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Assuring Quality Through Acceptance Testing: In-House Training It is also the business analyst's responsibility to confirm that the resulting solution developed by IT does, in fact, solve the defined problem. This is done first through testing, especially acceptance testing, and then through monitoring of the installed solution in the user community. It is the business analyst's job to define the business problem to be solved by IT. It is also the business analyst's responsibility to confirm that the resulting solution developed by IT does, in fact, solve the defined problem. This is done first through testing, especially acceptance testing, and then through monitoring of the installed solution in the user community. The business analyst is not only concerned with the testing itself, but also with the management and monitoring of the users doing the acceptance testing, and recording, analyzing, and evaluating the results. What you will Learn Upon completion, participants will be able to: Create a set of acceptance test cases Manage and monitor an acceptance test stage where users perform the testing Work with the development team in the systems testing stage Assess the solution once it is in the business environment Foundation Concepts The role of the business analyst An introduction to the BABOK® Guide BA roles and relationships through the project life cycle Introduction to assuring software quality through acceptance testing The Scope of IT Testing Overview of testing stages The testing process Testing documentation Pre-Acceptance Testing The BA's role in testing Early development testing stages (unit and integration) Late development testing stage (system) The Acceptance Test Stage - Part I (Planning, Design, and Development) Overview of user acceptance testing Acceptance test planning Designing user acceptance tests Developing individual user acceptance test cases Building effective user acceptance test scenarios The Acceptance Test Stage - Part II (Execution and Reporting) Operating guidelines Execution Reporting Post-Acceptance Testing Overview Project implementation Project transition (project closure) Production through retirement Testing Commercial Off-the-Shelf (COTS) Software Overview Selecting the software Implementing the software Summary What did we learn and how can we implement this in our work environments?

Assuring Quality Through Acceptance Testing It is also the business analyst's responsibility to confirm that the resulting solution developed by IT does, in fact, solve the defined problem. This is done first through testing, especially acceptance testing, and then through monitoring of the installed solution in the user community. It is the business analyst's job to define the business problem to be solved by IT. It is also the business analyst's responsibility to confirm that the resulting solution developed by IT does, in fact, solve the defined problem. This is done first through testing, especially acceptance testing, and then through monitoring of the installed solution in the user community. The business analyst is not only concerned with the testing itself, but also with the management and monitoring of the users doing the acceptance testing, and recording, analyzing, and evaluating the results. What you will Learn Upon completion, participants will be able to: Create a set of acceptance test cases Manage and monitor an acceptance test stage where users perform the testing Work with the development team in the systems testing stage Assess the solution once it is in the business environment Foundation Concepts The role of the business analyst An introduction to the BABOK® Guide BA roles and relationships through the project life cycle Introduction to assuring software quality through acceptance testing The Scope of IT Testing Overview of testing stages The testing process Testing documentation Pre-Acceptance Testing The BA's role in testing Early development testing stages (unit and integration) Late development testing stage (system) The Acceptance Test Stage - Part I (Planning, Design, and Development) Overview of user acceptance testing Acceptance test planning Designing user acceptance tests Developing individual user acceptance test cases Building effective user acceptance test scenarios The Acceptance Test Stage - Part II (Execution and Reporting) Operating guidelines Execution Reporting Post-Acceptance Testing Overview Project implementation Project transition (project closure) Production through retirement Testing Commercial Off-the-Shelf (COTS) Software Overview Selecting the software Implementing the software Summary What did we learn and how can we implement this in our work environments?

