BOOK
Business Analysis
Debra Paul | James Cadle | Donald Yeates | James Cadle | Malcolm Eva | Keith Hindle | Debra Paul | Craig Rollason | Paul Turner | Donald Yeates
(2014)
Additional Information
Book Details
Abstract
Business analysts must respond to the challenges of today's highly competitive global economy by developing practical, creative and financially sound solutions and this excellent guide gives them the necessary tools. It is also ideal for students wanting to gain university and industry qualifications. This new edition includes expanded discussions regarding gap analysis and benefits management, the impact of Agile software development and an introduction to business architecture.
A useful combination of best practices and in-detail techniques with a great overview of business analysis in an agile environment….an excellent read for people delivering projects at all levels
Isha Jain
An invaluable contribution to a fundamental profession, building on what was an already outstanding second edition. The book’s breadth, depth and extraordinary insight can ensure that any business analysis assignment is supported by expert guidance and latest thinking, helping to increase the chances of successful outcomes in any business
George Hancock
Business Analysis has been written and now fully updated by a team of experts who are practitioners and educators in the business analysis field.
Business analysts must respond to the challenges of today's highly competitive global economy by developing practical, creative and financially sound solutions that will address business problems and grasp new opportunities. This excellent guide sets out the essential toolkit required. It is also ideal for students wanting to gain university and industry qualifications in business analysis and information systems, and is particularly beneficial for those studying for the BCS Professional Certificate in Business Analysis. Important additions in the third edition include expanded discussions regarding gap analysis and benefits management, the impact of Agile software development and an introduction to business architecture.
Table of Contents
| Section Title | Page | Action | Price |
|---|---|---|---|
| Cover | Cover | ||
| Copyright page | iv | ||
| CONTENTS | v | ||
| LIST OF FIGURES AND TABLES | ix | ||
| CONTRIBUTORS | xii | ||
| FOREWORD | xiv | ||
| ABBREVIATIONS | xv | ||
| GLOSSARY | xvii | ||
| PREFACE | xxvii | ||
| 1 WHAT IS BUSINESS ANALYSIS? | 1 | ||
| INTRODUCTION | 1 | ||
| THE ORIGINS OF BUSINESS ANALYSIS | 2 | ||
| THE DEVELOPMENT OF BUSINESS ANALYSIS | 3 | ||
| THE SCOPE OF BUSINESS ANALYSIS WORK | 6 | ||
| THE ROLE AND RESPONSIBILITIES OF A BUSINESS ANALYST | 12 | ||
| THE BUSINESS ANALYSIS MATURITY MODEL | 13 | ||
| PROFESSIONALISM AND BUSINESS ANALYSIS | 16 | ||
| THE FUTURE OF BUSINESS ANALYSIS | 17 | ||
| 2 THE COMPETENCIES OF A BUSINESS ANALYST | 19 | ||
| INTRODUCTION | 19 | ||
| PERSONAL QUALITIES | 20 | ||
| BUSINESS KNOWLEDGE | 24 | ||
| PROFESSIONAL TECHNIQUES | 27 | ||
| THE RIGHT SKILLS FOR THE RIGHT SITUATION | 29 | ||
| HOW CAN I DEVELOP MY SKILLS? | 31 | ||
| INDUSTRY SKILLS FRAMEWORKS | 32 | ||
| INDUSTRY QUALIFICATIONS | 33 | ||
| SUMMARY | 34 | ||
| 3 STRATEGY ANALYSIS | 38 | ||
| INTRODUCTION | 38 | ||
| THE CONTEXT FOR STRATEGY | 38 | ||
| WHAT IS STRATEGY? | 39 | ||
| STRATEGY DEVELOPMENT | 41 | ||
| EXTERNAL ENVIRONMENT ANALYSIS | 42 | ||
| INTERNAL ENVIRONMENT ANALYSIS | 47 | ||
| SWOT ANALYSIS | 49 | ||
| EXECUTING STRATEGY | 51 | ||
| SUMMARY | 54 | ||
| 4 THE BUSINESS ANALYSIS PROCESS MODEL | 56 | ||
| INTRODUCTION | 56 | ||
| AN APPROACH TO PROBLEM SOLVING | 56 | ||
| THE BUSINESS ANALYSIS PROCESS MODEL | 58 | ||
| INVESTIGATE SITUATION | 59 | ||
| CONSIDER PERSPECTIVES | 61 | ||
| ANALYSE NEEDS | 63 | ||
| EVALUATE OPTIONS | 65 | ||
