Debra Paul, Donald Yeates and James Cadle (Editors). BUSINESS. ANALYSIS. Second Business Analysis Second Edition_Layout 1 6/25/10 PM Page i. Business analysts must respond to the challenges of today's highly competitive global economy by developing practical, creative and financially sound solutions . It complements Business Analysis (ed Debra Paul, Donald Yeates and James Cadle), also published by BCS, and offers a more detailed description of the.
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Find Business Analysis, 3rd Edition by Debra Paul - PDF eBook in the Books & Magazines - eBooks - Education category in Webstore online auctions. BUSINESS ANALYSIS BUSINESS. Paul, Yeates, Cadle (Editors) Second Edition Debra Paul, Donald Yeates and James Cadle (Editors). Business Analysis is a. Business Analysis 3rd Edition By Debra Paul Donald Yeates And James Cadle [ PDF] [EPUB] -. BUSINESS ANALYSIS 3RD EDITION BY DEBRA PAUL.
Business Process Model A diagram showing the tasks that need to be carried out in response to a business event. Business Perspective A view of the business system held by a stakeholder. The components of a system include people.
Business Strategy A strategy describes the long-term direction set for an organisation in order to achieve the organisational objectives. A business user may adopt a number of business roles including business sponsor.
The business process receives. These values and beliefs will be encapsulated in a defined world view. Business System A set of business components working together in order to achieve a defined purpose. It is important that these rules are considered when modelling the processing to carry out the activity. There may be several divergent business perspectives for any given business situation.
Business User An individual member of staff involved in a business change project from the customer side of the equation. Each component may be a system in its own right. Business Sponsor A senior person in an organisation who is accountable for delivering the benefits from a business change. The sponsor is also responsible for providing resources to the project team. Class A class is a definition of the attributes and operations shared by a set of objects within a business system.
These steps include document- ing the change. T — transformation. Cost—Benefit Analysis A technique that involves identifying the initial and ongoing costs and benefits associated with a business change initiative. A — actor. Consensus Model The definitive. Each object is an instance of a particular class.
The financial values are analysed over a forward period in order to assess the potential financial return to the organisation. E — environment. W — Weltanschauung or world view. Competency or Competence A competency is a skill or quality that an individual needs in order to perform his or her job effectively. Cloud Computing A general term for the delivery of hosted services over the internet. Change Control A process whereby changes to requirements are handled in a controlled fashion. This analysis may be carried out using standard investment appraisal techniques.
The analysis and decisions should be documented in order to provide an audit trail relating to the proposed change. These costs and benefits are then categorised as tangible or intangible. These facilities will include the production and storage of documentation. The mnemonic stands for: C — customer. O — owner.
A class model describes the classes in a system and their associations with each other. The change control process defines the process steps to be carried out when dealing with a proposed change. Functional Requirement A requirement that is concerned with a function that the system should provide. Ethnographic Study An ethnographic study is concerned with spending an extended period of time in an organisation in order to obtain a detailed under- standing of the culture and behaviours of the business area under investigation.
Discounted Cash Flow An investment appraisal technique that takes account of the time value of money. Document Analysis A technique whereby samples of documents are reviewed in order to uncover information about an organisation. Types of forces may include the introduction of new laws. External Business Environment The business environment that is external to an organisation and is the source of forces that may impact the organisation.
DSDM Atern DSDM Atern is an iterative project delivery framework that emphasises continuous user involvement and the importance of delivering the right solution at the right time. The diagram provides a representation of the data to be held in the IT system under investigation. Gap Analysis The comparison of two views of a business system. Entity Relationship Modelling A technique that is used to model the data required to support an IT system. The annual net cash flow for each year following the implementation of the change is reduced discounted in line with the estimated reduction in the value of money.
This technique was developed by Kurt Lewin and may be used in evaluating options for change and in change management. Force Field Analysis A technique to consider those forces inside and outside the organisation that will support adoption of a proposal and those that will oppose it. The discounted cash flows are then added to produce a net present value. The aim of gap analysis is xx. Entity Relationship Diagram A diagram produced using the entity relationship modelling technique.
Alterna- tively. Internal Business Environment The internal capability of the organisation that affects its ability to respond to external environment forces.
Techniques such as MOST analysis or the resource audit may be used to analyse the capability of the internal business environment. This percentage is the discount rate at which the net present value is equal to zero.
The business activity modelling technique may be used to provide an ideal view. Internal Rate Of Return A calculation that assesses the return on investment from a project.
An agenda is prepared prior to the interview and distributed to participants. Holistic Approach The consideration of all aspects of a business system: Interview An investigation technique to elicit information from business users. An alternative approach is to use the business process modelling technique. Intangible Benefit A benefit to be realised by a business change project for which a credible.
Impact Analysis The consideration of the impact a proposed change will have on a business system and on the people working within it. Intangible Cost A cost incurred by a business change project for which a credible. The interview is carried out in an organised manner.
