INDEX

action learning xvi, 261–262

notation 119

implementation 10, 68, 259–264

activity sampling xvi, 90–91

use in gap analysis 124–125

incremental delivery 212–214

Agile Alliance

business analysis

the individual 248–251, 259–267

software development xvi,

the future 14–15

iterative development 214–215

216–217

holistic approach 8–9

lifecycles 3–4, 208–215, 251–267

Alexander, I 149

meaning xvii, 1–2

managing the change process

application/system architecture 254

process model 55–69

256–258

Assist Knowledge Development Ltd

profession 13–14, 26–32

McKinsey 7-S model 51

12

SFIA and SFIAplus skills

MoSCoW prioritisation 217

Atern xvi, 216

frameworks 28–31

nature of change 245

Balanced Business Scorecard (BBS)

business analysis maturity model

organisations 207–208, 247–248,

(BAMM) 12–14

254–255

xvi, 52–53, 253

business analysis techniques 23–25

‘V’ model lifecycle 210–212,

BAM see business activity models

needs analysis 62–64

214–215

BAMM see business analysis

stakeholder analysis 24, 60–62,

waterfall lifecycle 209–210,

maturity model

102–103

214–215, 221

BCS see British Computer Society;

see also investigation techniques

see also change management

Chartered Institute for IT

business analyst

business change identification

Beer, Stafford 113

as internal consultant 5, 10

gap analysis 62–64, 124–125

behavioural skills

behavioural skills 17–20

business culture 254–255

competency of business analyst

competencies 16–33

business environment

17–20

definition of role 5–11

change 246–247, 252–254

benefits management xvi–xvii,

development of the role 2–5

PESTLE analysis 42–43, 46,

240–243

qualifications 14, 26–32

228

benefits map 241

role and responsibilities 10–11

Porter’s five forces model 44–46,

benefits realisation 240–243,

self-study 27

247

264–267

training 27

business event analysis 122–123

business analyst role 8, 11

work experience 27

business knowledge

report 242–243

business architecture xvii, 254

competency of business analyst

Boehm, Barry 214

business case

20–23

Boston Box xvii, 48

appendices 236

business needs log 96–97, 161

Boston Consulting Group matrix see

competency of business analyst

business process analysis 63–64

Boston Box

to develop 21

business events 122–123

BPMN (Business Process Modelling

cost-benefit analysis 230–234

business rules 123

Notation) 136

definition xvii

Business Process Modelling

brainstorming 82

Gantt/bar chart for proposed

Notation see BPMN

British Computer Society (BCS)

project 236

business process models xviii,

ISEB qualifications 14, 31–32

identifying options 224–226

93–94, 127, 136–147

SFIAplus skills framework 27,

impact assessment 234–235

analysing handoffs 140–141

29–31

investment appraisal 237–239

analysing piecemeal

see also Chartered Institute

management summary 229–230

modifications 141

for IT

position in the project lifecycle

developing the model 136–139

business activity models (BAM)

223–224

improving business processes

xvii, 60–62, 117–125

presentation 239–240

141–143

business events 122–123

risk assessment 235–236

naming of processes and tasks

business rules 123

structure and content 229–236

138–139

checklist 124

business change

organisational view 130–136

consensus model 121–122

benefits management and

performance measurement

creation 119–121

realisation 240–243, 264–267

143–146

critical success factors (CSFs)

business analyst role 4, 10,

Six Sigma approach to process

124

67–69, 267

improvement 146–147

key performance indicators (KPIs)

design stage 258–259

standards 136

124

environmental factors 246–254

business rules analysis 123

business system

cost-benefit analysis xix, 230–234

IIBA see International Institute of

definition xviii

avoided costs 234

Business Analysts

holistic approach to analysing

intangible benefits 231, 234

Information Systems Examination

8–9

intangible costs 233

Board (ISEB)

business systems modelling 24,

tangible benefits 231, 233

qualifications 14, 31–32

112–125

tangible costs 231, 232

information technology (IT)

business activity models (BAM)

critical success factors (CSFs) xx,

competency of business analyst

60–62, 117–125

124

22

soft systems methodology (SSM)

