of Real Consultation
• Inadequate Support
• Ineffective Training
• Sub-standard Implementation
• Investigation/ Problem Definition
• Syndicate Feedback

Session 8 - Data Gathering: Activity Sampling: Primary Tool of Diagnosis and Comprehension

• Definition & Areas of Application
• Advantages and Disadvantages in Use
• Procedural Approach to Activity Sampling Studies
• Activity Sampling Work Through Process
• Data Accuracy – Its Significance
• Syndicates: Activity Sampling Application Case Study

Session 9 - Syndicates on Case Study - Take Case Study Development Process forward, apply Core Principles of Development/ Process Redesign.

• Brainstorm: Potential Opportunities .v. the Agreed Solution Evaluation Criteria

DAY Five

Session 1 - Structured Charting - Techniques for Recording/ Analysis of Movement and Relationships

• Techniques and Their Purpose
• Drawings, Templates and Models
• Flow, String and Density Diagrams
• Travel Charts

Session 2 - Development of Alternatives: Office Layout Planning

• Objectives of Office Layout Improvement
• Measuring the Effects of Layout Change
• Concepts of Office Layout
• Project Approach to Office Layout Planning
• Example: Decision Analysis in the Development Process
• Syndicates: Create Decision Matrix for Case Study – Focus on Objectives/ Criteria and Weighting Factors

Session 3 - Current Technology and Its Implications

• Relevance to the Business Analyst
• Networks and Communications Overview
• Document Image Processing
• Telephony and Database Connectivity
• Workplace & Technology Trends
• The Information Explosion
• Internet and Intranet

Syndicate Exercise: Brainstorm in Design and Development - Blue Sky Visioning of the Future Impact of Technology on the Business and the Role of the Business Analyst - No financial constraints.

Session 4 - Presentation: Report Writing

• Need for Effective Reports
• Writing Reports for Management
• Report Writing Within Organisations
• Key Objectives of a Report
• Types of Business Analysis Reports
• The Management Summary
• Problems Summary
• Requirements Summary
• Recommendations Summary
• Phases of Report Writing
• Key Elements in Report Writing Structures
• Meeting Subject & Audience Needs

Syndicates: Stage Two Planning of the Case Study Presentation Design Initial Format of One Page Management Summary

Session 5 - Stage Five - Developing Alternatives: Forms Management, Analysis, Design & Control

• The Forms Initiative: A Four Stage Process
  • 1. Forms Management
  • 2. Forms Control
  • 3. Forms Analysis
  • 4. Forms Design
• Designer/ User Relationship

Syndicates on Case Study - Phase Five: Developing New Processes and Procedures - Analysis and Definition of Forms and Information Requirements. Closed Syndicate feedback.

Session 6 - Oral Presentation Skills

• Structure of the Oral Presentation Process
• 1. Preparation of the Presentation
• 2. Construction of an Effective Presentation
• 3. Presentation Delivery

Session 7 – “Thin” Strands of Development - An Overview

• Syndicate Exercise: Developmental Stands for Business Analysis
• Syndicates work on separate developmental strands and report back to the group on significance of the issues to the way in which the business analyst does business – form of SWOT
• Syndicates Report Back to Group

Session 8 - Syndicates on Case Study - Take Case Study Development Process Forward and Case Study Preparation for Presentation

DAY Six

Review of Day Five

• Key Points
• Any Questions

Session 1 – Designing Service Quality into Development Process

• Introduction and Measurement
• Service Quality: Service to Profit Plan
• Some Basic Concepts
  • The Service Triangle
  • The Cycle of Service
  • The Service Quality Package
  • The Service Encounter
• Measuring Service Quality
• Quality Assurance and Interactive Factors
• Examples of Service Standards
• Role of Business Analysis in Service Quality Initiatives

Session 2 - Job Descriptions, Specifications & Procedure Manuals

• Definition of New Methods
• Job Descriptions and Work Specifications
• Procedure Manuals

Syndicates on Case Study: Designing Service Quality Issues into the Case Study - Define how Job changes will be specified and Procedures defined

Session 3 - Organisation Development: An Overview

• Understanding the Organisation in Order to Change It
• Role of Organisation Study
• Role of the Department in Organisation Study
• Objectives and Principles: ARA
• Organisation Study Approaches
• Organisation Relationships
• Characteristics of High and Low Performing Organisations
• Reflecting Organisation Objectives
• Techniques Used in Organisation Study
• Stages in an Organisation Study: A Project Approach

Syndicates on Case Study - Development of Alternatives: Responsibility, Authority and Accountability within Special Diets Procedure

Session 4 - Role of Benefits Management in the Project Process

• The Twin Track Approach
  • Benefit Management Activities
  • Responsibility for Benefits Management
• The Stages Within Benefits Management
  • Identifying Potential Benefits
  • Classification of Benefits
  • Quantifying Benefits
  • Measurement and Monitoring
• Solution Evaluation Criteria - Choosing the Right Solution
  • Definition and Ranking of Criteria of Evaluation
  • Non-Financial Evaluation Criteria
  • Cost Evaluation: Establishing Criteria
  • Cost Aspects of Existing and Proposed Methods
  • Choosing and Evaluating Equipment
  • Proposed System Development Costs
• Calculation of Savings from Headcount Reductions
  • Source of Headcount Data
  • Validation of FTE Estimates
  • Hints on Estimating FTE Reductions

Syndicate Case Study: Address Benefits Management Issues in Project

Session 5 - Role of Work Measurement in Business Analysis

• Work Measurement and Productivity
• Indicators of Need for Work Measurement
• Range of Available Techniques
• Selection Criteria for Techniques
• Areas of Application
• Identification of Ineffective Time
• Benefits to be Derived
• Control Use of Time Standard

Session 6 - Stage Eight - Installation of New Systems & Procedures

• Key Aspects of Implementation
• Responsibility for Implementation
• Agreement to New Methods & Procedures
• Preparation for Implementation
• Potential Problem/ Risk Analysis
• Training in New Procedures
• Implementation Procedures

Case Study: Identify Actual/ Potential Problems in proposals for change and account for them in design proposals and implementation plan.

Session 9 - Syndicates on Case Study - Implementation and Monitoring Issues and Case Study Preparation for Presentation

DAY Seven

• Review of Day Five
• Key Points
• Any Questions

Session 1 - Programme for the Day

• Countdown to Project Presentation
• Time scales and Deliverables

Session 2 - Stage Nine - Monitoring the Effects of Change

• Objectives of Monitoring
• Mechanisms of Monitoring
• Response to the Signals
• Terms of Reference Checklist
• Exercise: Evaluating Systems Effectiveness

Session 3 - Stage Ten - Maintenance of New Systems & Procedures

• Method, Systems and Procedure Drift
• Responsibilities for Effective Maintenance
• Maintenance Methods

Session 4 - The Project Ten Stages: Feedback Loops and QA Issues

Session 5 - Pre-presentation Checking Routines – Development of Systematic Checklist Approach

Session 6 - Case Study - Final Case Study Presentation Preparation

Session 7 - Case Study - Phase Ten: Presentation of Case Study by Oral Report

• Group Presentations
• Assessment and Appraisal
• What Actually Happened

Session 8 - Course Review and Close

• Review of Learning Objectives
• Course Closure