Business Analysis Fundamentals


Business Analysis Fundamental Workshop: Εκπαίδευση σε Business Analysis που οδηγεί στις πιστοποιήσεις:
  • πιστοποίηση PMI-PBA (PMI Professional Business Analyst)
  • πιστοποίηση ECBA (Early Certificate in Business Analysis)
  • πιστοποίηση CBAP (Certified Business Analyst Professional)
  • πιστοποίηση CCBA (Certification of Competency in Business Analysis)

Τα έγγραφα που χρησιμοποιούνται ως εκπαιδευτικό υλικό είναι τα κάτωθι:

Η βασική εκπαίδευση σε Business Analysis καλύπτει όλες εκείνες τις θεμελιόδεις δεξιότητες που απαιτούνται για τον καλύτερο εντοπισμό των requirements. Διαρκεί 3 ημέρες (24 ώρες - 20 PDUs) και γίνεται μία ή δύο φορές την βδομάδα για 6 απογεύματα, 17:30-21:30.


Η παρακολούθηση αυτής της εκπαίδευσης δεν έχει προαπαιτούμενα. Απαιτείται μόνο η καλή κατανόηση της Αγγλικής γλώσσας.


Η διάρκεια του workshop είναι 3 ημέρες (24 ώρες). Διεξάγεται σε 3 ημέρες πρωί ή σε - 6 απογεύματα)- 20 PDUs.



1.1 Purpose of this Practice Guide, p.1
1.2 Need for this Practice Guide, p.1
1.3 PMI’s Increased Focus on Business Analysis, p.2
1.4 Intended Audience for the Guide, p.3
1.5 What is Business Analysis?, p.3
1.6 Who Performs Business Analysis?, p.4
1.6.1 Skillset and Expertise Needed for the Business Analysis Role, p.4
1.6.2 How Organizations Implement Business Analysis, p.5
1.6.3 The Relationship Between the Project Manager, Business Analyst, and Other Roles, p.5
1.6.4 The Need to Build the Relationships, p.6
1.7 Definition of Requirement, p.6
1.7.1 Who has the Responsibility for the Requirements?, p.6
1.7.2 Requirement Types, p.7
1.8 The Structure of the Practice Guide, p.8
1.8.1 Section 2 on Needs Assessment, p.8
1.8.2 Section 3 on Business Analysis Planning, p.8
1.8.3 Section 4 on Requirements Elicitation and Analysis, p.9
1.8.4 Section 5 on Traceability and Monitoring, p.9
1.8.5 Section 6 on Solution Evaluation, p.9

2.1 Overview of this Section, p.11
2.2 Why Perform Needs Assessments, p.11
2.3 Identify Problem or Opportunity, p.12
2.3.1 Identify Stakeholders, p.12
2.3.2 Investigate the Problem or Opportunity, p.13
2.3.3 Gather Relevant Data to Evaluate the Situation, p.14
2.3.4 Draft the Situation Statement, p.14
2.3.5 Obtain Stakeholder Approval for the Situation Statement, p.15
2.4 Assess Current State of the Organization, p.15
2.4.1 Assess Organizational Goals and Objectives, p.16 Goals and Objectives, p.16 SMART Goals and Objectives, p.16
2.4.2 SWOT Analysis, p.18
2.4.3 Relevant Criteria, p.19
2.4.4 Perform Root Cause Analysis on the Situation, p.20 Five Whys, p.20 Cause-and-Effect Diagrams, p.20
2.4.5 Determine Required Capabilities Needed to Address the Situation, p.25 Capability Table, p.25 Affinity Diagram, p.25 Benchmarking, p.26
2.4.6 Assess Current Capabilities of the Organization, p.27
2.4.7 Identify Gaps in Organizational Capabilities, p.28
2.5 Recommend Action to Address Business Needs, p.29
2.5.1 Include a High-Level Approach for Adding Capabilities, p.29
2.5.2 Provide Alternative Options for Satisfying the Business Need, p.29
2.5.3 Identify Constraints, Assumptions, and Risks for Each Option, p.30 Constraints, p.30 Assumptions, p.30 Risks, p.30
2.5.4 Assess Feasibility and Organizational Impacts of Each Option, p.30 Operational Feasibility, p.31 Technology/System Feasibility, p.31 Cost-Effectiveness Feasibility, p.31 Time Feasibility, p.32 Assess Factors, p.32
2.5.5 Recommend the Most Viable Option, p.32 Weighted Ranking, p.32
2.5.6 Conduct Cost-Benefit Analysis for Recommended Option, p.34 Payback Period (PBP), p.34 Return on Investment (ROI), p.34 Internal Rate of Return (IRR), p.34 Net Present Value (NPV), p.34
2.6 Assemble the Business Case, p.35
2.6.1 Value of the Business Case, p.36

