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LIST OF FIGURES AND TABLES
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LIST OF FIGURES AND TABLES
by Donald Yeates, James Cadle, Debra Paul
Business Analysis - Third edition
FRONT COVER
BCS, THE CHARTERED INSTITUTE FOR IT
TITLE PAGE
COPYRIGHT PAGE
CONTENTS
LIST OF FIGURES AND TABLES
CONTRIBUTORS
FOREWORD
ABBREVIATIONS
GLOSSARY
PREFACE
1. WHAT IS BUSINESS ANALYSIS?
Introduction
The origins of business analysis
The development of business analysis
The scope of business analysis work
The role and responsibilities of a business analyst
The business analysis maturity model
Professionalism and business analysis
The future of business analysis
2. THE COMPETENCIES OF A BUSINESS ANALYST
Introduction
Personal qualities
Business knowledge
Professional techniques
The right skills for the right situation
How can I develop my skills?
Industry skills frameworks
Industry qualifications
Summary
3. STRATEGY ANALYSIS
Introduction
The context for strategy
What is strategy?
Strategy development
External environment analysis
Internal environment analysis
SWOT analysis
Executing strategy
Summary
4. THE BUSINESS ANALYSIS PROCESS MODEL
Introduction
An approach to problem solving
The business analysis process model
Investigate situation
Consider perspectives
Analyse needs
Evaluate options
Define requirements
Deliver changes
Summary
5. INVESTIGATION TECHNIQUES
Introduction
Prior research
Investigation techniques
Interviews
Observation
Workshops
Scenarios
User analysis
Prototyping
Quantitative approaches
Suitability of techniques
Documenting the current situation
Summary
6. STAKEHOLDER ANALYSIS AND MANAGEMENT
Introduction
Stakeholder categories and identification
Analysing stakeholders
Stakeholder management strategies
Summary of stakeholder management strategies
Managing stakeholders
Defining stakeholder involvement – RACI and RASCI charts
Using social media in stakeholder management
Understanding stakeholder perspectives
Summary
7. MODELLING BUSINESS PROCESSES
Introduction
Organisational context
An alternative view of an organisation
The organisational view of business processes
Value propositions
Business process models
Analysing the ‘as is’ process
Improving business processes
Process measurement
Business Process Model and Notation
Six Sigma
Summary
8. DEFINING THE SOLUTION
Introduction
Gap analysis
Formulating options
Defining business requirements
Introduction to business architecture
Definition of business architecture
Structure of a business architecture
Business architecture techniques
Summary
9. MAKING A BUSINESS AND FINANCIAL CASE
Introduction
The business case in the project lifecycle
Identifying options
Assessing project feasibility
Structure of a business case
Investment appraisal
Presentation of a business case
RAID and CARDI logs
Summary
10. ESTABLISHING THE REQUIREMENTS
Introduction
The problems with requirements
A framework for requirements engineering
Actors
Requirements elicitation
Requirements elicitation techniques
Building the requirements list
Requirements analysis
Requirements validation
Agile approach to requirements
Summary
11. DOCUMENTING AND MANAGING REQUIREMENTS
Introduction
The importance of documentation
The requirements document
The requirements catalogue
Managing requirements
Summary
12. MODELLING REQUIREMENTS
Introduction
Modelling business use cases
Modelling system use cases
Modelling system data
Entity relationship diagrams
Class models
Modelling in Agile approaches
The use of models in system maintenance
Summary
13. DELIVERING THE REQUIREMENTS
Introduction
Delivering the solution
Context
Delivery Lifecycle
Development and delivery approach
Roles
Deliverables
Techniques
Summary
14. DELIVERING THE BUSINESS SOLUTION
Introduction
Stages of the business change lifecycle
BA role in the business change lifecycle
Summary
INDEX
BACK COVER
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CONTRIBUTORS
LIST OF FIGURES AND TABLES
Figure 1.1
The business change lifecycle*
Figure 1.2
The potential range of the business analyst role*
Figure 1.3
The POPIT model showing the views of a business system*
Figure 1.4
The Business Analysis Maturity Model™*
Figure 1.5
The Capability Maturity Model Integration
Figure 1.6
CMMI for business analysis*
Figure 2.1
The competencies of a business analyst
Figure 2.2
Skills analysis matrix
Figure 3.1
Porter’s Five Forces model
Figure 3.2
The Boston Box
Figure 3.3
Format of a SWOT matrix
Figure 3.4
McKinsey’s 7-S Model
Figure 3.5
The Balanced Business Scorecard
Figure 4.1
A problem solving model (after Isaksen and Treffinger,1985)
Figure 4.2
The Business Analysis Process Model*
Figure 4.3
