Course Overview

This course will give you a comprehensive overview and in depth knowledge of the planning process in SAP S/4HANA. After attending this class, you will understand the major business processes, functions and configuration in consumption-based planning.

Course Objectives

• Explain the materials planning process in Materials Management and Operations
• Use the different consumption-based MRP procedures
• Describe the forecasting technique and its function

Course Content

Consumption-Based Planning

• Describing the basics and prerequisites of material requirements planning (MRP)
• Outlining different MRP procedures
• Maintaining the material master for consumption-based planning
• Setting up a reorder point plan

Planning Run

• Describing the planning run
• Executing a planning run
• Converting planning results
• Evaluating the planning results
• Calculating lot sizes
• Outlining MRP Live

Forecasting

• Explaining basics of the forecast
• Executing and postprocessing the forecast
• Performing forecast-based planning
• Performing the time-phased planning
• Performing automatic reorder point planning

Additional Options in Consumption-Based Planning

• Explaining source determination in materials planning

Course Overview

In this new training SM255, you will get to know the different elements of SAP Solution Manager Change Request Management. Then, you will configure the SAP standard processes of the Change Request Management scenario. Additionally, you will outline the different adaption capabilities of these processes to your needs. The theoretical lessons are supported by various hands-on.

Course Objectives

• This course will prepare you to:
  • Describe the various elements of SAP Solution Manager Change Request Management
  • Configure the SAP standard process for the Change Request Management scenario
  • Outline how to customize the Change Request Management process according to your needs

Course Content

• Overview Change Request Management
• Basic Setup Steps for Change Request Management
• Master Data
• Defining the Landscape for Change Request Management
• The Change Request Management Processes
• Monitoring
• Retrofit
• Customizing Change Request Management

Course Overview

Business analysis is achieving worldwide recognition as a profession in its own right. The CBAP® and CCBA® designation are marks of distinction for intermediate and advanced-level practitioners, recognizing their demonstration of the knowledge and skills necessary for effectiveness and a professional level of competence in business analysis principles and practices. This CBAP certification training course is intended to comply with the International Standards Organization (ISO) 17204 standard for certifying the competence of personnel. 

Course Objectives

Analyze and remember the most important elements of the Business Analysis Body of Knowledge®Record progress and identify gaps in your business analysis qualificationsAnalyze your unique combination of education, knowledge, and skills to determine the best way to package it for the CBAP or CCBA applicationExplore the nature and construction of the application and examinationImprove your chances of success with the CBAP certification processInfluence your organization to recognize the value of CBAP / CCBA certificationImportance of documenting your education and experience for continued certification requirementsWhat knowledge from the BABOK and other sources comprise the CBAP and CCBA certificationsUse practical methods for improving testing success

Course Content

1. Welcome to Boot Camp

• Components of the CBAP® Certification
• Components of the CCBA® Certification
• Introduction to the CBAP and CCBA Examinations
• Philosophy of the Exams
• Overview of CBAP and CCBA Exam Content
• Overview of the CBAP/CCBA Prep Boot Camp

2. CBAP/CCBA Certification: The Credentials

• The International Institute of Business Analysis (IIBA)
• The CBAP Certification
• The CCBA Certification
• The Certification Application Processes
• The Examination Processes
• The Professional Code of Conduct
• The Examination Structures

3. Business Analysis and Key Concepts Overview

• What is Business Analysis?
• The Role and Competencies of the Business Analyst
• The Systems/Software Development Life Cycle (SDLC)
• Project and Requirements Life Cycle Management
• Project Roles and Competencies
• Requirements Engineering Basics
• Levels of Requirements, Tool and Techniques
• Perspectives, Systems, Processes, and Actors

4. The Business Analysis Knowledge Areas

• Business Analysis Planning and Monitoring
• Elicitation and Collaboration
• Requirements Life Cycle Management
• Strategy Analysis
• Requirements Analysis and Design Definition
• Solution Evaluation

5.  Underlying Competencies

• Analytical Thinking and Problem Solving
• Behavioral Characteristics
• Business Knowledge
• Communication Skills
• Interaction Skills
• Tools and Technology