cultural alignment 254–255

see also IT systems; software

113–117

customers

development

stakeholder perspectives 60, 108,

as stakeholders 100–101

internal rate of return (IRR) xxi,

115–117

data architecture 254

239

capability maturity model

International Institute of Business

data modelling

Analysts (IIBA)

integration (CMMI) xviii, 13

business analysis techniques 24

Certified Business Analysis

career

class modelling 198–204

Professional (CBAP) 32

business analysis 13–14, 26–32

entity relationship modelling

interpersonal skills

cash cow see Boston Box

190–198

competency of business analyst

CATWOE (customer, actor,

de Bono, Edward 25

17–20

transformation, world view, owner,

design workshops 258–259

interviews xxi, 73–78

environment) xvix, 115–117

discounted cash flow (DCF) xx,

advantages and disadvantages

CBAP (Certified Business Analysis

238–239

74–75

Professional) xix, 32

document analysis xx, 91

preparation 75–77

Certified Business Analysis

documentation techniques

STOP model 75–76

Professional see CBAP

investigation results 59–60,

structure 77–78

change agents 259–260

91–97

investigation techniques 24, 58–60,

change control

mind maps 93

71–97

meaning xix

rich pictures 91–92, 113–114

activity sampling 90–91

requirements management 184

scenarios 87

business needs log 96–97, 161

change management

workshops 83

business process models xviii,

alignment 252–255

dog see Boston Box

93–94, 127, 136–147

cultural alignment 254–255

domain knowledge 21

document analysis 91

defining the change 256–258

DSDM Atern xx, 216

documenting the results 59–60,

design of new processes and

MoSCoW prioritisation 177, 217

91–97

systems 258–259

fishbone diagrams 95–96

implementation of change

economy

focus groups 83–84

10, 259–264

knowledge of business analyst 21

interviews 73–78

people 248–251, 259–267

PESTLE analysis 42, 228

mind map documentation

realisation 264–267

employees

technique 93

see also business change;

as stakeholders 102

observation 78–80

organisational change

entity relationship modelling xx,

prior research 71–73

Chartered Institute for IT 14

190–198

prototyping 87–88

see also British Computer Society

exclusive relationships 196–198

qualitative 73–88

Checkland, P 60

many-to-many relationships

quantitative 88–91

soft systems methodology

194–196

questionnaires 88–89

113–114, 116, 124

named relationships 196

rich picture documentation

class modelling xix, 198–204

one-to-many relationships 191,

technique 91–92, 113–114

associations 200–203

193–194

scenarios 84–87

generalisation 203–204

one-to-one relationships 192

spaghetti maps 94–95

inheritance 204

optionality 192–194

special-purpose records 89–90

CMMI see capability maturity

environment

workshops 80–83

model integration

PESTLE analysis 43, 228

investment appraisal

communication

ethnographic studies xx, 80

discounted cash flow (DCF)

competency of business analyst

238–239

17–18

facilitation techniques 25

internal rate of return (IRR)

outsourcing, issues with 3

feasibility assessment 64

239

company reports

business issues 226, 227

net present value (NPV)

researching company

financial issues 227–228

238–239

information 72

force-field analysis 228–229

payback 228, 237–239

competencies

PESTLE analysis 228

payback calculation 237–239

behavioural skills 17–20

technical issues 226–227

return on investment 228

business knowledge 20–23

Feeny, D 3

Isaksen, S 55, 57

development 26–27

Felder, Richard 260

ISEB (Information Systems

industry skills framework 27–31

finance

Examination Board)

meaning xix

knowledge of business analyst

business analysis qualifications

techniques 23–25

21

14, 31–32

competitive advantage

fishbone diagrams 95–96

Ishikawa, K 95

using IT systems 3

focus groups 83–84

Ishikawa diagrams 95

competitors

IT systems

as stakeholders 101

gap analysis xxi, 62–64

competitive advantage of using 3

consultancy

using business activity models

design workshops 258–259

business analyst role 5, 10

124–125

modelling 66

external vs internal 5

outsourcing and the business

corporate culture 254–255

Harmon, Paul 129

analyst role 2–3

systems analysis and the

organisational change 247–248

regulators

business analyst role 6–7, 11

cultural alignment 254–255

as stakeholders 101

terminology xxii

delivery of change 207–208

requirements analysis 149–151,

see also software development

OSCAR (Objectives, Scope,

152–153, 162–165

Johnson, G 37, 39, 254

Constraints, Authority, Resources)

