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AI Foundations Business Analysis & Project Management
12 weeks · BAPM · no technical background needed

Work out what to build. Then get it delivered.

Two halves of the same job, taught together because that is how they are done. Business analysis works out what is actually needed and why. Project management gets it built, on time, with the receipts. In most organisations one person does both, and this is that person.

Join the waitlist See the twelve weeks
12 weeksDefine it, then deliver it
LiveSmall cohort, taught in real time
Two rolesAnalysis and delivery, one course
Project failure
37%
traces to unclear requirements
You finish with
2 packs
requirements, and a delivery record
Taught live, never recorded
Define, plan, deliver, prove
01Why this field

Wrong thing, built beautifully. Right thing, delivered late.

Both failures cost the same money and neither is visible until it is too late. The two roles that prevent them are usually held by the same person, which is why they are taught together here. Public industry figures, each one sourced.

37% Of failed projects Name inaccurate requirements as a primary cause of failure, ahead of technology and budget. PMI Pulse of the Profession
Top 15 Fastest growing roles Analysts and project professionals both sit among the roles employers expect to grow this decade. World Economic Forum, Future of Jobs
Every sector Not just technology Banking, health, government and logistics all run projects and all hire for both skills. This travels further than most. IIBA industry surveys
No degree Usually required Both roles are hired on evidence of clear thinking and written work, which you can build in twelve weeks. IIBA competency research

Figures describe the industry, not Brixgate outcomes. We are a new programme and we do not have placement statistics to quote yet. When we do, they will appear here with the same sourcing.

A cohort working through a problem together
Most of this is done with other people Interviews, workshops and disagreements. The cohort is where you practise those before doing them at work.
02What the work looks like

Two halves, and the seam between them.

Somebody asks for something. First you find out what they actually need and write it so nobody has to guess. Then you plan the work, run it when it goes sideways, and can show afterwards what happened and why. Most courses teach one half and leave you to discover the other on the job.

What you are handed

"We need a dashboard so management can see what is going on."

Reasonable sounding, and impossible to build. Which management, seeing what, deciding what, and how would anyone know if it worked?

No user named No decision No measure of done Solution, not problem
What you hand over

Regional managers need to spot stock running out before it does.

  • Who
    Eleven regional managers, checking on a phone, most often on a Monday morning.
  • Decision
    Whether to move stock between branches this week.
  • Needs
    Days of cover per item per branch, flagged under a threshold they set.
  • Done when
    A manager can answer "which branch do I move stock to" in under a minute.
  • Not doing
    Forecasting, supplier ordering, anything historical beyond twelve weeks.
What you can show afterwards

Shipped in nine weeks. Two of them late, and the record says why.

  • Plan
    The sequence you started with, and what depended on what.
  • What moved
    Week four, the data was dirtier than anyone admitted. Scope cut, agreed in writing.
  • Risks
    The three you raised early, and which of them actually happened.
  • Decisions
    Who agreed what and on what date, so nobody relitigates it in month three.
  • Handover
    What the eleven managers can now do that they could not before.
03Who it is for

If you are the person who asks the awkward question, you already have the instinct.

This is you

Twelve weeks will suit you

  • You sit between the people who want things and the people who build them.
  • You like asking why, and are comfortable doing it more than once in a meeting.
  • You write clearly, or want to, because most of this job ends up on a page.
  • You can find five hours a week for three months.
This is not you

Look elsewhere in Foundations

  • You want to run the delivery rather than define it. Project Management is the neighbouring twelve weeks.
  • You want to answer questions with data yourself. Data Analytics runs eight weeks.
  • You would rather avoid meetings. A great deal of this job is conversations with people who disagree.
04The twelve weeks

One real problem, carried from first conversation to delivered.

You pick a problem in week one and it stays with you. First you work out what is actually needed, then you plan and run the delivery of it. By week twelve you have both halves on paper, and you have defended them to people who pushed back.

WEEKS 01 — 04

Finding out what is true

People describe solutions, not problems, and they describe the process they wish they followed rather than the one they do. Getting underneath that is a learnable technique.

InterviewingAsking so people tell you what actually happens.
Watching the workObserving the real process, not the documented one.
StakeholdersWho decides, who is affected, who is quietly ignored.
The real problemSeparating the ask from the need behind it.
WEEKS 05 — 08

Writing it down, then planning it

A requirement that can be read two ways will be built the wrong way. This phase turns the ask into something precise, then turns that into a plan: what happens in what order, what depends on what, and where it will realistically slip.

RequirementsWritten so they cannot be read two ways.
Process mapsDrawing how work flows, and where it stalls.
AcceptanceDefining done before anybody starts building.
Planning itSequence, dependencies and the estimate you can defend.
WEEKS 09 — 12

Running it when it goes wrong

Every plan meets the week it goes sideways. This is where AI arrives, and where the work gets political: holding the line when someone senior wants something else, and keeping a record that survives the argument afterwards.

AI as a drafterFast first drafts, and the review that has to follow.
When it slipsRe-planning in public, and cutting scope on the record.
Risk and statusReporting that is useful rather than reassuring.
Both packsPresented to the cohort and argued with.
05What you leave with

Two documents you can hand somebody, and the reasoning behind both.

01

A requirements pack

For a real problem, with process maps, acceptance criteria and an explicit list of what is out of scope.

02

A delivery record

The plan, what moved and why, the risks you called early, and the decisions with dates against them.

03

The nerve to push back

Saying "that is a solution, what is the problem" to someone senior, and later "that date is not real", with the evidence to make both land.

Miro Jira Confluence Notion Claude

Free tiers cover everything the twelve weeks require. Tools change between employers; the thinking does not.

06Cohorts

When the next one runs.

Cohorts are kept small on purpose. Dates below come straight from our scheduling system, so what you see here is what is actually open.

07FAQ

Questions people
actually ask

Still unsure? Message us on WhatsApp and a human will answer.

Waitlist

Places go to the list first.

Cohorts are small on purpose. When the next Business Analysis intake opens, the waitlist hears before the site does.

Dates, timetable and pricing sent before they go public.
First refusal on seats in the next cohort.
No commitment, and nothing to pay to hold your place.

We only use this to tell you when Business Analysis opens. No newsletter, and you can ask us to remove you at any time.

You are on the list.

We will email you the dates, the timetable and the pricing for the next Business Analysis cohort before any of it goes on the site.

08The rest of Foundations

Analysis sits next to delivery.

A lot of people take this alongside Project Management, because defining the work and running it are two halves of the same problem.