3.1 Overview of this Section, p.37
3.2 The Importance of Business Analysis Planning, p.37
3.2.1 Rationale, p.38
3.2.2 Business Analysis Planning and Project Management Planning, p.38
3.3 Conduct or Refine the Stakeholder Analysis, p.39
3.3.1 Techniques for Identifying Stakeholders, p.39 Brainstorming, p.39 Organizational Charts, p.40
3.3.2 Determine Stakeholder Characteristics, p.40 Attitude, p.40 Complexity, p.41 Culture, p.42 Experience, p.43 Level of Influence, p.43 Location and Availability, p.43
3.3.3 Techniques for Grouping or Analyzing Stakeholders, p.44 Job Analysis, p.44 Persona Analysis, p.45
3.3.4 Assemble the Stakeholder Analysis Results, p.45
3.4 Create the Business Analysis Plan, p.46
3.4.1 Business Analysis Plan vs. Requirements Management Plan, p.46
3.4.2 What to Include in the Business Analysis Plan, p.47 Determining the Proper Level of Detail, p.48
3.4.3 Understand the Project Context, p.48
3.4.4 Understand How the Project Life Cycle Influences Planning Decisions, p.49
3.4.5 Ensure the Team is Trained on the Project Life Cycle, p.51
3.4.6 Leverage Past Experiences When Planning, p.51 Lessons Learned, p.51 Retrospectives, p.51
3.4.7 Plan for Elicitation, p.53 Strategies for Sequencing Elicitation Activities, p.54
3.4.8 Plan for Analysis, p.54
3.4.9 Define the Requirements Prioritization Process, p.55
3.4.10 Define the Traceability Approach, p.56
3.4.11 Define the Communication Approach, p.57
3.4.12 Define the Decision-Making Process, p.58
3.4.13 Define the Requirements Verification and Validation Processes, p.58
3.4.14 Define the Requirements Change Process, p.59
3.4.15 Define the Solution Evaluation Process, p.60
3.5 Plan the Business Analysis Work, p.61
3.5.1 Determine Who Plans the Business Analysis Effort, p.61
3.5.2 Build the Business Analysis Work Plan, p.61 Identify the Deliverables, p.61 Determine the Tasks and Activities, p.62 Determine the Timing and Sequencing of Tasks, p.63 Determine the Roles and Responsibilities, p.63 Identifying the Resources, p.64 Estimate the Work, p.64
3.5.3 Assemble the Business Analysis Work Plan, p.65
3.5.4 Document the Rationale for the Business Analysis Approach, p.67
3.5.5 Review the Business Analysis Plan with Key Stakeholders, p.67
3.5.6 Obtain Approval of the Business Analysis Plan, p.68