Extended Business Analysis Process Model*
Figure 5.1
‘STOP’, the organisation hierarchy
Figure 5.2
The structure of an interview
Figure 5.3
Workshop techniques
Figure 5.4
Process for developing scenarios*
Figure 5.5
Example of a rich picture*
Figure 5.6
Example of a mind map*
Figure 5.7
Example of a spaghetti map
Figure 5.8
Example of a fishbone diagram*
Figure 6.1
Stakeholder management in the project lifecycle*
Figure 6.2
The stakeholder wheel*
Figure 6.3
Stakeholder power/interest analysis
Figure 6.4
Basic stakeholder management strategies
Figure 6.5
RACI chart*
Figure 6.6
RASCI chart*
Figure 6.7
Business analysis using SSM concepts
Figure 6.8
Contrasting perspectives for Rake’s Refreshments
Figure 6.9
Business activity model for Rake’s Refreshments
Figure 6.10
Thread of business activities relating to staff management
Figure 7.1
Functional view of an organisation*
Figure 7.2
Organisation model (after Harmon, 2007)
Figure 7.3
A process receiving input and producing output
Figure 7.4
Outline process map
Figure 7.5
Overview process map for a lending library
Figure 7.6
Porter’s value chain
Figure 7.7
Example value chain activities for a manufacturing organisation*
Figure 7.8
Elements of a value proposition*
Figure 7.9
Business process model for ‘Loan item’ process
Figure 7.10
Business process ‘Loan item’ with alternative paths
Figure 7.11
Business process model with link from another process
Figure 7.12
Process model hierarchy
Figure 7.13
Task completed by two actors
Figure 7.14
Hand-offs on the high-level process model
Figure 7.15
Process model with timeline added
Figure 8.1
The POPIT model*
Figure 8.2
McKinsey’s 7-S model
Figure 8.3
Example value stream for mortgage application*
Figure 9.1
The business case in the project lifecycle*
Figure 9.2
Process for developing options*
Figure 9.3
Incremental options*
Figure 9.4
Aspects of feasibility*
Figure 9.5
Force-field analysis
Figure 9.6
Categories of costs and benefits*
Figure 9.7
Gantt/bar chart for a proposed project
Figure 10.1
The duckrabbit
Figure 10.2
Requirements engineering framework
Figure 10.3
Tacit to explicit knowledge*
Figure 11.1
Contents of a requirements document*
Figure 11.2
Types of requirements
Figure 11.3
Categories of requirements
Figure 11.4
Elements of requirements management
Figure 12.1
Use case diagram for a project management organisation*
Figure 12.2
System use case diagram for a project control system*
Figure 12.3
Use case diagram showing <<include>>*
Figure 12.4
Use case diagram showing <<include>> and <<extend>>*
Figure 12.5
One-to-many relationship between two entities
Figure 12.6
One-to-one relationship between two entities
Figure 12.7
Fully mandatory one-to-many relationship
Figure 12.8
Fully optional one-to-many relationship
Figure 12.9
Mandatory parent entity with optional child entity
Figure 12.10
Optional parent entity with mandatory child entity
Figure 12.11
Many-to-many relationship
Figure 12.12
Resolved many-to-many relationship
Figure 12.13
Named relationship between entities
Figure 12.14
Exclusive relationships
Figure 12.15
Entity relationship diagram for a sales system
Figure 12.16
Alternative data modelling notation
Figure 12.17
Definition of the class ‘Order’
Figure 12.18
Association between two classes
Figure 12.19
Association showing one-to-many multiplicity
Figure 12.20
Association showing optional multiplicity
Figure 12.21
Association showing mandatory one-to-many multiplicity
Figure 12.22
Association showing defined range of multiplicity
Figure 12.23
Association with many:many multiplicity
Figure 12.24
An association class
Figure 12.25
Generalisation structure
Figure 12.26
Class model for a sales system
Figure 13.1
Factors in deciding the delivery approach*
Figure 13.2
The business change lifecycle*
Figure 13.3
The waterfall lifecycle*
Figure 13.4
The ‘V’ model*
Figure 13.5
Extended ‘V’ model*
Figure 13.6
Incremental lifecycle*
Figure 13.7
Generic Agile model*
Figure 14.1
The business change lifecycle*
Figure 14.2
The POPIT model*
Figure 14.3
Example decision table*
Figure 14.4
Example state chart*
Figure 14.5
The SARAH model
Figure 14.6
Benefits dependency network (adapted from Ward and Daniels (2012))
Table 5.1
Suitability of techniques for different situations
Table 8.1
Examples of foundation level business capabilities
Table 9.1
Example of a payback calculation
Table 9.2
Example of a net present value calculation
Table 10.1
Levels of tacit and explicit knowledge
Table 10.2
Techniques and knowledge types (after Maiden and Rugg, 1995, and Eva, 2001)
Table 10.3
Example requirements list
* Reproduced by permission of Assist Knowledge Development Ltd
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