Business Process Modeling: In-House Training This course is part of IIL's Business Analysis Certificate Program (BACP), a program designed to help prepare individuals pass the IIBA® Certification exam to become a Certified Business Analysis Professional (CBAP®). Learn more at www.iil.com/bacp A process model is a description of a process in terms of its steps or actions, the data flowing between them and participants in the process, machines, systems, and organizations involved. Modeling is a critical business analysis skill. It applies graphical and text communication techniques to describe the actions, objects, and relationships acted upon in the process and the steps that act upon them. This course teaches the technique of process modeling and ties together the core methods of process, behavior, and data modeling to enable business analysts to fully describe business processes in levels of detail from multiple perspectives. What you will Learn Upon completion, participants will be able to: Identify business processes and their components Work with UML diagrams Use process modeling in business diagramming Diagram and model business processes Foundation Concepts The role of the business analyst The IIBA® BABOK® Knowledge Areas Business Process Modeling (BPM) and the business analyst A practical approach to business process modeling The Context for Modeling Business Processes Overview of context for business process modeling Analyzing stakeholder information Modeling best practices Critical inputs for BPM: Business Rules Critical inputs for BPM: Context Diagrams Data Models Overview of data modeling Entity relationship diagrams Object-oriented approach Class diagrams Other data models Process Models - Part I (Non-UML) Overview of process modeling Data flow diagrams Workflow diagrams Flowcharts Process Models - Part II (UML) Overview of UML Process Models UML Activity Diagrams UML Sequence Diagrams Usage Models - Part I (Non-UML) Overview of usage modeling Prototyping options Static prototyping and storyboards Dynamic prototyping User Interface Design and user stories Usage Models - Part II (UML Use Cases) Overview of Use Cases Use Case diagrams Use Case descriptions Use Cases and the product life cycle Integrating the Models Overview of integrating the models General analysis best practices Specific analysis techniques summary Best practices for transition to design Summary and Next Steps What did we learn and how can we implement this in our work environments?

Better Business Cases™ Foundation and Practitioner: In-House Training Using this best-practice approach will allow organizations to reduce unnecessary spending and improve the decision-making process which gives you a greater chance of securing necessary funding and support for initiatives. The goal of the combined foundation and practitioner course is to develop a candidate's ability to deliver a comprehensive business case through encouraging expanded knowledge to guide the practical application of theoretical foundations. Upon the completion of this course, a candidate will be able to start applying the model to a real business case development project. The outline presented in the course overview will be addressed in the first 2 days, with the Foundation exam conducted on the morning of Day 3. Then the topics will be revisited at a deeper level, for 2 more days, with the Practitioner exam conducted on the afternoon of Day 5. What you will Learn At the end of this program, you will be able to: Develop the lifecycle of a business case and establish the relationships between the five cases Apply the steps in the business case development framework, in order to support the production of a business case, using the Five Case Model, for a given scenario. Overview of Better Business Cases Alignment with the strategic planning process Importance of the Business Case using the Five Case Model Overview of the Five Case Model Purpose of the key stages in the development of a spending proposal Purpose of a Business Justification Case Business Case Development Process Purpose of project / programme assurance and assurance reviews Responsibility for producing the Business Case Determining the Strategic Context and Undertaking the Strategic Assessment Scoping the Scheme and Preparing the Strategic Outline Case Planning the Scheme and Preparing the Outline Business Case Procuring the Solution and Preparing the Full Business Case Implementation and monitoring Evaluation and feedback Making the Case for Change Agree on the strategic context Determine spending objectives, existing arrangements, and business needs Determine potential business scope and key service requirements Determine benefits, risks, constraints, and dependencies Exploring the Preferred Way Forward Agree on critical success factors Determine long list options and SWOT analysis Recommend a preferred way forward Determining Potential Value for Money Revisit the short list Prepare the economic appraisal for short-listed options Undertake benefits appraisal Undertake risk appraisal Select preferred option and undertake sensitivity analysis Preparing for the Potential Deal Determine the procurement strategy Determine service streams and required outputs Outline potential risk apportionment Outline potential payment mechanisms Ascertain contractual issues and accountancy treatment Ascertaining Affordability and Funding Requirement Prepare the financial model Prepare the financial appraisals Planning for Successful Delivery Plan programme / project management Plan change and contract management Plan benefits realization Plan risk management Plan programme / project assurance and post-project evaluation Procuring the Value for Money Solution Revisit the case for change Revisit the OBC options Detail procurement process and evaluation of best and final offers (BAFOs) Contracting for the Deal Set out the negotiated deal and contractual arrangements Set out the financial implications of the deal Ensuring Successful Delivery Finalize project management arrangements and plans Finalize change management arrangements and plans Finalize benefits realization arrangements and plans Finalize risk management arrangements and plans Finalize contract management arrangements and plans Finalize post-project evaluation arrangements and plans

