Introduction to Modelling for Business Analysis

You Will Learn How To

Leverage critical modelling techniques to become a successful business analyst
Define the scope and intent of business modelling
Build business models that accurately reflect the complexities of the entire organisation
Model core business functions and crucial processes with Business Process Modelling Notation (BPMN)
Apply UML to effectively analyse the enterprise structure
Communicate the completed business model to key stakeholders

Course Benefits

In a modern, fast-paced business environment, analysts must possess skills to effectively communicate business needs, rules, structure and workflow to all relevant stakeholders. A working knowledge of modelling is the key to ensuring that this business challenge is met. This course is structured around a series of activities in which you gain practical modelling experience. In the context of a real-world case study, you apply best practices in modelling to help you fulfill your crucial role as a business analyst.

Who Should Attend

Anyone who needs a practical foundation in business-modelling techniques as well as business analysts who need to gather requirements and create comprehensive models.

Through an extended case study, you gain confidence applying powerful modelling techniques and skills in the business analyst toolkit. Team- and computer-based activities include:

Building models which include text and diagram elements
Highlighting inconsistencies between business rules and a decision table
Applying a CASE tool to refine a process diagram
Identifying gateways and swimlanes
Creating and refining a use case diagram
Elaborating a business process model
Revising a business object model
Defining business glossary entries
Finding inconsistencies and omissions using matrices
Specifying a business interface
Communicating the final results to the key stakeholders

Course Content

Introduction

Why do you need business models?
Modelling techniques within the IIBA® Business Analysis Body of Knowledge® (BABOK®)

Defining the Scope of Modelling

What is a business model?

Separating textual and diagrammatic elements
Contrasting scope with level of detail

Crafting a process to develop a business model

Applying the steps: elicit, analyse, document, validate
Iterating the steps
OMG modelling standards
Facilitating requirements workshops
Correlating models to project type and deliverables

Charting the multidimensional aspects of a business model

Applying the five Ws approach: who, what, where, when, why and how
Selecting the right modelling approach
Employing CASE tools and simulation

Mapping the Business Landscape

Analysing the enterprise

Exploring the enterprise architecture
Decomposing the architecture into its components: business, technology and other perspectives

Applying business rules

Documenting the constraints: operative and structural
Representing rules with decision tables

Scoping Business Functions

Initiating the process with functional decomposition

Determining the functional hierarchies
Distinguishing between functions and processes

Drawing UML use case diagrams

Defining scope and boundary
Identifying the actors and stakeholders
Refining the use cases

Documenting business use cases

Selecting the level of detail: brief, casual or fully dressed
Specifying preconditions and post-conditions

Modelling Business Processes

Applying process modelling techniques

Workflows
Events
Activities
Decisions
Sequencing
Messaging
Roles

Leveraging Business Process Modeling Notation (BPMN)

Benefits from a standardised approach
Sequencing and classifying activities
Decomposing activities into sub-processes and tasks
Categorising events

Refining business process diagrams

Choosing the right gateway: decisions, forks and joins
Mapping the processes to swimlanes and pools
Supplementing the model with artifacts: data objects, groups and annotations

Analysing the Enterprise Structure

Establishing the business domain

Documenting the workers and organisation units
Modelling systems, documents, information and tools

Structuring the enterprise with UML class diagrams

Determining object attributes
Generalising and specialising relationships
Constructing associations between the classes
Packaging for domains and functional units

Finalising the Business Model

Achieving complete coverage with matrices

Prioritising features
Cross-referencing requirements
Correlating behaviour with roles

Contextualising the model with perspectives

Documenting business interfaces
Mapping from means into ends
Capturing time parameters
Specifying Supplementary and Quality of Service requirements

Communicating the Model to Key Stakeholders

Choosing the right models for your audience
Converting business models into user requirements
Delivering and presenting your models

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