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Home - Lessons - Business Analysis Certification Training (IIBA, BCS, PMI) - M1 — The Business Analysis Certification Landscape - What a hiring manager does with a certificate and what they do with a portfolio

Business Analysis Certification Training (IIBA, BCS, PMI) What a hiring manager does with a certificate and what they do with a portfolio

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

What a certification proves: knowledge, experience, or attendance

The three questions to ask before paying for any credential

What a hiring manager does with a certificate and what they do with a portfolio

What employers actually screen for at each career stage

Cost, renewal and recertification across the main programmes

M2 — IIBA, BCS and PMI-PBA Compared

IIBA: ECBA, CCBA and CBAP and the experience ladder behind them

BCS: the Foundation, Practitioner and Expert path in the UK scheme

PMI-PBA: 200 questions in four hours and a different domain split

The BABOK against the PMI exam content outline, area by area

Which credential travels better: employer perception and market coverage

A side-by-side cost and eligibility comparison you can act on

M3 — Entry-Level Certificates and Choosing Your Route

MOOC and vendor certificates: what the credential actually says

A Google or Coursera style certificate against a professional credential

Reading a certificate's fine print: attendance, assessment and expiry

When a cheap certificate is worth the money and when it is not

A decision tree: fresh graduate, career changer, experienced analyst

Writing the certification line on a resume so it does the work

M4 — The Analyst Artefact Set

The vision statement and the business objective behind it

Business requirements: what the business needs, not what a user clicks

User stories written as a sentence, a conversation and a criterion

Acceptance criteria in Given, When, Then form

The process model: swimlanes, steps, decisions and the exceptions

The RACI for a change: one accountable name against every decision

M5 — Elicitation: Getting the Real Requirement

Interviews that get past the first answer and the second answer

Workshops: the agenda, the room and what you do with silence

Observation and contextual enquiry: watching the work as it happens

Surveys, questionnaires and the questions that return nothing

Document analysis: reading a contract, a policy and a legacy screen

Handling the stakeholder who asks for a solution instead of a need

M6 — Analysis, Traceability and Modelling

Analysing what you gathered: separating the need from the request

Prioritisation techniques and the trade-off you make explicit

Process modelling: the notation, the levels and the decisions it hides

Building the trace matrix: objective to requirement to test

The requirements baseline and what changes when a change arrives

Writing the analysis story for a review that has ten people in it

M7 — Working with Delivery: UAT, Handover and Beyond

UAT: who writes the test, who runs it and who signs it off

Preparing the business for testing and the defects that follow

Handover to development and the questions that arrive on day one

Working with developers without becoming a requirements gatekeeper

Agile practice: stories, spikes and the analyst on a Scrum Team

Change after go-live: the impact analysis nobody plans for

M8 — Capstone: A Complete Analysis Pack for a Live Change

Capstone: analysing a real change from request to released scope

Producing the vision, requirements, stories and acceptance criteria

Running one elicitation workshop and recording the findings

Delivering the process model, the RACI and the trace matrix

Running the UAT handover session and recording the sign-off

Writing the one-page analysis summary a director can read

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