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This Level 3 Award in Education and Training is accredited by NCFE and regulated by Ofqual. The National Council for Educational Awarding (NCFE) is a national educational awarding body that is well-known and respected throughout the world, which will improve your prospects of finding employment and showcase your professional growth. Course Curriculum Course Overview Course Overview - Level 3 Award in Education and Training 00:00:00 Lesson 1 - Roles and Responsibilities of Teachers Lesson 1 - Roles and Responsibilities of Teachers 00:05:00 Lesson 2 - Legislation, Regulatory Requirements and Codes of Practice in Teaching Lesson 2 - Legislation, Regulatory Requirements and Codes of Practice in Teaching 00:11:00 Lesson 3 - Factors Contributing to Effective Learning Lesson 3 - Factors Contributing to Effective Learning 00:13:00 Lesson 4 - Identifying Needs Lesson 4 - Identifying Needs 00:12:00 Lesson 5 - Planning in Teaching and Learning Lesson 5 - Planning in Teaching and Learning 00:11:00 Lesson 6 - Augmenting the Learning Process Lesson 6 - Augmenting the Learning Process 00:10:00 Lesson 7 - The Assessment Approach to Learning Lesson 7 - The Assessment Approach to Learning 00:13:00 Lesson 8 - The Evaluation Process in Learning Lesson 8 - The Evaluation Process in Learning 00:12:00 Lesson 9 - Learning Effective Teaching Microteaching Lesson 9 - Learning Effective Teaching Microteaching 00:10:00 Additional Resource Additional Resource - Level 3 Award in Education and Training 00:00:00 Assignment - Mandatory Units Assignment 1: Understanding Roles, Responsibilities and Relationships in Education and Training Assignment 1 - Understanding Roles, Responsibilities and Relationships in Education and Training 00:14:00 Assignment - Optional Units Assignment 2: Understanding and Using Inclusive Teaching and Learning Approaches in Education and Training Assignment 2 - Understanding and Using Inclusive Teaching and Learning Approaches in Education and Training 00:12:00 Assignment 3: Understanding the Principles and Practices of Assessment Assignment 3 - Understanding the Principles and Practices of Assessment 00:07:00 Feedback Feedback 00:00:00

Facilitation Skills for Business Analysts - Communication and Problem Solving: On-Demand This course teaches the methods needed to organize and run information-gathering events. It combines the basics of graphic decision making and modeling with facilitation, communication, and meeting management skills. What You Will Learn Upon completion, participants will be able to: Define the solution scope Work with the development team in the systems testing stage Ensure the solution is usable in the business environment Foundation Concepts Defining the Business Analyst Function Role of the Business Analyst as Change Agent An Introduction to the BABOK® Guide Business Analyst Roles and Relationships through the Project Life Cycle Business Analysis Planning and Monitoring - Defining the Process Overview of Business Analysis Planning & Monitoring (BAP&M) BAP&M - Process and Tools BAP&M - Roles and Responsibilities BAP&M - Governance, Information Management & Performance Improvement Elicitation and Collaboration - Gathering and Confirming Information Overview of Elicitation and Collaboration Elicitation and Collaboration Techniques Requirements Life Cycle Management - Maintaining Requirements and Design Information Overview of Requirements Life Cycle Management Requirements Life Cycle Management Tasks - Details Strategy Analysis - Providing Context to Requirements Analysis and Design Definition Overview of Strategy Analysis Analyze Current State Define Future State Assess Risks Define Change Strategy Requirements Analysis and Design Definition - Defining Solution Options Overview of Requirements Analysis and Design Definition (RA&DD) The Anatomy of Requirements RA&DD Task Descriptions RA&DD Techniques Solution Evaluation - Assessing Solution Performance Overview of Solution Evaluation Solution Evaluation Tasks Solution Evaluation in Development Stages Underlying Competencies Overview of Underlying Competencies (UCs) Underlying Competencies - Details