Business Analysis Certification Training (IIBA, BCS, PMI)
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M1 — The Business Analysis Certification Landscape
Who certifies business analysts: IIBA, BCS, PMI and IREB
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What a certification proves: knowledge, experience, or attendance
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The three questions to ask before paying for any credential
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What a hiring manager does with a certificate and what they do with a portfolio
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What employers actually screen for at each career stage
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Cost, renewal and recertification across the main programmes
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M2 — IIBA, BCS and PMI-PBA Compared
IIBA: ECBA, CCBA and CBAP and the experience ladder behind them
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BCS: the Foundation, Practitioner and Expert path in the UK scheme
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PMI-PBA: 200 questions in four hours and a different domain split
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The BABOK against the PMI exam content outline, area by area
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Which credential travels better: employer perception and market coverage
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A side-by-side cost and eligibility comparison you can act on
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M3 — Entry-Level Certificates and Choosing Your Route
MOOC and vendor certificates: what the credential actually says
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A Google or Coursera style certificate against a professional credential
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Reading a certificate's fine print: attendance, assessment and expiry
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When a cheap certificate is worth the money and when it is not
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A decision tree: fresh graduate, career changer, experienced analyst
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Writing the certification line on a resume so it does the work
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M4 — The Analyst Artefact Set
The vision statement and the business objective behind it
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Business requirements: what the business needs, not what a user clicks
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User stories written as a sentence, a conversation and a criterion
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Acceptance criteria in Given, When, Then form
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The process model: swimlanes, steps, decisions and the exceptions
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The RACI for a change: one accountable name against every decision
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M5 — Elicitation: Getting the Real Requirement
Interviews that get past the first answer and the second answer
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Workshops: the agenda, the room and what you do with silence
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Observation and contextual enquiry: watching the work as it happens
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Surveys, questionnaires and the questions that return nothing
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Document analysis: reading a contract, a policy and a legacy screen
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Handling the stakeholder who asks for a solution instead of a need
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M6 — Analysis, Traceability and Modelling
Analysing what you gathered: separating the need from the request
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Prioritisation techniques and the trade-off you make explicit
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Process modelling: the notation, the levels and the decisions it hides
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Building the trace matrix: objective to requirement to test
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The requirements baseline and what changes when a change arrives
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Writing the analysis story for a review that has ten people in it
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M7 — Working with Delivery: UAT, Handover and Beyond
UAT: who writes the test, who runs it and who signs it off
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Preparing the business for testing and the defects that follow
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Handover to development and the questions that arrive on day one
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Working with developers without becoming a requirements gatekeeper
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Agile practice: stories, spikes and the analyst on a Scrum Team
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Change after go-live: the impact analysis nobody plans for
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M8 — Capstone: A Complete Analysis Pack for a Live Change
Capstone: analysing a real change from request to released scope
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Producing the vision, requirements, stories and acceptance criteria
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Running one elicitation workshop and recording the findings
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Delivering the process model, the RACI and the trace matrix
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Running the UAT handover session and recording the sign-off
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Writing the one-page analysis summary a director can read
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