This course provides everything you need to get started in your career in business analysis.
Our courses focus on how analysis is performed in the real world, and they're full of examples, case studies and lessons learned from actual Business Analysts on the job.
This is a perfect first course in any business analysis curriculum.
1. Business Analysis
4. Forming Requirements
5. Transforming Requirements
6. Finalizing Requirements
7. Managing Requirements Assets
Stakeholders are the Business Analyst's best friends. This lecture covers the most common types.
Working with stakeholders effectively requires knowing what they need. This lecture covers their typical needs and interests.
How do you handle situations where stakeholders have conflicting interests? Can you satisfy the needs of all parties?
This lecture provides a bird's eye view of waterfall and agile methodologies.
What's a project, and what are its parts? Watch this lecture to find out.
How are products created, and how does a BA get involved? This lecture covers the lifecycle of the product.
Requirements also have lifecycles. Watch this lecture for an overview of the IIBA's requirements lifecycle model.
If you found the IIBA's model to be too dense, try Seventh Morning's RDM -- simple and easy-to-use.
What is a requirement, and what do they look like? Find out in this lecture.
Do you want to be a good Business Analyst? Then you must write good requirements. This lecture shows you what to look out for.
This lecture covers business requirements: what they look like and where they come from.
This lecture covers user requirements, requirements for (and often from) your users.
This lecture covers functional requirements, probably the largest volume of requirements you'll write.
This lecture covers nonfunctional requirements. Overlook this type of requirement at your own risk!
Requirements come from stakeholders… but are they the only source?
Great, in-depth advice on how to conduct one-on-one interviews.
Group interviews are just like one-on-one interviews… except for all their differences. This lecture shows you how to do them effectively.
The pros and cons of different types of documents, along with the instructors advice on how to overcome their shortcomings.
Business Analysts don't just write requirements! Analysis itself is where the BA adds the most value. This lecture tells you why.
Thinking about stuff is the most commonly used analysis technique performed today.
Performing a stakeholder needs analysis is one of the best ways to overcome conflicting requirements. This lecture shows you the steps.
Decomposition is a critical tool for Business Analysts. This lecture shows you how to perform one (with examples).
Having trouble understanding the role of a requirement in the larger picture? Additive/subtractive analysis can help you out.
Gap analyses help you draw a roadmap to get you (and your organization) where you need to go. This lecture shows you how to do them.
If you don't know what UML and BPMN are, you need to watch this lecture.
Flowcharts are the most basic tool of the Business Analyst. This lecture shows you how to master them.
What's better than a plain old flowchart? A swim lane flowchart. Here's how you make them.
Entity-relationship diagrams help you analyze how "entities" relate to each other -- a key part of solution design. Here's how to create them effectively.
State transition diagrams are a hidden gem in the Business Analyst's toolbox. This lecture provides an introduction to the method.
Data flow diagrams are powerful tools for illustrating how data moves around the organization. This lecture shows you how to create them.
Use case modeling is one of the most commonly used tools in business analysis today. This lecture gives you a quick overview to get you started.
Business Process Modeling is a major part of many Business Analysts' jobs. This lecture introduces you to the actors, process steps, tools and information that comprise it.
Ten tips for new presenters (and reminders for the rest of us).
What's the most effective way to guide your stakeholders through a requirements document?
If you just read your requirements document to your stakeholders, you'll lose their interest. This lecture gives advice on how to present each type of requirement.
Diagrams and models can be challenging to present and explain to stakeholders. Here is a case-by-case approach for each type.
How to handle the questions, answers and criticism that naturally arise during the requirements walk-through.
Going into a walk-through without discussing the requirements with key stakeholders beforehand can cause you major headaches. This lecture gives you a method for gaining their acceptance.
Prioritizing requirements is a commonly-missed task by many Business Analysts. This lecture covers a simple and effective approach to getting it done.
The job of the Business Analyst isn't over when the requirements are approved. This lecture covers some key remaining tasks.
Change control can make or break a product. Here is an overview of what you have to do post-approval.
This lecture covers two types of requirements tools with common features.
Don't skip this lecture! Here is where you will find a number of helpful resources.
Here you can find all the course downloads, along with a walkthrough of the Seventh Morning requirements template.
Overview of the course scenario.
Here, you'll get to listen to our Business Analyst interviewing the project sponsor, plus a critique of what was done well (and not done well).
In this lecture, we'll step through the documentation process, based on the notes our Business Analyst has taken.
Quick discussion of our approach to analyzing and modeling the requirements.
In this lecture, we'll step through a stakeholder needs analysis.
In this lecture, we'll do a partial decomposition of the Product Line Sales Report.
In this lecture, we will review a swim lane flowchart that describes the scenario's process.
Walk-through of the draft requirements document. Be sure to download this from the lecture's additional resources!
Don Hussey serves as Managing Director of Client Service and Business Development for Seventh Morning LLC.
Prior to founding Seventh Morning, Mr. Hussey was Senior Vice President of Global Internet Strategy for a global financial institution. In this role, he drove online strategy for the private bank, oversaw all business analysis and project management for the bank’s online channel, and overhauled the way these functions were run.
Before this role, Mr. Hussey was a star Project Manager/Business Analyst with a major investment bank. There, he managed the delivery of numerous critical projects and participated on teams that reengineered the project oversight process and introduced user-focused development disciplines.
Earlier in his career, Mr. Hussey held various roles in sales and sales management, client service, operations, and technology.