| DEFINE REQUIREMENTS | 67 | ||
| DELIVER CHANGES | 69 | ||
| SUMMARY | 71 | ||
| 5 INVESTIGATION TECHNIQUES | 72 | ||
| INTRODUCTION | 72 | ||
| PRIOR RESEARCH | 72 | ||
| INVESTIGATION TECHNIQUES | 74 | ||
| INTERVIEWS | 74 | ||
| OBSERVATION | 80 | ||
| WORKSHOPS | 82 | ||
| SCENARIOS | 87 | ||
| USER ANALYSIS | 90 | ||
| PROTOTYPING | 91 | ||
| QUANTITATIVE APPROACHES | 92 | ||
| SUITABILITY OF TECHNIQUES | 96 | ||
| DOCUMENTING THE CURRENT SITUATION | 96 | ||
| SUMMARY | 102 | ||
| 6 STAKEHOLDER ANALYSIS AND MANAGEMENT | 103 | ||
| INTRODUCTION | 103 | ||
| STAKEHOLDER CATEGORIES AND IDENTIFICATION | 103 | ||
| ANALYSING STAKEHOLDERS | 106 | ||
| STAKEHOLDER MANAGEMENT STRATEGIES | 107 | ||
| SUMMARY OF STAKEHOLDER MANAGEMENT STRATEGIES | 110 | ||
| MANAGING STAKEHOLDERS | 111 | ||
| DEFINING STAKEHOLDER INVOLVEMENT – RACI AND RASCI CHARTS | 112 | ||
| USING SOCIAL MEDIA IN STAKEHOLDER MANAGEMENT | 114 | ||
| UNDERSTANDING STAKEHOLDER PERSPECTIVES | 115 | ||
| SUMMARY | 121 | ||
| 7 MODELLING BUSINESS PROCESSES | 123 | ||
| INTRODUCTION | 123 | ||
| ORGANISATIONAL CONTEXT | 123 | ||
| AN ALTERNATIVE VIEW OF AN ORGANISATION | 125 | ||
| THE ORGANISATIONAL VIEW OF BUSINESS PROCESSES | 126 | ||
| VALUE PROPOSITIONS | 129 | ||
| BUSINESS PROCESS MODELS | 131 | ||
| ANALYSING THE ‘AS IS’ PROCESS | 138 | ||
| IMPROVING BUSINESS PROCESSES | 141 | ||
| PROCESS MEASUREMENT | 144 | ||
| BUSINESS PROCESS MODEL AND NOTATION | 147 | ||
| SIX SIGMA | 148 | ||
| SUMMARY | 149 | ||
| 8 DEFINING THE SOLUTION | 151 | ||
| INTRODUCTION | 151 | ||
| GAP ANALYSIS | 151 | ||
| FORMULATING OPTIONS | 156 | ||
| DEFINING BUSINESS REQUIREMENTS | 156 | ||
| INTRODUCTION TO BUSINESS ARCHITECTURE | 156 | ||
| DEFINITION OF BUSINESS ARCHITECTURE | 157 | ||
| STRUCTURE OF A BUSINESS ARCHITECTURE | 158 | ||
| BUSINESS ARCHITECTURE TECHNIQUES | 159 | ||
| SUMMARY | 162 | ||
| 9 MAKING A BUSINESS AND FINANCIAL CASE | 163 | ||
| INTRODUCTION | 163 | ||
| THE BUSINESS CASE IN THE PROJECT LIFECYCLE | 163 | ||
| IDENTIFYING OPTIONS | 164 | ||
| ASSESSING PROJECT FEASIBILITY | 166 | ||
| STRUCTURE OF A BUSINESS CASE | 168 | ||
| INVESTMENT APPRAISAL | 176 | ||
| PRESENTATION OF A BUSINESS CASE | 178 | ||
| RAID AND CARDI LOGS | 179 | ||
| SUMMARY | 180 | ||
| 10 ESTABLISHING THE REQUIREMENTS | 181 | ||
| INTRODUCTION | 181 | ||
| THE PROBLEMS WITH REQUIREMENTS | 182 | ||
| A FRAMEWORK FOR REQUIREMENTS ENGINEERING | 185 | ||
| ACTORS | 186 | ||
| REQUIREMENTS ELICITATION | 189 | ||
| REQUIREMENTS ELICITATION TECHNIQUES | 193 | ||
| BUILDING THE REQUIREMENTS LIST | 193 | ||
| REQUIREMENTS ANALYSIS | 195 | ||
| REQUIREMENTS VALIDATION | 200 | ||
| AGILE APPROACH TO REQUIREMENTS | 202 | ||
| SUMMARY | 204 | ||
| 11 DOCUMENTING AND MANAGING REQUIREMENTS | 205 | ||
| INTRODUCTION | 205 | ||
| THE IMPORTANCE OF DOCUMENTATION | 205 | ||
| THE REQUIREMENTS DOCUMENT | 205 | ||
| THE REQUIREMENTS CATALOGUE | 207 | ||
| MANAGING REQUIREMENTS | 218 | ||
| SUMMARY | 222 | ||
| 12 MODELLING REQUIREMENTS | 224 | ||
| INTRODUCTION | 224 | ||
| MODELLING BUSINESS USE CASES | 224 | ||
| MODELLING SYSTEM USE CASES | 225 | ||
| MODELLING SYSTEM DATA | 228 | ||
| ENTITY RELATIONSHIP DIAGRAMS | 229 | ||
| CLASS MODELS | 237 | ||
| THE USE OF MODELS IN SYSTEM MAINTENANCE | 245 | ||
| SUMMARY | 245 | ||
| 13 DELIVERING THE REQUIREMENTS | 246 | ||
| INTRODUCTION | 246 | ||
| DELIVERING THE SOLUTION | 246 | ||
| CONTEXT | 247 | ||
| DELIVERY LIFECYCLE | 248 | ||
| DEVELOPMENT AND DELIVERY APPROACH | 256 | ||
| ROLES | 260 | ||
| DELIVERABLES | 261 | ||
| TECHNIQUES | 262 | ||
| SUMMARY | 262 | ||
| 14 DELIVERING THE BUSINESS SOLUTION | 264 | ||
| INTRODUCTION | 264 | ||
| STAGES OF THE BUSINESS CHANGE LIFECYCLE | 264 | ||
| BA ROLE IN THE BUSINESS CHANGE LIFECYCLE | 265 | ||
| SUMMARY | 273 | ||
| INDEX | 275 | ||
| Back cover | 281 |