6. Techniques

• Elicitation and Collaboration Techniques
• Diagramming and Modeling Techniques
• Root Cause Analysis Techniques
• Acceptance and Evaluation Definition Techniques
• Post-Project Assessment Techniques

7. Perspectives

• Agile
• Business Intelligence
• Information Technology
• Business Architecture
• Business Process Management

8. A Guide to Success on the Exams

• Review of Key Topics
• Key Tips to Remember for the Exam
• Final Test Hints and Tricks
• Practice examination

Course Overview

This course is designed to provide an overview of the fundamental concepts and procedures of manufacturing (aka production planning and execution) within SAP S/4HANA Enterprise Management.

Course Objectives

• Provide an overview of the fundamental concepts and procedures of planning
• Gain an overview of the manufacturing methods.

Course Content

Overview of Supply Chain Planning

• Supply Chain Planning at a Glance
• Fiori and System Landscape

Master Data

• General Master Data in Manufacturing
• Master Data for In-house Production

Demand Planning

• Principles and Tools for Demand Planning

Demand Management

• Demand Management Basics
• Make-to-Stock Production
• Make-to-Order Production

Material Requirements Planning

• MRP Basics
• MRP Live
• Production Planning and Detailed Scheduling

Overview of Production Execution

• Production Types

Production with Production Orders

• Production Orders: Characteristics and Execution

Production with Process Orders

• Process Orders: Characteristics and Execution
• Production with Repetitive Manufacturing

Repetitive Manufacturing: Characteristics and Execution

• Material Staging with Kanban

Kanban: Characteristics and Execution

Course Overview

Analyze your business today and map the path to tomorrow.

In this course, you’ll learn to model business processes as they are currently enacted, assess the quality of those business processes, and collaborate with the stakeholders to identify improvements.

The course begins by teaching you the roles and responsibilities of the business analyst and the process for analyzing business systems, including how to determine a business system’s health. You will learn how to identify business processes that could become more streamlined. Master the process of communicating with stakeholders to understand their process needs as well as their perceptions of the problems. Using seven different modeling techniques, you’ll explore different facets of the business process, identify the most effective solution to the process, and clearly define the future process state. Once a new process is defined, you’ll learn how to convey those process changes to others, gain organizational support for making the changes, and plan for a successful change project.

Course Objectives

On completion of this course delegates will be able to;

• Determine the quality of a business process
• Identify business processes that need to be analyzed and possibly improved
• Define “business process analysis” and the responsibilities of the business analyst
• Determine when a process action team (PAT) is called for
• Charter and lead a process action team
• Identify all of the stakeholders in a business process
• Choose appropriate information gathering technique(s) for each type of stakeholder
• Prepare for and perform information gathering activities
• Provide feedback to stakeholders to verify and gain additional information
• Define the goal of a business process
• Determine how to measure the effectiveness of a business process
• Use a variety of methods to model a business process and its data
• Perform root-cause analysis of the problems with a business process
• Enumerate options for improving a business process
• Make a sound business case for improving a business process
• Obtain stakeholder buy-in and sign-off
• Plan a process improvement project
• Analyze the results of a process improvement project

Hands-On Exercises

• Perform the Deming bead experiment
• Choose a business process to analyze
• Complete a project mini-charter
• Complete a stakeholder analysis
• Identify information gathering methods for your project
• Prepare to interview the stakeholder
• Interview the stakeholder
• Document the information gathered
• Perform and document a GQM analysis of your process
• Prepare for a follow-up meeting with the stakeholder
• Hold a follow-up meeting with the stakeholder
• Update information about the process
• Use the ETVX process definition paradigm
• Draw a SIPOC diagram
• Draw a use case diagram
• Draw a process flowchart
• Draw a swim lane diagram
• Draw a data flow diagram
• Draw an entity relationship diagram
• Hold another feedback session with the stakeholder
• Perform causal analysis
• List sources of standards and industry best practices
• Use the STP method to identify improvement options
• Model the improved process
• Prepare the process improvement proposal
• Present the process improvement proposal
• Prepare a project plan for your process improvement
• Provide feedback on the BPA process