categorisation of requirements

150–151

163

Kaplan, R S 134

outsourcing

filters 163–165

business analyst role 3

MoSCoW prioritisation 177,

key performance indicators (KPIs)

IT services 2–3

217

xxii, 124

supplier management 23

requirements catalogue xxiii, 153,

Kotter, John 256

owners

161, 165, 170–179

Kubler-Ross, Elizabeth 250

as stakeholders 102

contents 176–178

leadership

partners

documenting a requirement

176–179

competency of business analyst

as stakeholders 101

example 180

20

payback 228, 237–239

functional requirements

learning styles 260–264

people change 248–251, 259–267

173–174

action learning approach

learning styles 260–264

general requirements 171–172

261–262

realisation of change 264–267

hierarchy of requirements

legal issues

reward systems 264

175–176

PESTLE analysis 43, 228

performance measurement

non-functional requirements

McGregor, Douglas 249

Balanced Business Scorecard

174–175

(BBS) 52–53, 253

technical requirements 173

McKinsey 7-S model xxii, 51

business processes 143–146

requirements definition 65–67

Maiden, N 149

critical success factors (CSFs)

OSCAR (Objectives, Scope,

managers

124

Constraints, Authority,

as stakeholders 102

external measures 144

Resources) 150–151

Martin, James 190

internal measures 143–144

requirements document 66, 152,

Maslow, Abraham 249

key performance indicators

153, 168–170

Matchett Ltd 12

(KPIs) 124

content 169–170

mind maps 93

process and task measures

cross-referencing 181

example 93

144–146

deliverables 220

MoSCoW (must have, should have,

PESTLE (political, economic,

glossary of terms 170

could have, want to have but not

sociocultural, technological, legal,

requirements catalogue 153,

now) prioritisation xxii, 177, 217

environmental) analysis xxiii,

161, 165, 170–179

MOST (mission, objectives,

42–43, 46, 228

review 165–166

strategy, tactics) analysis xxii,

feasibility assessment 228

structure 168–169

46–48, 113

Polanyi, Michael 156

requirements elicitation xxiii,

Motorola

political awareness

152–153, 156–161

Six Sigma approach to process

competency of business analyst

tacit knowledge 156–161

improvement 146–147

19

techniques 160–161

net present value (NPV) xxii,

politics

requirements engineering 24, 66,

PESTLE analysis 42, 228

149

238–239

strategy development 40

business representatives

Norton, D P 134

Porter, Michael 133

153–155

Object Management Group

five forces model xxiii, 44–46, 247

process 152–185

portfolio analysis 47–48

project team 155

Unified Process (UP) software

Boston Box 48

requirements identification 181

development 216

prioritisation

business needs log 96–97, 161

observation 78–80

MoSCoW prioritisation 177, 217

requirements list 161–162

advantages and disadvantages

use case diagrams 218

requirements management xxiii,

79

problem child see Boston Box

153, 179, 181–185

ethnographic studies 80

problem-solving

configuration management

formal observation 79

competency of business analyst

182–184

protocol analysis 79

20

cross-referencing 181

shadowing 80

fishbone diagrams 95–96

origin of requirement 181

options evaluation 64–65

process model 55–57

requirements identification 181

feasibility assessment 64,

process architecture 254

software support 184–185

226–229

process maps 131–132

traceability of requirements 179,

identifying options 224–226

profession

181, 185

impact assessment 234–235

business analysis 13–14, 26–32

requirements modelling

PESTLE analysis 228

project management

class modelling 198–204

risk assessment 235–236

business analyst skills 23–24

entity relationship modelling

options identification 224–225

protocol analysis xxiii, 79

190–198

‘doing nothing’ 225

prototyping xxiii, 87–88

use case diagrams 186–189

organisation model 129–136

