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BCS Foundation in Business Analysis - Weekend

The 2 day BCS Business Analysis Foundation course is appropriate for anyone requiring an understanding of Business Analysis including business analysts, system developers, business managers and their staff, business change managers and project managers.

This course covers the range of concepts, approaches and techniques that are applicable to Business Analysis.

It provides a foundation for the other BCS certificates in the areas of Business Analysis.

This course was formerly known as the ISEB Foundation Certificate in Business Analysis

Learning Objectives

You will learn:

  • the role and competencies of a business analyst
  • strategy analysis
  • business system and business process modelling
  • stakeholder analysis
  • investigation and modelling techniques
  • requirements engineering
  • business case development
  • management of business change

At the end of the course candidates should be able to demonstrate knowledge and understanding of business analysis principles and techniques.

Course Content

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
-Ethnographic studies

5.3 Workshops
-Advantages and disadvantages of observation
-Formal observation
-Protocol analysis
-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
-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

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

7.3 Business activity models
-Principles of business activity models
-Types of activities – Plan, Enable, Do, Monitor, Control
-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
-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
-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
-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

Exams & Certification

A one-hour closed book examination consisting 40 multiple-choice questions. The pass mark is 26/40.

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Online Courses

You may prefer an online course if you are looking for a flexible and cost-effective solution. Online courses allow you to study at your own pace, at a time that suits you.

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