INDEX

7-S model, McKinsey 52

acceptance finding 58

accessibility 153, 212, 213

activity analysis 64

activity sampling 95

activity ‘threads’ in BAMs 120–1

actors 117, 186–9

Agile approach 10–11

configuration management 221

and modelling 244

requirements 202–4

software development 29, 257–8

systems development 253–5

Agile Manifesto 10–11, 244

Alexander, Ian 181

ambiguity 198

analytical skills 22

APM (Association for Project Management) 27

architecture see business architecture

‘as is’ process analysis 138–41

associations, classes 239–42

attention to detail 22

attributes of entities 229–30

automation 143

‘avoided costs’ 173

Balanced Business Scorecard (BBS) 53–4

BAMM (Business Analysis Maturity Model) 13–15

BAMs see business activity models

Barker, Richard 229

baselining 220, 221

BBS (Balanced Business Scorecard) 53–4

BCS qualifications 33–4

benefit owner 270–1

benefits dependency network 270, 271–2

benefits management 29

benefits plan 270

benefits profiles 270

benefits realisation 12, 273

benefits reviews 272–3

benefits, tangible and intangible 172–3

Boston Box 49

bottlenecks, removing 142

boundary redefinition 143

BPMN (Business Process Model and Notation) 147–8

brainstorming 85

brainwriting 85

branding requirements 209

business activity models (BAMs) 118–20

activity ‘threads’ in 120–1

notation for 120

business actors 113, 114, 255–6

see also stakeholders

business analysis 1–18

development of 3–6

future of 17

maturity models 13–16

origins of 2–3

professionalism 16–17

rationale for 13

scope of 6–12

Business Analysis Maturity Model (BAMM) 13–15

business analysis process model 56–71

change delivery 69–71

investigation of situation 59–61

needs analysis 63–5

options evaluation 65–7

problem solving approach 56–8

requirements definition 67–9

stages 58–9

stakeholder perspectives 61–3

business analysis skill levels, SFIA 32–3

business analyst (BA)

competencies 19–34

importance of 5

as internal consultants 5

potential range of role 6–8

role in business change lifecycle 265–73

role and responsibilities 12–13

business architecture 27, 156–8

structure 158–9

techniques 159–62

business case in the project lifecycle 4, 163–4

business case development, knowledge of 24

business case management 272

business case presentation 178–9

business case structure 168–76

business change

business analyst supporting 11–12

successful 4–5

business change lifecycle 4–5, 248–9

business analyst role in 5, 265–73

stages of 264–5

see also systems development lifecycle

business continuity 211–12

business environment

external 42–7

internal 47–9

business events (triggers) 64, 65, 131–2

business feasibility 166–7, 197

business finance knowledge 24

business knowledge 24–7

business modelling 28

business options 164

business perspectives see perspectives of stakeholders

Business Process Model and Notation (BPMN) 147–8

business process modelling 123–50

alternative view of an organisation 125–6

‘as is’ process analysis 138–41

Business Process Model and Notation (BPMN) 147–8

business process models 131–8, 206

improvement of business processes 141–4

organisational context 123–4

organisational view of business processes 126–9

process measurement 144–7

Six Sigma approach 148–9

value propositions 129–31

business process models 99, 131–8

documentation 206

business representatives, requirements 186–8

business requirements definition 156

business rules 141–2

business solution delivery 264–73

business analyst role 265–73

stages of business change lifecycle 264–5

business strategy see strategy analysis

business system analysis, POPIT model 9–10

business unit strategy 41

business use cases, modelling 224–5

business users 187–8

Capability Maturity Model Integration (CMMI) 15–16

CARDI (Constraints, Assumptions, Risks, Dependencies and Issues) log 179–80

career development 31, 34–5, 156

Carver, J.C. 182–3

catalogue of requirements see requirements catalogue

CATWOE (Customer, Actor, Transformation, World view (weltanschauung), Owner, Environment) 116–18

