BCS Foundation in Business Analysis

1. What is Business Analysis (2.5%)

1.1 The origins of business analysis

1.2 The development of business analysis

• The impact of outsourcing
• Competitive advantage of using IT
• Successful business change
• The importance of the business analyst

1.3 The scope of business analysis work

1.4 Business analysis

1.5 Taking an holistic approach

1.6 The role and responsibilities of a business analyst

• Definition of the business analyst role
• The guiding principles for business analysis
• Further aspects of the business analyst role

2. The Competencies of a Business Analyst (2.5%)

2.1 Behavioural skills and personal qualities

2.2 Business knowledge

2.3 Techniques

2.4 The development of competencies

3. Strategy Analysis (7.5%)

3.1 The context for strategy

3.2 The definition of strategy (Johnson and Scholes, 2001)

3.3 Strategy development

3.4 External environment analysis

• PESTLE analysis
• Porter’s five forces model

3.5 Internal environment analysis

• MOST analysis
• Resource Audit
• Boston Box

3.6 SWOT analysis

3.7 Implementing strategy

• The McKinsey 7-S model
• The Balanced Business Scorecard

4. The Business Analysis Process Model (5%)

4.1 An approach to problem-solving

4.2 Stages of the business analysis process model

• Investigating the situation
• Considering the perspectives
• Analysing the needs
• Evaluating the options
• Defining the requirements

4.3 Objectives of the process model stages

4.4 Procedure for each process model stage

4.5 Techniques used within each process model stage

5. Investigation techniques (15%)

5.1 Interviews

• Advantages and disadvantages of interviewing
• Preparation for interviewing
• Conducting the interview
• Following up the interview

5.2 Observation

• Advantages and disadvantages of observation
• Formal observation
• Protocol analysis
• Shadowing
• Ethnographic studies

5.3 Workshops

• Advantages and disadvantages of observation
• Formal observation
• Protocol analysis
• Shadowing
• Ethnographic studies

5.4 Scenarios

• Advantages and disadvantages of scenarios
• Developing scenarios
• Documenting scenarios

5.5 Prototyping

• Advantages and disadvantages of prototyping

5.6 Quantitative approaches

• Questionnaires
• Special Purpose Records
• Activity Sampling
• Document Analysis

5.7 Documenting the current business situation

• Rich Pictures
• Mind Maps

6. Stakeholder Analysis and Management (5%)

6.1 Definition of a stakeholder

6.2 Stakeholder categories and identification

• Customers
• Partners
• Suppliers
• Competitors
• Regulators
• Owners
• Employees
• Managers

6.3 Analysing stakeholders

• The Power/Interest Grid

6.4 Stakeholder management strategies

• No interest and no power/influence
• Some or high interest but no power/influence
• No, some or high interest but some power/influence
• No interest but high power/influence
• Some interest and high power/influence
• High interest and high power/influence

6.5 Managing stakeholders

• Stakeholder plan/assessment

7. Modelling Business Systems (10%)

7.1 Soft systems methodology

7.2 Business perspectives

• CATWOE

7.3 Business activity models

• Principles of business activity models
• Types of activities – Plan, Enable, Do, Monitor, Control
• Dependencies
• Modelling notation
• Developing a business activity model
• Producing a consensus model

7.4 Business events

• External business events
• Internal decision points
• Scheduled points in time

7.5 Business rules

• Constraints
• Operational guidance

7.6 Critical success factors and key performance indicators

7.7 Use of the business activity model in gap analysis

8. Modelling Business Processes (10%)

8.1 Organisational context

• Functional view of an organisation

8.2 An alternative view of an organisation

8.3 The organisational view of business processes

8.4 Value propositions and value chain

8.5 Business process models

• Developing the as-is business process model

8.6 Analysing the as-is business process model

8.7 Improving business processes (to-be business process)

• Simplify the process
• Remove bottlenecks
• Change the sequence of tasks
• Redesign the process
• Redefine process boundaries

9. Gathering the Requirements (7.5%)

9.1 The problems with requirements

9.2 A process for requirements engineering

9.3 Actors in requirements engineering

• The business representatives
• The project team

9.4 Requirements elicitation

• Tacit and explicit knowledge
• Requirements elicitation techniques

9.5 Building the requirements list

9.6 Requirements analysis

• Requirements filters
• SMART requirements

9.7 Validating requirements

10. Documenting and Managing Requirements (5%)

10.1 The requirements document

• Structure
• Content of the requirements document

10.2 The requirements catalogue

• Types of requirements; General, Technical, Functional, Non-functional
• Hierarchy of requirements
• Documenting a requirement

10.3 Managing requirements

• Elements of requirements management

11. Modelling Requirements (10%)

11.1 Modelling system functions

• Use case diagrams
• The <<include>> and <<extend>> constructs

11.2 Modelling system data

• Entity Relationship Diagrams

o Entities, attributes and relationships

o Types of relationships

• Class Models

o Objects and classes

o Attributes

o Associations

12. Delivering the Requirements (5%)

12.1 Delivering the solution

12.2 Context for the delivery approach

12.3 Delivery lifecycles

• The waterfall lifecycle
• The ‘V’ model lifecycle
• Incremental delivery
• Iterative or evolutionary systems development lifecycle

13. Making a Business and Financial Case (10%)

13.1 The business case in the project lifecycle

13.2 Identifying options

13.3 Assessing project feasibility

• Business feasibility
• Technical feasibility
• Financial feasibility

13.4 Structure of a business case

• Contents of a business case
• Categories of costs and benefits
• Impact assessment
• Risk assessment