Course Content

Define the “Quality of a Business Process

• People
• Process
• Tools
• Inputs

Choose a Business Process to Analyze

Understand the Business Analysis Process

• Definition of “Business Process Analysis”
• The Process of Business Process Analysis
• Role of the Business Analys

Charter the Process Action Team

Identify the Stakeholders of a Business Process

Choose Information Gathering Techniques

Gather Information

• Preparation
• Execution
• Feedback & Validation

Document the Process Goal and Metrics

• Perform GQM Analysis

Model the Current (As-Is) Process

• ETVX Process Model
• SIPOC Analysis
• Use Case Diagrams
• Process Flowcharts
• Swim Lane Diagrams
• Data-Flow Diagrams (DFD)
• Entity-Relationship Diagrams (ERD)

Determine Causes of Problems

• Fishbone (Ishikawa) Causal Analysis

Determine Process Improvement Options

• Modeling the Improved (To-Be) Process

Make the Business Case for Process Improvement

Plan the Implementation

Hold a Project Retrospective

Course Overview

Learn the techniques required for testing and validating requirements.

Quality is the major business differentiator in IT. Studies such as the Chaos Report show that the most common cause of low quality is having poor, or poorly understood, requirements. Other common causes are poor design, code, and installation. While prevention of defects is the best cure, identifying and fixing defects as early as possible is key, and some of the responsibility for doing that falls on the business analyst (BA). This course, therefore, concentrates on the validation techniques for:

• Requirements
• The system at the business level (functional and usability testing)
• Acceptance
• Business purpose (stakeholder satisfaction with the production product)

In this course you will learn the importance of achieving quality and your role in doing so. You will learn which project and product factors affect the two components of risk (likelihood and impact), and you’ll learn to apply those to various real-life validation situations using a case study and practicing testing decision-making. You will learn techniques for:

• Validating requirements or any text-based product (such as procedures or plans)
• Testing functional and manual requirements
• Assessing and testing usability

You will learn to plan functional and usability testing at the business level and the essential elements to document that planning. You’ll examine your role in Acceptance, including Acceptance of an outsourced product, and you’ll determine how to assess stakeholder satisfaction with the product in production.

Since there is never time, even theoretically, to validate all details of a product, an important concept is using risk assessment to determine the appropriate thoroughness of validation at every stage. Exercises in risk assessment and all the major validation techniques are an integral part of this course.

While the involvement of BAs in testing varies widely across companies, this course assumes maximum involvement at the business level (excluding nonfunctional testing except for usability). Each student can tailor the content to suit a specific company’s policies.

Students pursuing a university-recognized and/or accredited certificate in Canada or continuing education units in the US must attend at least 90% of class time, participate in class exercises and section-knowledge checks, and score at least 70% on an end-of-class, multiple-choice assessment.

Course Objectives

• Position the activities of the BA in the complete verification and validation process
• Use testing terminology in a standardized way
• Use risk to drive the validation effort and therefore use project money wisely
• Make decisions on what not to test for defects
  • Plan appropriate (risk-based) techniques to find defects in the BRD, that is, validate the BRD
  • Plan appropriate (risk-based) functional testing techniques at the BA level to find defects
  • Plan appropriate (risk based) glass box testing techniques for processes to find defects
• Check and test usability
• Choose appropriate (customer-selected) tests for acceptance, that is, compliance to requirements
• Manage test data and information
• Manage requirements problems and test failures
• Document the plans (activities, resources, risks)
• Gain acceptance, install the product, and validate to business needs

Course Content

1. Testing and the BA

• Good Testing and Checking
• Project Team Verification and Validation Process
• Types of Testing
• Ways to Verify and Validate

2. High-Level BA Validation

• Your Budget and Risk Management
• Estimating the Risks of Defects in the System
• Developing a High-Level Validation Strategy and Budget

3. Finding Defects in the BRD

• Characteristics of a Good BRD
• Techniques of Finding Defects in a BRD
• Choosing the Appropriate Technique

4. Planning Testing

• Structured Testing
• Mid-Level Test Strategy
• Test Cases

5. BA-Level Functional Testing in the Automated System

• Black Box Testing
• Black Box Testing Techniques
• Automated Low-Level Test Strategy