4.1 Purpose of this Section, p.69
4.2 What it Means to Elicit Information, p.69
4.2.1 Elicitation Is More than Requirements Collection or Gathering, p.69
4.2.2 Importance of Eliciting Information, p.70
4.3 Plan for Elicitation, p.70
4.3.1 Develop the Elicitation Plan, p.71 Finding Information, p.71 Techniques for Eliciting Information, p.71 Sequencing the Elicitation Activities, p.71
4.4 Prepare for Elicitation, p.72
4.4.1 Determine the Objectives, p.72
4.4.2 Determine the Participants, p.72
4.4.3 Determine the Questions for the Session, p.73
4.5 Conduct Elicitation Activities, p.73
4.5.1 Introduction, p.74
4.5.2 Body, p.74 Types of Questions, p.74 How to Ask the “Right” Questions, p.75 Listening, p.75
4.5.3 Close, p.75
4.5.4 Follow-Up, p.76
4.5.5 Elicitation Techniques, p.77 Brainstorming, p.77 Document Analysis, p.77 Facilitated Workshops, p.78 Focus Groups, p.80 Interviews, p.80 Observation, p.82 Prototyping, p.83 Questionnaires and Surveys, p.85
4.6 Document Outputs from Elicitation Activities, p.86
4.7 Complete Elicitation, p.86
4.8 Elicitation Issues and Challenges, p.87
4.9 Analyze Requirements, p.88
4.9.1 Plan for Analysis, p.88 Analysis Defined, p.88 Thinking Ahead about Analysis, p.89 What to Analyze, p.89
4.10 Model and Refine Requirements, p.89
4.10.1 Description of Models, p.89
4.10.2 Purpose of Models, p.90
4.10.3 Categories of Models, p.90
4.10.4 Selection of Models, p.90
4.10.5 Use Models to Refine Requirements, p.91
4.10.6 Modeling Languages, p.91
4.10.7 Scope Models, p.92 Goal Model and Business Objective Model, p.92 Ecosystem Map, p.94 Context Diagram, p.95 Feature Model, p.96 Use Case Diagram, p.97
4.10.8 Process Models, p.98 Process Flow, p.99 Use Case, p.100 User Story, p.101
4.10.9 Rule Models, p.104 Business Rules Catalog, p.104 Decision Tree and Decision Table, p.105
4.10.10 Data Models, p.106 Entity Relationship Diagram, p.107 Data Flow Diagrams, p.108 Data Dictionary, p.108 State Table and State Diagram, p.110
4.10.11 Interface Models, p.111. Report Table, p.111 System Interface Table, p.114 User Interface Flow, p.114 Wireframes and Display-Action-Response, p.115
4.11 Document the Solution Requirements, p.118
4.11.1 Why Documentation is Important, p.118
4.11.2 Business Requirements Document, p.118
4.11.3 The Solution Documentation, p.119 Requirements, p.119 Categorization, p.120
4.11.4 Requirements Specification, p.120 Documenting Assumptions, p.121 Documenting Constraints, p.121
4.11.5 Guidelines for Writing Requirements, p.122 Functional Requirements, p.122
4.11.6 Prioritizing Requirements, p.128 Prioritization Schemes, p.128
4.11.7 Technical Requirements Specification, p.129
4.11.8 Documenting with Use Cases, p.130
4.11.9 Documenting with User Stories, p.130
4.11.10 Backlog Items, p.130
4.12 Validate Requirements, p.130
4.12.1 The Concept of Continual Confirmation, p.131
4.12.2 Requirements Walkthrough, p.131
4.13 Verify Requirements, p.132
4.13.1 Peer Review, p.132
4.13.2 Inspection, p.133
4.14 Approval Sessions, p.133
4.15 Resolve Requirements-Related Conflicts, p.134
4.15.1 Delphi, p.134
4.15.2 Multivoting, p.135
4.15.3 Weighted Ranking, p.135

5.1 Overview of this Section, p.137
5.2 Traceability, p.138
5.2.1 What is Traceability?, p.138
5.2.2 Benefits of Tracing Requirements, p.139
5.2.3 The Traceability Matrix, p.139 Requirements Attributes, p.140 Traceability Matrix Hierarchy, p.142
5.3 Relationships and Dependencies, p.142
5.3.1 Subsets, p.142
5.3.2 Implementation Dependency, p.143
5.3.3 Benefit or Value Dependency, p.143
5.4 Approving Requirements, p.143
5.4.1 Work Authorization System, p.143
5.4.2 Approval Levels, p.144
5.5 Baselining Approved Requirements, p.145
5.5.1 What is a Requirements Baseline?, p.145
5.5.2 Relationship of Requirements Baseline, Product Scope, and Project Scope, p.145
5.5.3 Maintaining the Product Backlog, p.146
5.6 Monitoring Requirements Using a Traceability Matrix, p.146
5.6.1 Benefits of Using Traceability to Monitor Requirements, p.146
5.7 The Requirements Life Cycle, p.148
5.8 Managing Changes to Requirements, p.148
5.8.1 Change Management as it Relates to Business Analysis, p.149
5.8.2 Change Control Tools and Techniques, p.150 Configuration Management System (CMS), p.151 Version Control System (VCS), p.151
5.8.3 Impact Analysis, p.151 Impact on the Requirements Baseline, p.152 Impact on whether a Proposed Change Conflicts with Other Requirements, p.152 Impact on Business Analysis, p.152 Impact on Project Management, p.153 Recommending a Course of Action, p.154
5.8.4 Controlling Changes Related to Defects, p.155

