This course can be tailored to your needs for private, onsite delivery at your location.
ASPE is an IIBA Endorsed Education Provider of business analysis training. Select Project Delivery courses offer IIBA continuing development units (CDU) in accordance with IIBA standards.
This course offers 21.00 IIBA CDUs.
NASBA continuing professional education credits (CPE) assist Certified Public Accountants in reaching their continuing education requirements.
This course offers 21.00 NASBA CPEs.
Select courses offer Leadership (PDU-L), Strategic (PDU-S) and Technical PMI professional development units that vary according to certification. Technical PDUs are available in the following types: ACP, PBA, PfMP, PMP/PgMP, RMP, and SP.
This course offers:
17.00 PMP/PgMP Technical PDUs
17.00 PMI-PBA Technical PDUs
2.00 PMI Strategic PDUs
2.00 PMI Leadership PDUs
Enterprises are looking for ways to dramatically reduce time-to-market for new products and services, improve the integration of business silos, increase the sharing of information across the enterprise, reduce the cost of technology support and increase the productivity of operations. These enterprise-wide opportunities drive many initiatives including quality driven, technology driven, process improvement driven, and information driven.
Many of these initiatives will take years to implement while changing the enterprise paradigm to effectively utilize the result. Managers tend to be assigned to these initiatives without the knowledge or skills to make them successful. Be ready for these enterprise initiatives or start your own innovation initiative! Begin with this workshop to help managers drive to solutions and assure business value during the movement from strategy to tactical. This workshop exposes the participant to various enterprise initiatives that may be driven either by the business or technology domains. Participants will learn to identify the right approach to use based on initiative characteristics and practice many of those techniques in the workshop.
- Upcoming Dates and Locations
Guaranteed To Run
- Course Outline
1. Enterprise Key Concepts
Know what others are doing. Best practices are brought out for discussion. Key definitions and artifacts are compared to your reality. You will be exposed to enterprise frameworks and class discussions will help you determine how they are or might be used in your organization with the collaboration of key stakeholders.
Activity: Term and artifact real-life gap assessment
Activity: Which framework would you use and why for each scenario?
Activity: Determine what is needed from stakeholders and what is needed from you
- Speak the Enterprise Language
- Enterprise Frameworks
- Collaborate with Enterprise Stakeholders
2. Creating an Architecture
There is a general approach to creating any architecture. We will step through the approach, and test it based on the different types that are relevant to the participants in the workshop.
Activity: Define architecture requirements based on a scenario or your own real-life scenario
Activity: Based on the previous scenario, which artifacts and components would you create?
Activity: Build a roles and responsibility chart for the creation of ongoing changes for the architecture
- Architecture Requirements
- Components of an Architecture
- Determine What to Leverage
- Create Artifacts (Static or Dynamic, Granularity Level)
- Inventory for Reuse
- Apply Tools and Techniques
- Needed Reviews and Approvals
- Architecture Development Roadmap (High Level Plan)
- Architecture Transition Roadmap (Iterations to Future State)
3. Looking for Opportunities
Regardless of your role, everyone should be making problems visible and looking for opportunities. But where do you look and how do you know one when you see one? Yes, getting the right data may take some time and money. But how do we know we are making the right decisions as executives? According to LEAN principles, we need to focus on creating value, eliminate waste, make problems visible, embrace scientific problem solving and don't forget about the people! If we embrace these principles we can adapt to change and make the right decisions.
Activity: Given an extract from various models, what opportunities do you see?
Activity: Given an artifact extract, what problems can you identify or what questions might you ask?
Activity: Given a set a problems, how would you analyze them and what opportunities do you see?
- Opportunities to Improve Business and Enterprise Architecture
- Checking the Business and Technology Domains
- Problem Identification and Visibility
4. Analysis at the Enterprise Level
Here we exploit business analysis activities. We start with eliciting high level requirements for the solution by facilitating the future state and uncovering the solution scope boundaries. Further high level solution idea generation and solution assessment will help us to provide an initial estimate.
Activity: How would you present this opportunity to the following executives?
Activity: Define which SUD characteristics drive specific methods and techniques
Activity: Apply one technique to assess solution alternatives based on a scenario
- Uncover Business Requirements
- Assess Impacts
- Use Benchmarks and Surveys
- Define System Under Discussion (SUD) Characteristics
- Generate and Assess Solution Alternatives
5. Justifying and Communicating the Solution
At the enterprise level, some justification is necessary to obtain funding and resources in addition to providing a method to equally compare and prioritize the businesses portfolios. The opportunity assessments and analysis conducted in previous workshop sessions will provide the necessary information to justify moving forward.
Activity: Which of these scenarios should have a feasibility study conducted?
Activity: Define the right criteria for the situation
- Creating a Business Case and Feasibility Study
- Organizational Acceptance of the Solution
- Tracking Business Value
- Assisting in Prioritization Efforts
6. Ongoing Iterations to Architectures
Architectures must adapt to the changing business and technical environment in order to support innovation and competition. Walls must be broken down to keep architectures valuable to the enterprise by being dynamic in ways that allow flexibility and scalability.
Activity: Based on selected architecture, flowchart a change control process
- Portfolio Management
- Business Drivers
- Architecture Dependencies
- External Triggers
- Value Chain Impacts
- Planning for Flexibility
7. Practice, Practice, Practice
Participants will not walk away without trying out the approaches and techniques as discussed through the previous session. Teams will be structured and provided with different opportunities to select from. Based on the scenario, each team will be required to:
- Identify their Approach (review with instructor before continuing)
- Define High-Level Requirements and Scope
- Identify Solution Alternatives and a Recommended Solution
- Evaluate the Value Chain for Impacts
- Assess Impact to Architectures
- Present to the Executive Committee for Approval to Move Forward
- Who should attend
Anyone who needs the enterprise view of the business and wants to assure the business' strategies is realized regardless of whether you reside in the business domain or technology domain. Such as:
- Business Analysts
- Business or Functional Managers
- Technical Architects (Application, Infrastructure or Information)
- Product and Process Owners
- Enterprise Program Management Office (EPMO) Resources, Program Managers or Project Managers