6. BA Validation of Processes

• Validating Processes
• Glass Box Testing Techniques
• Process Low-Level Test Strategy

7. Usability Validation

• The Importance of Usability
• Usability Validation by the BA
• Getting Users Involved in Validation
• Usability Testing

8. Documenting the Test Plan

• Capturing the BA Test Plan
• Formal BA Test Plan

9. Acceptance, Installation, and Validation to Business Needs

• Acceptance
• Installing the System
• Validating to the Business Needs
• Completing the Project

Course Overview

This 4-day Business Analysis: Requirements Development, Documentation and Management training course is part of the certification process to obtain the Certification of Capability in Business Analysis (CCBA) certificate from The International Institute of Business Analysis™ (IIBA).

Develop effective requirements that meet business and stakeholder objectives. Numerous studies have concluded that failure to effectively develop and document project requirements is directly related to project failure.By following the logical methodology for the requirements process presented in this course, you’ll learn to develop and write effective requirements, including business objectives as well as business, stakeholder, and solution requirements. By working through the requirements process using various elicitation techniques, you’ll discover the importance of and types of requirements, best practices for writing requirements, steps for sign-off, and management of the requirements baseline.

Course Objectives

• Types of requirements including business, stakeholder, functional, non-functional, and transition requirements
• Elicitation techniques including their advantages and disadvantages for the various requirements stakeholders
• Analysis and modeling of requirements
• Types of requirement documents
• Best practices for requirements writing
• How to avoid requirements writing pitfalls
• Steps for requirements verification, validation, and sign-off
• Requirements management processes including data management, tracing, and change management

Course Content

1. Requirements Issues and Impacts

• Issues from Poor Requirements Processes
• CBAP Review
• Requirements Definition
• Requirements Problems Class Exercise/Brainstorm

2. Foundations of Requirements

• Types of Requirements
• Business vs. Technical Communications
• Requirements Approaches
• Product and Project Life Cycles
• Role of Business Analyst (IIBA View)
• The Requirements Process

3. Defining the Product Scope

• Enterprise Analysis Overview
• What Scope Is
• The Business Case
• Use Cases to Describe Current Environment and Proposed Scope

4. Requirements Communication Planning

• The Requirements Communications Plan
• Requirements Conflicts
• The Requirements Package

5. Requirements Planning: The Requirements Charter

• The Requirements Charter
• The Requirements Team

6. Requirements Planning: Sources

• Stakeholder Types
• Identifying Stakeholders
• Analyzing Stakeholders for Requirements

7. Requirements Elicitation

• Techniques
• Creating an Elicitation Archive
• Elicitation Plan

8. Requirements Analysis

• Functional Requirements
• Non-Functional Requirements
• Constraints
• Modeling Techniques
  • UML Techniques
  • Data Modeling

9. Requirements Sign-Off

• The Requirements Baseline
• Review Meetings
• The Sign-Off Process

10. Writing the Requirements Document

• Technical Writing Practices
• Good Requirements Writing Practices
• Requirements Writing Pitfalls and Mistakes
• Requirements Document Enhancements
• Writing Functional and Non-Functional Requirements
• Writing Assumptions and Constraints
• Organizing the Requirements Document

11. Requirements Management

• Managing Throughout the Product Life Cycle
• Components of Requirements Management
• The Change Process
• Traceability
• Requirements/Configuration Management Systems
• Requirements Attributes – Brainstorm

12. Other Topics

• Requirements Process Close
• Project Life Cycles
• Agile Development Considerations

Course Overview

This 2-day BCS Practitioner Certificate in Modelling Business Processes training covers the range of concepts, approaches and techniques that are applicable to the Practitioner Certificate in Modelling Business Processes. It is relevant to anyone requiring an understanding of Modelling Business Processes and focuses on the investigation, modelling, analysis and improvement of business processes.