6.1 Overview of this Section, p.157
6.2 Purpose of Solution Evaluation, p.157
6.3 Recommended Mindset for Evaluation, p.158
6.3.1 Evaluate Early and Often, p.158
6.3.2 Treat Requirements Analysis, Traceability, Testing, and Evaluation as Complementary Activities, p.158
6.3.3 Evaluate with the Context of Usage and Value in Mind, p.159
6.3.4 Confirm Expected Values for Software Solutions, p.159
6.4 Plan for Evaluation of the Solution, p.160
6.5 Determine What to Evaluate, p.161
6.5.1 Consider the Business Goals and Objectives, p.162
6.5.2 Consider Key Performance Indicators, p.162
6.5.3 Consider Additional Evaluation Metrics and Evaluation Acceptance Criteria, p.162 Project Metrics as Input to the Evaluation of the Solution, p.162 Customer Metrics, p.163 Sales and Marketing Metrics, p.163 Operational Metrics and Assessments, p.163 Functionality, p.164
6.5.4 Confirm that the Organization Can Continue with Evaluation, p.164
6.6 When and How to Validate Solution Results, p.164
6.6.1 Surveys and Focus Groups, p.165
6.6.2 Results from Exploratory Testing and User Acceptance Testing, p.165
6.6.3 Results from Day-in-the-Life (DITL) Testing, p.166
6.6.4 Results from Integration Testing, p.166
6.6.5 Expected vs. Actual Results for Functionality, p.166
6.6.6 Expected vs. Actual Results for Nonfunctional Requirements, p.167
6.6.7 Outcome Measurements and Financial Calculation of Benefits, p.167
6.7 Evaluate Acceptance Criteria and Address Defects, p.169
6.7.1 Comparison of Expected vs. Actual Results, p.169
6.7.2 Examine Tolerance Ranges and Exact Numbers, p.169
6.7.3 Log and Address Defects, p.169
6.8 Facilitate the Go/No-Go Decision, p.170
6.9 Obtain Signoff of the Solution, p.171
6.10 Evaluate the Long-Term Performance of the Solution, p.171
6.10.1 Determine Metrics, p.172
6.10.2 Obtain Metrics/Measure Performance, p.172
6.10.3 Analyze Results, p.172
6.10.4 Assess Limitations of the Solution and Organization, p.173
6.10.5 Recommend Approach to Improve Solution Performance, p.173
6.11 Solution Replacement/Phase out, p.174


 1 Acceptance and Evaluation Criteria
2 Backlog Management
3 Balanced Scorecard
4 Benchmarking and Market Analysis
5 Brainstorming
6 Business Capability Analysis
7 Business Cases
8 Business Model Canvas
9 Business Rules Analysis
10 Collaborative Games
11 Concept Modelling
12 Data Dictionary
13 Data Flow Diagrams
14 Data Mining
15 Data Modelling
16 Decision Analysis
17 Decision Modelling
18 Document Analysis
19 Estimation
20 Financial Analysis
21 Focus Groups
22 Functional Decomposition
23 Glossary
24 Interface Analysis
25 Interviews
26 Item Tracking
27 Lessons Learned
28 Metrics and Key Performance Indicators (KPIs)
29 Mind Mapping
30 Non-Functional Requirements Analysis
31 Observation
32 Organizational Modelling
33 Prioritization
34 Process Analysis
35 Process Modelling
36 Prototyping
37 Reviews
38 Risk Analysis and Management
39 Roles and Permissions Matrix
40 Root Cause Analysis
41 Scope Modelling
42 Sequence Diagrams
43 Stakeholder List, Map, or Personas
44 State Modelling
45 Survey or Questionnaire
46 SWOT Analysis
47 Use Cases and Scenarios
48 User Stories
49 Vendor Assessment
50 Workshops


Το ανώτερο 19 άτομα.


Το παρόν course διδάσκεται από τον Θεοφάνη Γιώτη ( MSc, Ph.D. C., PMP, PMI-ACP, CSP, CST που κατέχει δεκάδες επαγγελματικές πιστοποιήσεις και είναι επίσης και RMC Certified Trainer. ΣΥΝΤΟΜΟ ΒΙΟΓΡΑΦΙΚΟ..



Αυτή η εκπαίδευση οδηγεί στην καλύτερη κατανόηση των θεμάτων του Business Analysis και είναι η βασική εκπαίδευση σε Business Analysis και μπορεί να οδηγήσει στην πιστοποίηση CBAP (Certified Business Analyst Professional) με την παρακολούθηση του κάτωθι workshop:

  • Εισηγήσεις
  • Καφέ και αναψυκτικά
  • Φαγητό για το πρωινό / Ελαφρύ φαγητό για το απογευματινό
  • ΠΠρόσβαση στο κινητό και το email του εισηγητή
  • Παγκοσμίου αναγνώρισης Πιστοποιητικό Παρακολούθησης από PMI R.E.P.


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