Requirements Management Classroom Live Eagan, MN April 30, 2018

Price: $1,395

This course runs for a duration of 2 Days.

The class will run daily from 9:00am CST to 5:00pm CST.

Class Location: Knowledge Transfer - Eagan, MN.

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Description

Overview

In this business analysis course, you will learn how to manage requirements and requirement designs throughout the whole solution development life cycle, using a structured and standardized approach based on latest “Business Analysis Body of Knowledge” (BABOKTM) from IIBATM and various sources from PMITM.

Requirements Life Cycle Management is one of the six knowledge areas identified in BABOKTM and describes the tasks required to manage and maintain requirements and design information from their inception to their retirement. These tasks include establishing and maintaining meaningful traceability between related requirements, designs, and other related elements/components, maintaining requirement attributes/properties, prioritizing requirements, assessing impacts of requirements and/or requirement changes, and gaining consensus and approval on which requirements/designs to implement.

The purpose of requirements life cycle management is to ensure that:

business, stakeholder, and solution requirements and designs are aligned to one another
requirements attributes/properties (e.g. status, priority, etc.) are well maintained/tracked, communicated, and understood by all stakeholders
solution implements requirements/designs that are in-scope and have been approved
project teams have the required means and information to assess impact of proposed requirements and requirement changes
targeted requirements/designs are developed and maintained for reuse (within or across projects)

Trace requirements' relationships to/from other requirements and to/from other elements upstream (e.g. enterprise goals/objectives, mission/vision, values) and/or downstream (e.g. design/architecture, implementation components, testing, etc.)

Capture/maintain requirements' attributes (e.g. type, status, functional area, release, complexity, etc.)

Assess and prioritize requirements (e.g. based on value to organization, value to customers, compliance, risks, etc.)

Manage changes to requirements (e.g. identify and assess requests to change, analyze/document changes, create a business case, evaluate and approve changes, monitor change implementation, track changes, etc.)

Manage project/product scope (e.g. define scope, agree/approve changes, avoid scope creep/gold plating)

Plan, monitor and control implementation of requirements/design

Manage requirements quality (e.g. identify missing/incomplete and/or bad requirements)

Analyze impact of proposed changes to requirements/design

Plan/optimize resource utilization

Reuse requirements within and across projects and solutions

Who should attend:

People who need to learn how to do it:

Business Analysts
any professional acting in the Business Analyst role

People who need to understand it:

Project and/or Program Managers
System Engineers (Analysts, Architects/Designers, Programmers/Database, etc.)
Testers/QA
Business partners

Course Overview

1. Business Analysis: Overview, Core Concepts

What is a Requirement?
Project vs. Product Requirements
Requirements Engineering Overview
Cost of Requirements Errors
Business Analysis Core Concepts Model (BACCMTM)
Requirement Levels and Requirement Types
Systems Thinking
SDLC Phases and Artifacts; Examples
Knowledge Areas, Tasks, and Task Definition (Inputs/Outputs, Stakeholders, Guidelines & Tools, Other factors to consider)

2. Introduction to RLCM: Core Concepts

Purpose
RLCM and the BACCMTM
RLCM Tasks:
- Trace Requirements
- Maintain Requirements
- Prioritize Requirements
- Assess Requirement Changes
- Approve Requirements

3. RLCM in the BA Context/Big Picture

Where does RLCM fit in the SDLC framework (spectrum)?
RLCM and the BA Core Concepts Model
IIBA vs. PMI

4. Task: Trace Requirements

Purpose (WHY)
Stakeholders (WHO)
Inputs, Activities, Outputs (WHAT)
Process, Guidelines, Tools, and Techniques (HOW)
Knowledge Check and Practice

5. Task: Maintain Requirements

Purpose (WHY)
Stakeholders (WHO)
Inputs, Activities, Outputs (WHAT)
Process, Guidelines, Tools, and Techniques (HOW)
Knowledge Check and Practice

6. Task: Prioritize Requirements

Purpose (WHY)
Stakeholders (WHO)
Inputs, Activities, Outputs (WHAT)
Process, Guidelines, Tools, and Techniques (HOW)
Knowledge Check and Practice

7. Task: Assess Requirements Changes

Purpose (WHY)
Stakeholders (WHO)
Inputs, Activities, Outputs (WHAT)
Process, Guidelines, Tools, and Techniques (HOW)
Knowledge Check and Practice

8. Task: Approve Requirements/Design

Purpose (WHY)
Stakeholders (WHO)
Inputs, Activities, Outputs (WHAT)
Process, Guidelines, Tools, and Techniques (HOW)
Knowledge Check and Practice

9. RLCM's relationships with other KAs

Strategy Analysis
Requirements Analysis & Design Definition
Solution Evaluation
Elicitation and Communication
BA Planning and Monitoring
RLCM [iterative & incremental]

10. RLCM in the context of related BA Perspectives:

RLCM in Agile
RLCM and Business Architecture

RLCM according to PMI

Overview of PMI’s approach on RLCM
PMI Publications, Resources
PMI-PBA Certification
Business Analysis Domains
Requirements Management and Change
Tasks covering/related to RLCM:
- Business Analysis Planning
- Requirements Elicitation and Analysis
- Traceability and Monitoring

Class Demos, Exercises, and Case Study

Demonstrate (instructor) and practice (students) the topics covered in class, using Hands-on activities, examples, and case study
Many individual, team, and whole-class exercises and discussions to check for understanding, review and apply/expand acquired knowledge and skills

Appendix:

Case Study Information/Hand-outs
Abbreviations, Glossary

Prerequisites

Course Comments

You will earn 12 PDUs after successful completion of the course

Group Rate:

(per registrant, 2 or more)
$1295
Registrations must be made at the same time to receive discount)

If class start date is less than 5 business days from today, please call for pricing.