Course Objectives

You’ll study how to investigate, model, analyse and improve business processes. The certificate includes:

• The context for business processing modelling
• The organisational model for processes
• How to model business processes
• How to document tasks
• Evaluating and improving business processes

Course Content

1. The Context for Business Processing Modelling 15%
1. Candidates will be able to:
1.1 Demonstrate an understanding of the purpose and benefits of business process
modelling.
1.2 Identify the three levels of the business process hierarchy; organisation, process and
task level.
1.3 Explain the importance of the process view versus the functional view of an
organisation.
1.4 Describe the use of the POPIT model in assessing the impact of a new process
design.
1.5 Discuss the use of pilot, phased, direct changeover and parallel running to implement
business change.

2. The Organisational Context for Business Processes 20%
Candidates will be able to:
2.1 Understand the construction of an organisational level model of business process for
a given business scenario.
2.2 Understand how to construct an organisational model for a given scenario (Paul et al,
Business Analysis, 3rd Edition).
2.3 Apply knowledge to distinguish between the external and internal elements of an
organisational model.
2.4 Explain how the processes on the organisational model support the delivery of the
value proposition.

3. Modelling the Business Processes 30%
Candidates will be able to:
3.1 Understand the construction of a business process model for a given business
scenario, using the following elements:
3.1.1 Actors.
3.1.2 Swim lanes.
3.1.3 Tasks.
3.1.4 Decision points with guard conditions.
3.1.5 Start and end points.
3.1.6 Process flows.
3.1.7 Forks and joins.
3.2 Explain why using a standard notation set is important.
3.3 Apply knowledge to distinguish between the terms process, task and step; describe
how they relate to each other.
3.4 Demonstrate that a task typically involves one person (actor) at one place at one time
(OPOPOT), and that it is represented as a single ‘box’ on a process model.
3.5 Based on a given business scenario, identify external, internal and time-based
business events.
3.6 Explain the difference between internal performance measures and customer
expectations of performance.

4. Documenting Tasks 15%
Candidates will be able to:
4.1 Understand how to construct a task description for a given business scenario, which
includes the following elements:
4.1.1 The name of the task.
4.1.2 The actor (or role) carrying out the task.
4.1.3 The trigger or business event that initiates the task.
4.1.4 Any inputs to the task.
4.1.5 The outputs expected from the task.
4.1.6 The costs associated with the task.
4.1.7 The measures that are applicable to the task.
4.1.8 The standards that constrain the task.
4.1.9 A detailed breakdown of the steps within the task.
4.1.10 The business rules that are to be followed in performing the task.
4.2 Demonstrate an ability to document the steps and business rules within a task, using
UML activity diagram notation, or structured English.

5. Improving Business Processes 20%
Candidates will be able to:
5.1 Apply the following approaches to improving business processes: task automation;
removal of gaps and disconnects; process re-engineering.
5.2 Show understanding of the need to challenge business rules and assumptions when
improving business processes.
5.3 Identify the areas of a business process that may contribute to unsatisfactory
performance from a given scenario.
5.4 Explain the use of business scenarios in identifying combinations of conditions that
the improved business process will need to handle.
5.5 Conduct a gap analysis on a given ‘to be’ business process model, in order to identify
the functional requirements for the IT system support for that business process.

Course Overview

The complexity of IT projects continues to increase. At the conclusion of projects, it is assumed that quality solutions will be delivered within the set time and costs. Business Analysis has a major impact on successful projects. A good understanding of the role of a Business Analyst in the organisation and his/her contribution to the project are of great importance. The tools and techniques used, as well as the deliverables provided by the Business Analyst are essential to meet the project objectives.

Project managers have generally attended formal training courses on PRINCE2, PMI®, IPMA, etc. However, most project managers have never attended training on Business Analysis, while this subject is becoming increasingly important. This course builds a bridge between the Project Management profession and Business Analysis.

Course Objectives

• Understand the scope of a Business Analysis role and how it complement Project Management
• Apply numerous world-class Business Analysis techniques in work environment immediately
• Learn how to better communicate with all project stakeholders using best practice business analysis tools and techniques
• Appreciate the similarities and differences between Business Analyst and Project Manager roles
• Plan projects to include requirements analysis and understand requirements engineering
• Conduct and support requirements elicitation activities and requirements validation that will support the business need
• Look beyond the delivery of the project to pre- and post-project activities

Course Content

Session 1: Introduction to Business Analysis

• Project Management vs Business Analysis
• Importance of Effective Business Analysis
• Role of the BA
• Standardization and Adaptability

