Visão Geral

Nestes tempos de rápida evolução de desafios altamente competitivos, o analista de negócios deve estar preparado para analisar o próprio negócio — não apenas o software e o hardware — para descobrir ineficiência, redundância e outras oportunidades para melhorar o processo de entrega de um produto de qualidade. Uma das principais funções do analista de negócios é examinar os processos de negócios atuais para determinar ineficiências, ineficácia e a fonte dos problemas de negócios. Este curso aborda a aquisição de informações para determinar o processo de negócios e técnicas analíticas destinadas a definir o problema de negócios e técnicas de modelagem para diagramar processos de negócios.

Objetivo

Ao final do curso, você aprenderá a:

• Identificar processos de negócios e seus componentes
• Identificar e documentar os fluxos de trabalho e processos da organização
• Diagramar o processo de negócios no domínio do problema
• Adquira informações da comunidade empresarial que definirão o processo empresarial e os problemas que podem existir com esse processo
• Analisar o processo de negócios para determinar problemas
• Documentar o processo para expor ineficiências e resolver problemas

Publico Alvo

• Analistas de negócios, gerentes de projeto e qualquer pessoa responsável por definir o problema de negócios com a comunidade empresarial.

Pre-Requisitos

• Os participantes devem ter experiência em modelagem ou casos de uso antes de participar deste curso. Experiência equivalente ao programa Roles, Responsibilities, and Processes of the Business Analyst (Curso 103) da ROI é altamente recomendada.

Informações Gerais

FORMATO:

• 100% On-Line na presença de um instrutor/consultor ativo no mercado e docente em sala de aula.
• In-company.
• Presencial.

PERÍODO:

• Noturno em noites intercaladas exemplo: terça-feira e quinta-feira das 19h às 23h,total de 4h por encontro.
• Aos sábados das 8h às 12h, total de 4h ou das 09h às 18h, total de 8h.
• Integral consultor disponibilidade

LAB:

• Apostila
• Laborátorio individual
• Exercícios práticos

Conteúdo Programatico

The Business Process

• The Business Process in Context

1. Not the Starting Point
2. The Business Model

• Diagramming the Business Model
• Business Modeling Notations

1. Defining the Problem Domain

• Defining the Business Process

1. Business Process Characteristics
2. Example of Business Process

• Business Process Documentation Notation
• Workshop: Diagram the Business Process

1. The Notion of Value
2. Achieving Business Value with Process
3. Elements of Process

• Workshop: Analyzing Process Components

The Event Horizon

• The Notion of Value
• Achieve Business Value with Process
• Identify Scope of the Business Process
• Organizational Events

1. Workshop: Determine Organizational Events

• Events at the Process Boundary

1. Exercise; Identify Stimulus and Response

• Event partitioning

1. Workshop: Determine the Process Events

• Documenting the Business Process

1. Functional Decomposition

• Workshop: Creating a Functional Decomposition
  1. Basic Process Structure

Modeling Business Processes

• Alternative Method

1. Functional Decomposition
2. Workshop: Decompose the case study problem

• Business Process Modeling

1. Purpose
2. When to Do It
3. Example of a Process Model

• Workflow Diagrams

1. Workflow Diagrams—Level One
2. Workflow Diagrams Decomposed

• Level 2
• Data Flow Rules

1. The Full Arc
2. The String of Pearls

• Workshop: Creating a Workflow Diagram
• Analyzing Workflow Diagrams
• Obstacles and Bottlenecks

Initial Workflow Analysis

• Identify Workflow Patterns
• Diagraming Concept: The String of Pearls

1. Basic Workflow Diagrams
2. Workshop: Perform Initial Workflow Pattern Analysis

• Notations for Special Situations

1. Time, Sequence, and Multiple Flows
2. Workshop: Adding Some Additional Notation

• Business Object Model

1. Business Object
2. Value Exchange and Flow
3. Abstract Level
4. Specific Level

• Workshop: Creating the Business Object Model
• Relating the Business Object Model to Requirements and Design

Measuring and Analysis

• Five Levels of Process Measurement
• Productivity Analysis

1. Using the String of Pearls
2. Workshop: Establish Productivity Measurements

• Basic Measurement: Intrinsic Measurement

1. Workshop: Define Intrinsic Measurement for Business Process

• Measure Results

1. Satisfaction Measurements
2. Value Measurements
3. Service Measurements
4. Workshop: Define Satisfaction, Value and Service Measurements

Analyzing the Processes

• Analysis

1. Purpose of Analysis
2. Standard Analysis Process
3. Divergence
4. Convergence

• Analysis Techniques

1. Value Analysis
2. Service Quality Indicator
3. RAEW Matrix

• Organizational Analysis

1. Activity Matrix

• Stepwise Refinement

1. Looking for Weaknesses

• Business Impact Analysis
• Tracking the Travel Time

1. Communication Analysis

• CSF Analysis
• Performance Analysis

1. Impact Analysis

• Organizational Impacts

1. Drivers
2. Customers and Suppliers

• Process Impacts

1. Adjusting for Impact
2. External Impacts
3. Perimeter Analysis

• Deriving Business Requirements

1. Business Rules
2. Defining the Problem
3. Flowing Business Process to Functional Requirements

• Functional Requirements
• Non-Functional Requirements

The Bottom Line

• The Business Analyst Process

1. Workshop: Analyzing a Business Process
2. Effecting Change Successfully

• Where to Go for More Information