CBAP (Certified Business Analysis Professional) 16, 34

change 38–9

change control 221–2

Checkland, Peter 115

CIs (configuration items) 220

class models 237–44

classes 238–9

CMMI (Capability Maturity Model Integration) 15–16

commercial off-the-shelf (COTS) software solutions 259–60

communication skills 20

company reports 73

competencies 19–37

business knowledge 24–7

industry qualifications 33–4

industry skills frameworks 32–3

personal qualities 20–4

professional techniques 27–9

skills analysis matrix 29–30

skills development 31–2

competitive advantage of IT 3

competitors 45, 105, 125–6

configuration items (CIs) 220

configuration management 219–21

conflicts in requirements, removing 197

consensus model 116, 118, 120

continuing professional development 16, 24

corporate strategy 41

cost-benefit analysis 170–3

COTS (Commercial Off-The-Shelf) software solutions 259–60

creative problem solving model 56–8

Critical Success Factors (CSFs) 54, 77, 85–6

critical thinking 22

cross-referencing 219

CSFs (Critical Success Factors) 54, 77, 85–6

cultural requirements 209

current situation, documenting 96–101, 169

Customer, Actor, Transformation, World view, Owner, Environment (CATWOE) 116–18

customers 104, 116

user analysis 90–1

value expectations 145–6

data finding 57

data-gathering forms 94–5

data model, requirements document 206–7

data modelling 28

class modelling 237–44

entity relationship modelling 229–37

system data 228

‘decision gates’ 164, 272

decision tables 267, 268

Define, Measure, Analyse, Improve, Control (DMAIC) 148–9

deliverables 261–2

delivery of solution 257

design, business analyst role 267

development of software solution 256–60

business analyst role 267

prioritisation 258–9

Scrum 258

software package approach 259–60

Unified Process 257–8

diagrammatic techniques 96–101

discounted cash flow (DCF) method 177–8

DMAIC (Define, Measure, Analyse, Improve, Control) 148–9

document analysis 95–6

documentation

current situation, diagrams 96–101

requirements 205–18

studying 73–4

domain knowledge 25

DSDM (Dynamic Systems Development Method) 10–11, 215, 257

duckrabbit 184

Dynamic Systems Development Method (DSDM) 10–11, 215, 257

economic influences 43

elicitation of requirements 189–93

Ellis, Harry 229

employees 105–6, 155–6

entity relationship diagrams (ERDs) 229–37

environment 117

environmental influences 44

ethnographic studies 82, 191

exclusive relationships 235–6

explicit knowledge 192–3, 194

external environmental analysis 42–7

Five Forces model 44–7

PESTLE analysis 43–4

SWOT analysis 49–50

facilitation skills 28–9

feasibility assessment 66, 166–8, 197

finance knowledge 24

financial case 176–8

financial feasibility 167, 197

financial resources 48

fishbone diagrams 100–1

Five Forces model, Porter 45–7

focus groups 86–7

force-field analysis 168

formal observation 80–1

Foundation in Business Analysis, BCS 34

front-story/back-story 190–1

function models 206

functional requirements 210–11

Gantt charts 175

gap analysis 28, 63–5, 151

framework for 152

identifying areas of concern 151–2

information and technology elements 153–4

organisation 154–5

people 155–6

processes 152–3

general requirements 208–9

generalisation, classes 242–3

generic Agile model, systems development 253–5

global vs local 39

glossary of terms, requirements document 207

hand-offs analysis 139–40

hardware 176, 209

Harmon, Paul 125

hierarchies

organisational 76–7

process model 136–7

of requirements 207–8, 213

holistic approach 9–10

horizontal traceability 218

hothouse workshop 86

human resources 48

idea finding 57–8

IIBA (International Institute of Business Analysis) 16, 32, 34

impact assessment 174, 175, 222

implementation stage, business analyst role 269–70

incremental delivery lifecycle 252–3

industry engagement 32

industry qualifications 33–4

industry skills frameworks 32–3

influencing skills 21

inheritance, classes 242–3

Intangible benefits 173

intangible costs 172

intangible resources 48

interest/power stakeholder analysis 106–10

internal environmental analysis 47–50

MOST analysis 47–8

portfolio analysis 48–9

Resource Audit 48

SWOT analysis 49–50

internal rate of return (IRR) 178

International Diploma in Business Analysis, BCS 34

International Institute of Business Analysis (IIBA) 34

interoperability requirements 209–10

interviews 74–80

conducting 78–9

following up 79–80

preparing for 76–8

pros and cons 75–6

intuitive understanding 191–3

investigation techniques 28, 72–102