This leads to the identification of actions to improve the situation. An object is an instance of a class. The net present value is calculated using the discounted cash flow approach to investment appraisal.
MoSCoW stands for: Must have: Should have: MoSCoW An approach to prioritising requirements. Key Performance Indicators These are defined performance targets or measures that assess the performance of an organisation. Could have: The 7-S model is used to consider key areas for the implementation of business change. This should be a short-term delay. Non-Functional Requirement A requirement that defines a constraint or performance measure with which the system or the functional requirements must comply.
Object An object is something within a business system for which a set of attributes and functions can be specified. Payback Calculation An investment appraisal technique where a cash-flow forecast for a project is produced using the current values of the incoming and xxii. Questionnaires A technique used to obtain quantitative information during an investigation of a business situation. Requirements Catalogue An organised set of requirements where each individual requirement is documented using a standard template.
Requirement A feature that the business users need the new system to provide. Project Initiation Document PID A document that defines the business context for a project and clarifies the objectives.
Prototyping A technique used to elicit. Pestle A technique used to analyse the external business environment of an organisation. Requirements Management Requirements management aims to ensure that each requirement is tracked from inception to implementation or withdrawal through all of the changes that have been applied to it. Raci or Rasci Linear responsibility matrix charts that identify stakeholder roles and responsibilities during an organisational change process.
Requirements Elicitation Requirements elicitation is an approach to understanding requirements that requires the analyst to be proactive in drawing out the requirements from the business users and helping them to visualise the possibilities and articulate their requirements.
Questionnaires are useful to obtain a limited amount of information from a large group of people. The technique involves the analysis of the political. This technique helps the business users to visualise the solution and hence increases understanding about the system requirements. Protocol Analysis A technique used to elicit. Protocol analysis involves requesting the users to perform a task and to describe each step as they perform it. Prototyping involves building simulations of a system in order to review them with the users.
Root Definition A perspective of a business situation based upon an individual world view that gives rise to a valid business system. Rich Picture A pictorial technique offering a free-format approach that allows analysts to document whatever is of interest or significance in the business situation.
Scenarios A technique used to elicit. Potential risks are identified for each option in a business case. Six Sigma A business management approach developed by Motorola in the early s that aims to improve business processes by identifying and removing the causes of errors.
Risk Management The identification. Soft Systems Methodology A methodology that provides an approach to analysing business situations. Shadowing involves following users as they carry out their jobs for a period such as one or two days. A scenario will trace the course of a transaction from an initial business trigger through each of the steps needed to achieve a successful outcome.
Typically the record is based on a simple structure. This technique originated from the soft systems methodology. The probability of the risk occurring and the likely impact of the risk are assessed. Standard frameworks for the definition of skills and competencies in the information systems industry.
Shadowing A technique used to find out what a particular job entails. The resource audit considers five areas of organisational resource: Risk A problem situation that may arise with regard to a project or a business situation.
Special-Purpose Records A technique that involves the business users in keeping a record about a specific issue or task. Smart A mnemonic used to ensure that objectives are clearly defined. Stakeholder Management The definition of the most appropriate means to be adopted in order to engage with different categories of stakeholder.
Strategy The direction and scope of an organisation over the longer term. The strategy is defined in order to achieve competitive advantage for the organisation through its configuration of resources within a changing business environment. Tangible Benefit A benefit to be realised by a business change project for which a credible. Stakeholder Analysis The analysis of the levels of power and interest of stakeholders in order to assess the weight that should be attached to their issues.
SWOT Analysis A technique used to summarise the external pressures facing an organisation and the internal capability the organisation has available to respond to those pressures. Tacit Knowledge Those aspects of business work that a user omits to articulate or explain.
SWOT analysis is used during strategy analysis. A swim- lane diagram models the business system response to a business event. Categories of stakeholder include customers. The approach to stakeholders will vary depending on their level of interest in the project and the amount of power or influence they wield to further or obstruct it.
Strobe A technique that represents a formal checklist approach to observation. This may be due to a failure to recognise that the information is required or to the assumption that the information is already known to the analyst.
This technique provides a means of categorising stakeholders in order to identify the most appropriate stakeholder management approach. The mnemonic stands for strengths. Swimlane Diagram A technique used to model business processes. Typical swimlanes represent departments. Swimlane A row on a business process diagram or model that indicates who is responsible for a given process or task.
The model shows the triggering event. Value Proposition A clear statement of the value that a product or service delivers. Task Modelling The technique for developing a model that describes the human activities and task sequences required by a business system. Workshop An investigation technique whereby a meeting is held with business actors from a range of business areas in order to elicit. The task model elaborates the tasks identified by mapping business processes on to specific individuals or workgroups.
Value Chain A concept developed by Michael Porter to identify the primary and support activities deployed within organisations to deliver value to customers. An agenda is prepared prior to the workshop and distributed to participants. A use case model consists of a diagram showing the actors. Technical Option A technical option describes how the business solution may be implemented using information technology.
