Business analysts, business managers and their staff, business change managers, project managers and developers.
There are no prerequisites for this course.
3 days. Lecture presentations are supported by group practical work which allows discussion, reinforcement of learning and enhancement of the understanding process.
This course has been independently developed but follows the BCS Business Analysis Foundation syllabus. Course fees do not include the BCS examination which may be taken at any PearsonVUE testing centre. At the end of the course, delegates should be able to demonstrate knowledge and understanding of business analysis principles and techniques in the following areas:
- The role and competencies of a business analyst.
- Strategy analysis.
- Business system and business process modeling.
- Stakeholder analysis.
- Investigation and modelling techniques.
- Requirements engineering.
- Business case development.
- Management of business change.
What is Business Analysis?
The origins of business analysis.
The development of business analysis.
The scope of business analysis work.
Taking an holistic approach.
The role and responsibilities of a business analyst.
The Competencies of a Business Analyst
Behavioural skills and personal qualities.
The development of competencies.
The context for strategy.
The definition of strategy.
External environment analysis – PESTLE and Porter's 5-Forces model.
Internal environment analysis – MOST, Resource Audit and Boston Box.
Executing strategy – McKinsey 7-S Model, the Balanced Business Scorecard, critical success factors, key performance indicators.
The Business Analysis Process Model
An approach to problem-solving.
Stages of the business analysis process model.
Objectives of the process model stages.
Procedure for each process model stage.
Techniques used within each process model stage.
Documenting the current business situation.
Stakeholder Analysis and Management
Stakeholder categories and identification.
Stakeholder management strategies.
Understanding stakeholder perspectives.
Business activity models.
Modelling Business Processes
An alternative view of an organisation.
The organisational view of business processes.
Analysing the as-is business process model.
Improving business processes (to-be business process).
Defining the Solution
Introduction to business architecture.
Definition of business architecture.
Business Architecture techniques.
Making a Business and Financial Case
The business case in the project lifecycle.
Assessing project feasibility – Business, Technical and Financial feasibility.
Structure of a business case.
Investment appraisal - Payback, Discounted Cash Flow and Internal rate of return.
Establishing the Requirements
A framework for requirements engineering.
Actors in requirements engineering.
Documenting and Managing Requirements
The requirements document.
The requirements catalogue.
Modelling system functions – use case diagrams.
Modelling system data - entity relationship diagrams, class models.
Delivering the Requirements
Delivering the Solution.
Lifecycles - waterfall, V model, incremental, iterative.
Delivering the Business Solution
BA role in the business change lifecycle.