13.5 Investment appraisal

• Payback
• Discounted cash flow and Internal rate of return

13.6 Presentation of a business case

13.7 Benefits realisation approach

14. Implementing business change (5%)

14.1 Introducing a new business system

14.2 The environment for change

• Emotions and the change process
• Business change lifecycle
• Concerns-based adoption model

 

• Teaching by a real expert… all of our lecturers have years of practical business analysis and teaching experience
• Learning in a small class (maximum class size is 12) with plenty of time for discussion
• Course binders containing notes, case studies, and sample BCS exams
• Access to our online exam practice system
• BCS textbook Business Analysis sent out as pre-reading with your first Metadata course
• Continuing support as you progress to the BCS International Diploma in Business Analysis
• A convenient central London location near Old Street station with excellent facilities
• Exam fee
• Refreshments and lunches
• 1 year BCS Associate Membership from the Chartered Institute for IT – terms and conditions apply

The certificate is relevant to anyone requiring an understanding of Business Analysis including business analysts, business managers and their staff, business change managers and project managers.

There are no formal education or professional experience requirements for those wishing to attend the course, but most delegates have a graduate-level education and some business experience.

1. What makes Metadata different?

Metadata is specialised in business analysis courses and aims to offer a more personalised and flexible training experience. We are committed to creating long-lasting relationships with the delegates and companies we work with, and with supporting their training every step of the way. As a direct seller, we have the flexibility to tailor our courses to suit the needs of our clients.

2. Are your courses accredited?

Yes, we are accredited by the BCS and IIBA.

3. Is the exam fee included in the price?

Yes, the course price includes the exam fee – the majority of our clients want to take the exam which is why we offer the course and exam together as a package. If you do not require an exam, please let us know when you book and we will deduct the fee from the price – we can also provide you with a certificate of attendance.

Please note: the courses count as professional development credits towards the IIBA CBAP qualifications.

4. In which order should I take the modules?

Most of our delegates start with Business Analysis Practice or Requirements Engineering as they are the core modules of the diploma – if you have no previous experience in the field we would recommend that you do the same. However, if you are already working as a business analyst or have relevant experience, you can take the modules in whichever order suits you best. Please give us a call if you would like to discuss which order would be most appropriate for you.

5. Do I need IT skills to attend the courses?

No, none of our courses require you to have IT skills.

6. What is the difference between the 2-day weekend and 3-day midweek courses for the same module?

The same material is covered on both courses but because we fit the weekend course into two days instead of three it is more intense. The weekend courses begin at 9am and finish at 6:30pm, with a few short breaks; the midweek courses start at 9:30am and finish at 5pm, with an hour break for lunch.

7. Can I cancel a booking?

Yes, you can cancel a booking but in order to do so without penalty we require 10 days notice. For more information on our cancellation policy, see our terms and conditions.

8. When do I pay for the course?

Please refer to our terms and conditions.

9. When will I receive the training material?

When you book onto a course we will send you a copy of our core textbook Business Analysis. One week before the start of the course we will email you the chapters to read and any extra reading material you need. You will receive additional material (including slides and exam preparation) during the course.

10. Do I need to prepare for the course?

We recommend you do some pre-reading as this will help you to get the most out of the course. We will send you the required material (including a case study) one week before the course start.

11. When do I take the exam?

Most of our delegates take the exam immediately upon finishing the course (on the last day), but if you prefer you can take it at a later date. We run exams every Thursday evenings at 18:00 and some weekends (please contact us to check availability).

12. What is the pass rate for the exams?

We have a high pass rate – currently it’s at 95%.

13. What happens if I fail an exam?

If you fail an exam you will receive personal feedback from your tutor which will include a report detailing the reason for failure and areas to work on. If you wish to re-sit, you will need to pay a further exam fee of £145+VAT.

Our courses are designed with the exam in mind and we do our best to prepare you as much as we can – to this end, we provide around 3 case studies to practice on, as well as a sample exam.

14. Do I get a certificate at the end of each course?

Yes, BCS will email you a registration login to download a copy of your e-certificate.

15. What is the advantage of booking the Diploma package?

The main advantage of the package is cost as it’s considerably cheaper to do the Diploma than to pay for each course separately.

Another advantage to the Diploma package is the motivation you’ll get from committing to do the whole diploma. Delegates who book onto the full diploma usually become qualified business analysts much quicker than those who do it on a course by course basis.

16. How does the Diploma in Business Analysis package work?

The Diploma in Business Analysis package is designed for delegates who want to achieve the International Diploma in Business Analysis qualification. To get this qualification you need to pass an oral exam with BCS examiners. To qualify for this oral exam first you need to pass the exam for 4 individual modules.

Our Business Analysis Diploma package contains the following 4 modules: Business Analysis Practice, Requirements Engineering, Commercial Awareness or Foundation in Business Analysis and, either Systems Development Essentials or Modelling Business Processes. Each course is a separate, self contained unit leading to an individual exam and a BCS Business Analysis Practitioner certificate qualification. You can attend the courses midweek or at weekends, and choose the dates depending on your availability and time constraints.

17. Can the business analysis training help me to get a job?

BCS qualifications are gaining recognition among UK employers and many employers now include them in their job descriptions. Our delegates frequently tell us how much of a difference their BCS certificate made in securing a job.

18. Can Metadata help me to get a job?

No, we don’t connect our delegates with potential recruiters.

19. Can I pay in instalments?

It is possible to pay for the Diploma in Business Analysis in instalments. To arrange this, please contact us for details.

20. If I sign up for the Diploma package, how long do I have in which to complete it?

You have one year to complete the diploma in business analysis after you sign in.