Business analysts, systems analysts and anyone involved in the analysis, investigation or improvement of business systems and processes.
Attendance on the Business Analysis Foundation course or equivalent knowledge and experience.
Three 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 Practice syllabus. Course fees do not include the BCS examination. At the end of the course, delegates should be able to:
- Describe how a business strategy is developed.
- Apply strategic analysis techniques.
- Explain the need for project discipline.
- Explain techniques to investigate an organisation's business systems.
- Describe an approach to improving business systems.
- Explain the importance of stakeholder management and use a stakeholder analysis technique.
- Use techniques for the analysis and conceptual modelling of business systems.
- Describe how recommendations for business improvement may be identified.
- Describe the contents of a rigorous business case for the development and implementation of business changes.
- Identify costs, benefits, impacts and risks for an option in a business case.
A lifecycle for business change – alignment, definition, design, implementation and realisation.
The role of the Business Analyst within the lifecycle for business change.
Other roles within the lifecycle for business change.
The framework for business analysis activities.
Understanding the Strategic Context
Internal environment analysis.
External environment analysis.
Critical Success Factors and Key Performance Indicators and Performance Targets.
The Balanced Business Scorecard as a framework for identifying Critical Success Factors and Key Performance Indicators.
Project Discipline for Business Analysis Studies
Terms of Reference/Project Initiation.
Business and project objectives.
Understanding the Situation/Issues
Overview of investigative techniques.
Representing a holistic view of the business situation.
Analysing Stakeholder Perspectives
Identifying different perspectives.
Analysing and Modelling Business Activities
Developing a conceptual business activity model from a perspective:
• Identifying activities.
• Identifying dependencies.
Identifying business events:
Analysing business rules:
• External constraints.
• Internal policies.
• Internal procedures.
Building consensus by resolving conflicts.
Identifying Potential Solutions
Gap analysis – comparing the ideal and existing systems.
Defining a new business model.
Identifying IS/IT requirements to support the new business model.
Making the Business Case
Structure of a business case.
Identifying and shortlisting options for business change.
Identifying and categorising costs and benefits.
Identifying and categorising risks and approaches to their management.
The lifecycle for the business case.