documentation 96–101

interviews 74–80

observation 80–2

prior research 72–4

prototyping 91–2

quantitative approaches 92–6

scenarios 87–90

suitability of techniques 96, 97

user analysis 90–1

workshops 82–7

investment appraisal 176–8

Isaksen, S.G. 56–8

IT knowledge 25–6

IT support 10, 153

IT systems analysis 7

iterative systems development 253–5

key performance indicators (KPIs) 54

leadership skills 23

legal influences 44

legal requirements 209

lifecycles 248–55

business change lifecycle 248–9

pros and cons 255–6

systems development lifecycles 249–55

maintenance of system, use of models in 245

managers 106

manuals, studying 73–4

many-to-many relationships 233–5

McKinsey’s 7-S Model 52

measurement of processes 144–7

mess finding 56, 57

mind maps 98–9

modelling requirements see requirements modelling

MoSCoW 258–9

MOST (Mission, Objectives, Strategy, Tactics) technique 47–8

needs analysis 63–5

net present value (NPV) 177–8

non-functional requirements 211–13

notations

BPMN (Business Process Model and Notation) 147–8

business activity models 120

data modelling, UML 237, 243–4

ER diagrams 229, 230, 236

Object Management Group (OMG) 147, 257

Objectives, Scope, Constraints, Authority, Resources (OSCAR) 59, 183

objects 237–8

observation 80–2

one-to-many relationships 230

one-to-one relationships 231

operational guidance 141

operational strategy 41

optionality, ER diagrams 231–3

options

evaluation of 65–7

formulating 156

identifying 66, 164–6

organisation

chart 74, 123–4

gap analysis 154–5

hierarchy 76–7

model, Harmon 125–6

POPIT model 9, 154–5

structure 26, 39, 174

organisational view of business processes 126–9

outsourcing 3

owners/ownership 105, 117, 120, 125

benefit owner 270–1

product owner 258

requirements 200, 214–15, 219

and risk assessment 175

payback calculation 176–7

people

employees 105–6

gap analysis 155–6

POPIT model 9, 155–6

workshops 83

see also customers

performance measurement 144–7

performance speed 211

personal qualities 20–4

perspectives of stakeholders 61–3, 115–21

analysing, CATWOE 116–18

business activity models (BAMs) 118–21

real-world situations, SSM 115–16

PESTLE analysis 43–4, 167

physical resources 48

political awareness 22

political influences 43

POPIT (People, Organisation, Process, Information and Technology) model 9, 152–3

Porter’s Five Forces model 44–7

portfolio management 29

power/interest stakeholder analysis 106–7

nine basic situations 107–10

prioritisation

priority of requirements 215

solution development 258–9

problem finding 57

problem identification 138, 151–2

problem investigation 59–61

problem solving approach 56–8

problem solving skills 22–3

process maps 126–9

process modelling see business process modelling

processes

POPIT model 152–3

see also business process modelling

professional body for BAs 16

professional development 24, 156

professional techniques 27–9

professionalism 16–17

project feasibility 166–8

project initiation document 59, 61, 63, 68, 113, 216

project lifecycle

business case in 163–4

stakeholder management in 103

project management 27

organisation, use case diagram 225

project managers 27, 188, 225, 226, 227, 228

project sponsor, responsibilities of 186–7

project team, requirements 188–9

protocol analysis 81, 190

prototyping 91–2

qualifications 16, 33–4

quality criteria, requirements 198

quantitative approaches 92–6

questionnaires 93–4

RACI (Responsible, Accountable, Consulted and Informed) chart 112–13

RAID (Risks, Assumptions, Issues and Dependencies) log 179–80

RASCI (Responsible, Accountable, Support, Consulted and Informed) charts 113–14

real-world situations, analysing 115–16

realisation stage, business analyst role 270–2

recruitment of staff 155

redesign of processes 144

regulators 105

relationship building skills 21

relationships between entities 230–6

exclusivity 235–6

many-to-many 233–5

names of relationships 235

one-to-many 230

one-to-one 231

optionality 231–3

reputation, intangible resource 48

requirements 156, 181–2

actors 186–9

Agile approach 202–4

analysis 195–200

delivery of 246–62

documenting 205–18

elicitation 189–93

engineering framework 185–6

list 193–5

managing 218–22

modelling 224–45

problems with 182–4

validation 200–2

requirements analysis 185–6, 195–200

requirements catalogue 186, 200, 206, 207–18

documenting a requirement 213–17

example 223

hierarchy of requirements 213

types of requirements 207–13

requirements delivery 246–62

