Business Analysis
by Debra Paul, James Cadle, Malcolm Eva
4th Edition
Publisher: BCS, The Chartered Institute for IT
Book Details
| Print ISBN | 9781780175102 |
| eText ISBN | 9781780175126 |
| Publisher | BCS, The Chartered Institute for IT |
| Publishing Year | 2020 |
| Edition | 4th Edition |
| Language | English |
| Pages | 436 |
Business Analysis, 4th Edition, published by BCS, The Chartered Institute for IT, guides readers through the business change lifecycle. The textbook frames business analysis as an essential discipline within transformation initiatives to prevent project failure, unnecessary disruption, and wasted investment.
The volume examines the broader change landscape, detailing analyst services, lifecycles, and techniques that aid analytical thinking, visualization, and modeling. It addresses core responsibilities including investigating business situations, managing stakeholders, and improving business processes.
Created to support the BCS Business Analysis Certification Portfolio, the text serves as a developmental resource for analysts and a reference for professionals driving or enabling organizational change.
Table of Contents
Chapter 1: WHAT IS BUSINESS ANALYSIS?
- • INTRODUCTION
- • THE ORIGINS OF BUSINESS ANALYSIS
- • THE DEVELOPMENT OF BUSINESS ANALYSIS
- • BUSINESS ANALYST ROLE DEVELOPMENT
- • THE RANGE OF ANALYSIS ACTIVITIES
- • BUSINESS ANALYSIS PRINCIPLES
- • THE BUSINESS ANALYSIS MATURITY MODEL
- • THE BUSINESS ANALYSIS SERVICE
- • VARIANTS OF THE BUSINESS ANALYST ROLE
- • PROFESSIONALISM AND BUSINESS ANALYSIS
- • THE FUTURE OF BUSINESS ANALYSIS
- • SUMMARY
- • NOTES
Chapter 2: THE COMPETENCIES OF A BUSINESS ANALYST
- • INTRODUCTION
- • PERSONAL QUALITIES
- • BUSINESS KNOWLEDGE
- • PROFESSIONAL TECHNIQUES
- • DEVELOPING BUSINESS ANALYSIS SKILLS
- • INDUSTRY QUALIFICATIONS
- • SUMMARY
- • NOTES
- • APPENDIX: SFIA DESCRIPTION OF BUSINESS ANALYSIS SKILL
Chapter 3: THE STRATEGIC CONTEXT FOR BUSINESS ANALYSIS
- • INTRODUCTION
- • WHAT IS STRATEGY?
- • THE IMPORTANCE OF STRATEGY
- • BUSINESS ANALYSIS AND THE STRATEGIC CONTEXT
- • DEVELOPING STRATEGY
- • UNDERSTANDING THE STRATEGIC CONTEXT
- • STRATEGY ANALYSIS: EXTERNAL ENVIRONMENT
- • STRATEGY ANALYSIS: INTERNAL ENVIRONMENT
- • STRATEGY ANALYSIS: SWOT ANALYSIS
- • STRATEGY EXECUTION
- • EA
- • THE IMPORTANCE OF STRATEGIC ALIGNMENT
- • SUMMARY
Chapter 4: THE BUSINESS ANALYSIS SERVICE FRAMEWORK
- • INTRODUCTION
- • THE BUSINESS ANALYSIS SERVICE FRAMEWORK
- • SITUATION INVESTIGATION AND PROBLEM ANALYSIS
- • FEASIBILITY ASSESSMENT AND BUSINESS CASE DEVELOPMENT
- • BUSINESS PROCESS IMPROVEMENT
- • REQUIREMENTS DEFINITION
- • BUSINESS ACCEPTANCE TESTING
- • BUSINESS CHANGE DEPLOYMENT
- • STAKEHOLDER ENGAGEMENT
- • THE STRATEGIC CONTEXT FOR THE BA SERVICE
- • AN APPROACH TO PROBLEM SOLVING
- • SUMMARY
- • NOTE
Chapter 5: INVESTIGATING THE BUSINESS SITUATION
- • INTRODUCTION
- • BACKGROUND RESEARCH