requirements validation 153,

process maps 131–132

questionnaires xxiii, 88–89

165–166

value chain analysis 133

prototyping 87–88

value proposition analysis

RACI (responsible, accountable,

Resource Audit xxiv, 46–47

133–136

consulted, informed) charts xxiii,

reward systems 264

organisation structure

108–110

rich pictures xxiv, 91–92, 113–114

competency of business analyst

RASCI (responsible, accountable,

example 92

23

support, consulted, informed)

risk assessment

functional view 127–129

charts 110

business case 235–236

root cause analysis see fishbone

business analysis techniques

tacit knowledge xxv, 156–161

diagrams

24, 60–62, 102–103

team working

root definition xxiv, 114–117

business perspectives 60, 108,

competency of business analyst

scenarios xxiv, 84–87

115–117

19

CATWOE 115–117

technology

advantages and disadvantages

definition xxv

PESTLE analysis 43, 228

84–87

involvement indicator using

technology architecture 254

documentation 87

RACI and RASCI charts

training

example 86–87

108–110

business analysis 27

Scholes, K 37, 39, 254

power/interest analysis 103

Concerns-Based Adoption Model

Scrum 216

stakeholder identification 100–102

(CBAM) 263–264

self-study

stakeholder management xxv,

understanding learning styles

business analysis 27

99–111

260–264

SFIA Foundation

business analysis techniques 24

Treffinger, D 55, 57

Skills Framework for the

strategies 103–106

Information Age xxiv, 26, 27–31

star see Boston Box

UML (Unified Modelling Language)

shadowing xxiv, 80

Steiner, George 37

notation xxvi, 136

Silverman, Linda 260

strategic analysis xxv, 35–53

class modelling 198–204

skills 156–157

Boston Box 48

Unified Process (UP) software

see also competencies

business analyst role 6, 11, 24

development 216

Skills Framework for the

external environment analysis

use case diagrams 186–189

Information Age see under SFIA

41–46

Unified Modelling Language see

Foundation

internal environment analysis

UML

sociocultural issues

46–48

use case diagrams 186–189

PESTLE analysis 43, 228

MOST analysis 46–48, 113

prioritisation 218

soft systems methodology (SSM)

PESTLE analysis 42–43, 46,

xxiv, 113–114

228

value chain analysis 133

business activity models

Porter’s five forces model 44–46,

value proposition analysis

117–125

247

133–136

business perspectives 114–117

Resource Audit xxiv, 46–47

software development

SWOT analysis 48–50

websites

agile approach 216–217, 221

understanding strategy 35–38

research into company 71–72

approaches 215–219

see also strategy development;

Whittington, R 37, 39, 254

business analyst role 210, 212,

strategy implementation

wild cat see Boston Box

219

strategy

Willcocks, L 3

commercial off-the-shelf solutions

definition xxv, 37

Wilson, B 60

218–219

strategy development 38–41

Wittgenstein, L 151

prioritisation 217–218

strategy implementation 50–53

workflow

roles in delivering requirements

Balanced Business Scorecard

business process models 139

219–220

(BBS) 52–53, 253

handoffs 140–141

systems development lifecycles

McKinsey 7-S model 51

workshops xxvi, 80–83

(SDLCs) 208–215

supplier management

advantages and disadvantages

Unified Process (UP) approach

competency of business analyst

80–81

216

23

brainstorming 82

Software Engineering Institute

suppliers

design 258–259

(SEI) 13

as stakeholders 101

discovery techniques 82–83

spaghetti maps 94–95

surveys see questionnaires

documentation techniques 83

special-purpose records xxiv,

swimlane diagrams xxv, 93–94,

facilitation 82

89–90

136–139

follow up 83

stakeholder analysis 100–111

SWOT (strengths, weaknesses,

post-it exercise 82

business activity models 60–62,

opportunities, threats) analysis

preparation 81–82

117–125

xxv, 48–50

round robin 82