Advancing Business Analysis: The Path to Business Analysis Expertise

The role of the business analyst is continually advancing and as business analysts gain more knowledge and experience, training is needed to keep the more advanced business analyst on their career path as leaders, advisors, experts, and mentors in their profession. Advancing business analysis capabilities is about refining the abilities we have, and maybe adding a few more, to help us navigate through changing environments and produce successful outcomes and successful careers. This course moves the business analyst out of a knowledge-based class to a practitioner class where they can have intense discussions around a variety of challenging situations, where there isn’t just one way to approach a situation. “It depends” will be the mantra. We assist the business analyst in finding their own path, to make their own choices and to find the “right-fit”. It is about making thoughtful and informed adjustments.

Retail Price: $2,395.00

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Course Days: 5

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You will:
  • Improve leadership skills by examining business analysis leadership from many perspectives and the many factors that can affect how they lead
  • Build up courage and confidence addressing the fear of uncertainty by knowing how to confront conflicts and change.
  • Think more strategically by knowing how to collaborate and strengthen relationships with executive-level management, vendors, enterprise architects and governance entities.
  • Gain a better understanding of strategic roles that can be a career move, such as business architect, change agent or business relationship manager.
  • Effectively evaluate solution life cycle variables, initiative characteristics and risks to tailor or adjust the business analysis and overall project approach with project manager collaboration.
  • Adapt to the ever-changing and challenging situations that happen during the execution of their activities by addressing various scenarios in a low-risk training environment.
  • Improve their ability to see value from different perspectives, move from potential value to real value and to manage value in various ways and at various levels (enterprise, program, project and specific requirements).
  • Show their versatility by applying techniques across the different life cycles, using different notations, knowing when to elaborate and apply the right level of robustness.
  • Gain an insight into themselves; close their capability gaps and reflect on the value they present to others by being an advisor and mentor.


Who should attend
  • Experienced Business Analysts
  • Managers of Business Analysts
  • Business Analysis Trainers and Consultants
  • Business Architects
  • Those Developing Business Analysis Standards  (Program Management Office or Business Analysis Centers of Excellence)
  • Business Relationship Managers
  • Business Analysts in dual roles; Change Agents, Architects, Project Managers, etc.


Part 1: Behaviors to advance professional capabilities

  1. Business analysis as a discipline and a process
  2. Reasons for advancing BA capabilities
  3. Be an expert, leader and advisor
  4. Build trust
  5. Exhibit courage and confidence
  6. Promote collaboration thru influence and negotiation
  7. Accept change
  8. Show your own value
    • Role play Influence techniques
    • Convey change management messages
    • Apply leadership skills

Part 2: Enhance enterprise or strategic mindset

  1. Expand cultural understanding
  2. Strategic relationships and collaboration with executive levels
  3. Strengthen vendor relationships
  4. Build governance relationships
  5. Consider strategic outcomes
    • Strategic alignment
    • Business model
    • Operational model
    • Business architecture
  6. Strategic roles
    • Assess the enterprise
    • Prepare for executive level meeting
    • Assess vendor relationship
    • Apply the Requirements Communication Plan (RCP)
    • Response to governance situation

Part 3: Adapt to the life cycle approach

  1. Overview of a generic solution life cycle stages
  2. Overview of predictive, hybrid and adaptive life cycles
  3. Deep dive on life cycle variations
    • Overall structure, timing
    • Requirements management
    • Techniques
    • Scope, schedule, resources
    • Assessment of value
    • Managing change
    • Assessing risks
    • Stakeholders
    • Quality
  4. Approach adjustments
    • Evaluate requirement attributes
    • Address scope expectation gaps
    • Address time expectation gaps
  5. Approach integration across projects
  6. Assessing project complexity
  7. Proof-of-concepts and Prototypes
    • Evaluate requirement attributes
    • Adjust predictive work breakdown structure based on scenario
    • Adjust hybrid approach workbook based on work breakdown structure
    • Adjust adaptive approach roadmap based on scenario

Part 4: Consider uniqueness (4 hours)

  1. Applying the BACCM® across life cycle appraoches
  2. Common predictive types of initiatives
    • Enterprise-wide
    • Process-driven
  3. Common adaptive types of initiatives
    • User-focused
    • Small enhancements and maintenance
  4. Common hybrid types of initiatives
    • Vendor package
    • Data-driven
    • Technology-driven
  5. Industry specific focus
    • Government
    • Non-profits
    • Manufacturing
    • Services
    • Evaluate the BACCM®
    • Assess user environment
    • Review conceptual data model
    • Adjust workbook/WBS based on industry

Part 5: Adjust based on risks

  1. Quick overview of risk management
  2. Risks and life cycle approaches
  3. Risks and business analysis
  4. Potential risks by risk types
  5. People risks
  6. Business and organizational risks
  7. Risk cultures
    • Assess and respond to requirement attribute risks
    • Evaluate a set of requirements for potential risks
    • Create a business analysis risk management plan

Part 6: Always focus on value

  1. What is value and the value manager
  2. Move from intangible to tangible
    • Value propositions
    • Business requirements
  3. Move from potential value to real value
    • Managing Assumptions
    • Value versatility at the enterprise level
    • Value versatility at the program level
    • Showing value at the requirements level (within projects and iterations)
    • Evaluate solution for real value
  4. Requirement verification and validation across the life cycles
    • Write a value proposition
    • Make business requirements more tangible
    • Apply balanced scorecard based on vision statement

Part 7: Bridge the capability gap

  1. 1.Assessments
    • Individual
    • Organizational
  2. Organizational maturity impact
    • BA role expansion
    • BA competency center
    • Program and project management
    • RMP adjustments based on maturity
  3. Close capability gaps
  4. Leverage intellectual assets
    • Share knowledge
    • Expand the people knowledge network
    • Be a mentor
    • Focus on your own development
  5. A few challenges        
    • Evaluate organization’s capabilities and tailor requirements management plan
    • Conduct individual assessment
    • Build a mentoring plan

Part 8: Build up the tool chest

  1. Techniques overview
  2. Techniques across life cycles and areas of focus
  3. Applying progressive elaboration to techniques
  4. Applying the right level of robustness
  5. Estimate variations
  6. Different applications for models
  7. Leveraging the diversity of tables
  8. Tools: homegrown, single purpose, transitional and end-to-end
  9. Technique challenges and opportunities        
    • Compare and contrast – same technique, different life cycle approaches
    • Communicate information 3 different ways
    • Apply low-fidelity vs. high-fidelity technique




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