delivering the solution 246–7

development and delivery approach 256–60

lifecycle 248–56

organisational context 247–8

roles 260–1

techniques 262

requirements document 205–7

requirements elicitation 185, 189–93

best practice techniques 193

tacit knowledge 189–93

requirements engineering (RE) 28, 67, 181

framework for 185–6

requirements filters 196–200

requirements list 193–5

requirements management 218–22

change control 221–2

configuration management 219–21

cross-referencing 219

identification of requirements 219

origin and ownership 219

software support 222

requirements modelling 224–45

Agile approaches 244

business use cases 224–5

class models 237–44

entity relationship modelling 228–37

model use in system maintenance 245

system use cases 225–8

requirements validation 186, 200–2

researching a company 72–4

resource audit 48

reviews

benefits 251, 272–3

validation of requirements 200–2

reward systems 156

rich pictures 56, 57, 60, 61, 96–8

risk assessment 174–5

roles

business analyst 12–13

business representatives 186–8

project team 188–9

solution delivery 260–1

round robin discussions 85

SARAH (Shock, Anger, Rejection, Acceptance, Hope) model 269–70

SBUs (strategic business units) 41, 49

scenarios 87–90

Scrum 257

SDLC (Systems Development Lifecycle) 249–56

security issues 211

self-belief 23–4

self-study 31

sensitivity analysis 177–8

SFIA (Skills Framework for the Information Age) 32–3

Business Analysis skill Levels 32–3, 36–7

shadowing 81

simplification of processes 142

situation investigation 59–61

Six Sigma 148–9

skills analysis matrix 29–30

skills development 31–2, 266

Skills Framework for the Information Age (SFIA) 32–3

SMART (Specific, Measurable, Achievable, Relevant and Time framed) objectives 48, 54, 200

social media 114

socio-cultural influences 44

Soft Systems Methodology (SSM) 115–16

software 176, 209

software support 222

solution definition 151–62

business architecture 156–62

gap analysis 151–6

solution finding 58

spaghetti maps 99–100

special purpose records 94–5

SSM (Soft Systems Methodology) 115–16

staff issues, gap analysis 155–6

stakeholders 27, 103–22, 216

categories of 103–6

defining stakeholder involvement 112–14

management of 111–12

management strategies 107–10

perspectives 61–3, 115–21

power/interest grid 106–7

social media, use of 114

standards 16

state chart 268

sticky (post-it) note exercises 85

STOP model, organisation hierarchy 76–7

strategic business units (SBUs) 41, 49

strategy analysis 6–7, 27, 38–55

context for strategy 38–9

development of strategy 42

executing strategy 51–4

external environmental analysis 42–7

internal environmental analysis 47–50

strategy concept 39–41

SWOT analysis 49–50

STROBE (STRuctured Observation of the Business Environment) 193

subject matter expert (SME) 25, 186–7

suppliers 105, 125

bargaining power 45, 46

management 26–7

relations 174

surveys 93–4

swimlane diagramming technique 132–8

SWOT (strengths, weaknesses, opportunities, threats) analysis 49–50

system data modelling 228

system use cases, modelling 225–8

systems analysis 7

systems development lifecycles (SDLCs) 249–56

tacit knowledge 189–93

taken-for-granted information 190

tangible benefits 172–3

tangible costs 171–2

task analysis 135–6

tasks, sequence change 142–3

team working ability 21–2

techniques of solution development 262

technology

business analyst knowledge of 25–6

PESTLE analysis 44

POPIT model 10, 153–4

technical feasibility 167, 189, 197

technical options 164

technical requirements 209–10

testing 267–8

timeboxing 253

timeline for a process, estimation of 146–7

traceability 198, 202, 218, 219

training 31, 155

transformation 116

Treffinger, D.J. 56–8

unconscious skills 190

Unified Modeling Language (UML) 90, 132, 148, 256, 257

class modelling 237–44

modelling business use cases 224–8

Unified Process (UP) 257

usability 212

use case descriptions 227, 267

use case modelling 224–8

user acceptance testing, business analyst role 267–8

user analysis 90–1

‘V’ model 250–1

validation of requirements 200–3

value chain 128–9

value propositions 129–31

version numbers/numbering 214, 217, 220–2

vertical traceability 218

visualisation techniques 85

Walia, G.S. 182–3

waterfall lifecycle 249–50

website research 72–3

Weltanschauung (world view) 62, 64, 116, 117

workplace experience 31

workshops 82–7

facilitating 84–6

following 86–7

preparing for 83–4

pros and cons 82–3

world view (weltanschauung) 62, 84, 116, 117