- • INVESTIGATION TECHNIQUES
- • WORKSHOPS
- • FOCUS GROUPS
- • OBSERVATION
- • INTERVIEWS OR MEETINGS
- • SCENARIOS
- • PROTOTYPING
- • USER ROLE ANALYSIS
- • STORYTELLING
- • QUANTITATIVE APPROACHES
- • APPLICABILITY OF INVESTIGATION TECHNIQUES
- • RECORDING BUSINESS SITUATIONS AND ISSUES
- • SUMMARY
Chapter 6: ANALYSING AND MANAGING STAKEHOLDERS
- • INTRODUCTION
- • STAKEHOLDER CATEGORIES
- • ANALYSING STAKEHOLDERS
- • STAKEHOLDER MANAGEMENT STRATEGIES
- • MANAGING STAKEHOLDERS
- • STAKEHOLDER RESPONSIBILITIES: RACI AND RASCI CHARTS
- • SOCIAL MEDIA AND STAKEHOLDER MANAGEMENT
- • UNDERSTANDING STAKEHOLDER PERSPECTIVES
- • SUMMARY
Chapter 7: IMPROVING BUSINESS SERVICES AND PROCESSES
- • INTRODUCTION
- • THE ENTERPRISE LEVEL
- • AN EXTENDED SIPOC VIEW OF THE ENTERPRISE
- • BUSINESS PROCESS MODELS: EVENT-RESPONSE LEVEL
- • BUSINESS PROCESS MODELS: ACTOR-TASK LEVEL
- • THE BUSINESS PROCESS HIERARCHY
- • ANALYSING ‘AS IS’ BUSINESS PROCESSES
- • IMPROVING BUSINESS PROCESSES
- • PROCESS MEASUREMENT
- • SUMMARY
Chapter 8: DEFINING THE SOLUTION
- • INTRODUCTION
- • THE GAP ANALYSIS PROCESS
- • USE OF POPIT IN GAP ANALYSIS
- • FORMULATING OPTIONS
- • DESIGN THINKING
- • SUMMARY
Chapter 9: MAKING THE BUSINESS CASE
- • INTRODUCTION
- • WHEN TO PRODUCE A BUSINESS CASE
- • THE BUSINESS CASE IN THE LINEAR LIFECYCLE
- • ASSESSING FEASIBILITY
- • STRUCTURE OF A BUSINESS CASE
- • INVESTMENT APPRAISAL
- • PRESENTATION OF A BUSINESS CASE
- • BUSINESS CASES WITHIN AN AGILE CONTEXT
- • RAID AND CARDI LOGS
- • DEFINING THE SOLUTION
- • SUMMARY
Chapter 10: ESTABLISHING THE REQUIREMENTS
- • INTRODUCTION
- • THE PROBLEMS WITH REQUIREMENTS
- • THE RE FRAMEWORK
- • ACTORS IN RE
- • THE TARGET SOLUTION
- • TYPES OF REQUIREMENT
- • REQUIREMENTS ELICITATION
- • REQUIREMENTS ANALYSIS
- • SUMMARY
- • NOTE
Chapter 11: DOCUMENTING AND MODELLING REQUIREMENTS
- • INTRODUCTION
- • THE IMPORTANCE OF DOCUMENTATION
- • DOCUMENTATION STYLES
- • REQUIREMENTS CATALOGUES
- • USER STORIES
- • MODELLING FUNCTIONAL REQUIREMENTS
- • MODELLING DATA REQUIREMENTS
- • CROSS-CHECKING MODELS
- • AGILE MODELLING AND DOCUMENTATION
- • USING MODELS TO MAINTAIN A SOLUTION
- • THE REQUIREMENTS DOCUMENT
- • SUMMARY
Chapter 12: VALIDATING AND MANAGING REQUIREMENTS
- • INTRODUCTION
- • REQUIREMENTS VALIDATION
- • MANAGING REQUIREMENTS
- • SUMMARY
Chapter 13: DELIVERING THE REQUIREMENTS
- • INTRODUCTION
- • THE DELIVERY STYLE
- • CONTEXT
- • DELIVERY LIFECYCLES
- • APPROACH
- • ROLES IN DELIVERING REQUIREMENTS
- • DELIVERABLES
- • TECHNIQUES
- • SUMMARY
- • NOTE
Chapter 14: DELIVERING THE BUSINESS SOLUTION
- • INTRODUCTION
- • THE BUSINESS CHANGE LIFECYCLE
- • BA ROLE IN THE BUSINESS CHANGE LIFECYCLE
- • SUMMARY
Chapter SUPPLEMENTARY CHAPTER: BCS BUSINESS ANALYSIS CERTIFICATION PORTFOLIO
- • INTRODUCTION
- • BLOOM’S ASSESSMENT LEVELS
- • OVERVIEW OF THE BUSINESS ANALYSIS CERTIFICATIONS
- • CONCLUSION
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