Strategic Enterprise Analysis

Course Duration: 3 Days (8:30am-5:00pm)

Professional Development Units (PDU):21

Continuous Professional Development Points (CPD): TBC

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Learn How To

  • Identify core competencies for the organization
  • Model the AS-IS and TO-BE business architecture
  • Perform customer value analysis
  • Plan for process management
  • Establish the TO-BE enterprise architecture
  • Recognize the importance of service-oriented architecture
  • Manage the project portfolio
  • Perform impact analyses, risk analyses and feasibility studies
  • Prepare the decision package

 

Course Synopsis

Senior business analysts are increasingly involved in pre-project activities to ensure that solutions to business problems reflect the organization’s business strategy. Through strategic enterprise analysis, the senior business analyst becomes a vital contributor to helping the organization determine sound investments and enhance its project portfolio. These activities ensure the organization can maximize the return on investment, minimize duplication of efforts across the organization, and realign business operations to meet executive management’s strategy.

Strategic Enterprise Analysis is an advanced course designed to provide participants with the knowledge they need to begin working as part of an strategic enterprise analysis team. In particular, the course covers the major activities of strategic enterprise analysis that must be conducted to study the enterprise architecture. These activities include analyzing core competencies, performing customer value analysis, performing process management, examining the IT architecture, and evaluating the project portfolio. The course also examines the impact of service-oriented architecture (SOA) on the enterprise architecture. Throughout the course, participants learn how the senior business analyst can help prepare the organization for excellence in each of these activities and ensure that the necessary busi¬ness requirements are elicited, analyzed, documented, validated and communi¬cated. Process maps for each activity are emphasized to provide participants with a step-by-step approach for conduct¬ing strategic enterprise analysis.

After completing this course, participants will understand the steps for modeling the AS-IS and TO-BE business and enterprise architectures" to "modeling the AS-IS and TO-BE enterprise architectures. Participants also learn how the TO-BE architectures contribute..." to "Participants also learn how the TO-BE enterprise architecture contributes to the overall project portfolio. By conducting an impact analysis, risk analysis and feasibil¬ity study, participants will feel confident about presenting a business case for future investments that traces back to the busi¬ness strategy and provides true return on investment for the organization.

Recommendation: Prior to taking this course, you should have acquired the background as taught in How to Gather and Document User Requirements, Use Case Modeling and Process Modeling Management.

 

Course Topics

  1. Introduction to Strategic Enterprise Analysis
    1. What is strategic enterprise analysis?
    2. Identifying components of the enterprise architecture
    3. Planning for business rules, data management, and change management
    4. Identifying core competencies
  2. Enterprise Architecture
    1. Creating the enterprise architecture project plan
    2. Modeling the AS-IS and TO-BE enterprise architectures
    3. Performing an impact analysis and feasibility study
    4. Documenting the business case for the “TO-BE” enterprise architecture in the decision package
  3. Customer Value Analysis
    1. What is customer value analysis?
    2. Performing customer value analysis
    3. Using customer value analysis to improve the enterprise architecture
  4. Process Management
    1. What is process management?
    2. Creating a process improvement project plan in support of the TO-BE enterprise architecture
    3. Documenting the business case for new processes
  5. IT Architecture
    1. What is IT architecture?
    2. Create the IT architecture project plan
    3. Modeling the AS-IS and TO-BE IT architecture
    4. Ensuring the IT architecture supports the other components of the enterprise architecture
    5. Documenting the business case for the “TO-BE” IT architecture
  6. Service-Oriented Architecture (SOA)
    1. What is SOA?
    2. Ensuring SOA supports the enterprise architecture
    3. Defining requirements for SOA
  7. Portfolio Management
    1. What is portfolio management?
    2. Selecting projects to implement the TO-BE enterprise architecture
    3. Ensuring projects support the business strategy

 

Professional Development Units

PDUs:

21.0