Session 2: Requirements Planning

• Role of the BA in Requirements Planning
• Vision and Scope Document
• Types of Requirements
• Stakeholders
• Business Analysis Plan

Session 3: Requirements Elicitation

• Role of the BA in Requirements Elicitation
• Investigative approach
• Iterative approach
• Elicitation Techniques

Session 4: Requirements Analysis

• Need for Analysis
• Using Analysis to get Stakeholder Feedback
• Value of Modelling Techniques in Analysis
• Modelling Techniques
• Types of Requirements
• Business Rules Analysis
• Prioritizing Requirements

Session 5: Requirements Documentation

• Formal and Informal Documentation and the, Leve of Detail Required
• Writing for Usability and Comprehension
• Common Requirements Document Defects
• Components of a Formal Requirements Document
• Requirements Verification and Validation
• Requirements Sign-Off

Session 6: Requirements Management and Communication

• Throughout the Project and to Decommission
• Change Management
• Define a baseline
• Define a change management process
• Identify the Change Authority
• Traceability and Its Uses
• Requirements Attributes
• Requirements Communication

Session 7: Solution Validation and Acceptance

• Testing and Non-Testing Methods
• Purposes of Validation
• Find defects
• Prove compliance to requirements
• Test Cases and Test Suites
• Challenges in Testing
• Structured Testing
• Role of the BA in Solution Validation: the V Model
• Solution Acceptance and Project Close-Out

Course Overview

Product Ownership Analysis (POA) is a researched and studied discipline with a set of practices, processes, and procedures to create successful outcomes. This IIBA’s Product Ownership Analysis Certification Program recognizes the integration of Business Analysis and Product Ownership with an Agile mindset to maximizing value. It provides the opportunity to acquire essential POA concepts needed to navigate the challenges associated with creating successful products.

More and more a product owner moves from the “voice of the customer” towards “voice of the business” and therefore should perform the role of the business analyst before, during and after the product development and product implementation. The product owner as

•  the “voice of the business” is building the business case and then ensuring that the solution stays aligned with the product roadmap and business goals. Performs benefit management. Ultimately the product owner wants to make sure the solution provides value to the organization and the customer and stays in line with the vision for the product.
•  the “voice of the customer”, is typically assigned to the project team and works with the team on every aspect of development of requirements, designing the solution and the features of the solution, testing the solution.

A successful product owner requires

• a vision of the whole project and analytical skills to help with reflection on the progress being made,
• backlog prioritisation skills,
• the skills of eliciting, analysing, and communicating findings; prioritising outcomes, analysing the needs of the stakeholder, creating business cases, designing a solution, defining features and user stories,  facilitating the work of the team and seeking feedback from the consumer,
• benefit management skills to create a realistic business case and update the business case at the end of each plant release
• facilitating skills for a conversation about what is being done and what should be done differently using the findings provided,
• defining acceptance tests strategies and acceptance criteria
• change management skills to successfully implement the solution in the organisation

Course Objectives

In this unique workshop each participant learns the various business analysis skills needed by a product owner to successfully perform “the view of the business” activities before, during and after the product development

Course Content

“The voice of the business”

• Why does a product owner needs business analysis skills
• The business analysis approach in an Agile development environment           
• Business analysis skills needed
• Type of Requirements

Business Strategy analysis & management

• Mission, vision, strategy
• Finding, analysing and documenting improvement initiatives
• Portfolio Management
• Kaizen

Benefit Management

• Business case development
• Managing benefits during the project and product life cycle

 Needs analysis

• Root Cause analysis
• Impact analysis
• Updating your business case
• Presenting your findings

Solution design

• Capturing solution design options
• Perform feasibility study
• Solution proposal
• Identify and write Epics
• Identify and write Features
• Identify and write User Stories
• Update the business case

Solution development

• Select the right approach

Tools and techniques to elicite product requirements

• developing prototypes
• product evaluation techniques
• developing functional design
• process modelling
• use case modelling
• data modelling

Validating the solution to be implemented

• Creating and execution User test ‘test scenario’s
• Developing user test ‘test cases’
• Acceptance testing