Task On a business process model or swimlane diagram. The workshop is run by a facilitator. Use Case Description A use case description defines the interaction between an actor and a use case. Use Case A use case is something that an actor wants the IT system to do. We are reminded about the financial implications of the solutions proposed by business analysts by the question posed by a manager from a large car manufacturer.
It will therefore appeal to people wanting to improve their understanding of business analysis.
It offers them a wide-ranging source of practical guidance on how to approach business analysis and how to use key techniques. This new edition reflects this progress and incorporates much new material.
Business Analysts must respond by developing practi- cal. An expanded explanation of requirements engineering — now taking up four chapters. Throughout the business world public. The main audience for this book is still practising Business Analysts at all levels. A more detailed treatment of benefits realisation including the use of benefits realisation maps. More on the process and techniques of investigating business needs. Some important additions since the first edition include: The introduction of new analysis techniques now more widely used such as Ishikawa diagrams and spaghetti maps.
The book includes material drawn from research discussions and conversations with practitioners in business analysis in the UK. The book also supports everyone wanting to achieve industry qualifications in business analysis especially those studying for ISEB qualifications in Business Analysis.
Debra Paul. Sonning Common.
BCS publications team members Matthew Flynn. England xxviii. Karen Greening and Sarah Woodall made it all come together in the end and their detailed examination of what had been written has. England Donald Yeates. Also thanks must go to Alan Paul — husband of Debbie — for reviewing much of the book and improving it. Many business analysts come from a business background and have a limited understanding of IT and how computer systems are developed.
This chapter examines the business analysis discipline and considers how we might define the business analyst role. Organisations have introduced business analysis so as to make sure that business needs are paramount when new information technology IT systems are introduced. The reason for producing this book is to provide guidance about business analysis that reflects the breadth of the role and the range of techniques used.
While knowl- edge of the business is invaluable for business analysts. Some business analysts were experienced IT systems analysts and have been less comfortable considering the business requirements and the range of potential solutions that would meet those requirements.
Some business analysts. This can cause communication difficulties with the developers. In Chapter 4 we describe a process model for business analysis.
What do business analysts do? What skills do they require? How do they add value to organisations? Many of those solutions will involve new or enhanced information systems. These days. In fact. The perception that. This approach has been based upon the belief that specialist providers. In the past this has been the focus of IT departments. Our aim is to help business analysts carry out their work. The use of IT has also created opportunities for organisations to focus on their core processes and competencies without the distraction of the peripheral areas of business.
Business analysis work is well defined where there are standard techniques that have been used in projects for many years. This has been accompanied by recognition by senior management that IT investment often fails to deliver the required business benefit. In short. This situation applies to all sectors. Yet for many years there has been a growing dissatisfaction in businesses with the support provided by IT.
They have transferred much of their IT work to specialist service providers. Much of this book provides guidance on how the various stages in this process model may be carried out. The issues relating to supplier management are not the subject of this book.
The traditional systems analyst role operated primarily in the last area. Figure 1. Within these programmes. A study by Feeny and Willcocks listed a number of key skills required within organisations that have outsourced IT. The latter gains an additional customer and the opportunity to increase turnover and make profit from the contractual arrangement. The roles of the programme manager and change manager have been well defined.
This undoubtedly has advantages both for the organisation downloading the services and for the specialist supplier. This report specifically identified business systems thinking. Successful business change During the last few years organisations have broadened their view from IT projects to business change programmes. The outsourcing business model has undoubtedly been a catalyst for the development of the business analysis function as more and more organisations recognise the importance of business representation during the development and implementation of IT systems.
In theory this approach has much to recommend it. Investigation of the outsourcing business model has identified that. The communication and clarification of requirements is key to ensuring the success of any IT system development.
Competitive advantage of using IT A parallel development that has helped to increase the profile of business analysis and define the business analyst role has been the growing recognition that three factors need to be present in order for IT systems to deliver competitive advantage.
These factors have led directly to the development of the business analyst role. Having identified the 4. Later business change activities are concerned with change design and development. Organisations also want help in finding potential solutions to business issues and opportunities.
The importance of the business analyst The delivery of predicted business benefits. The potential exists for organisations to implement information systems that yield competitive advantage. The use of consultants Many organisations use external consultants to provide expert advice throughout the business change lifecycle. Reasons for using internal business analysts as consultants.
These analysts may lack an external viewpoint but they are knowledgeable about the business domain and. Consultancy firms often charge daily fee rates that are considerably higher than the employment cost for an internal analyst and.
These factors have been recognised as particularly important for projects where the objectives concern the achievement of business benefit through the use of IT. The importance of delivering the business benefits predicted for business change initiatives has becoming increasingly necessary to the survival of organisations. As a result. Even though the role of the business analyst emerged almost 20 years ago. The experiences gained from using external consultants have also played a part in the development of the internal business analysis role.
Many business analysts have argued that they can provide the same services as external consultants and can. Cost is also a key issue. For example.
A quick survey of the job advertisements for business analysts also reflects a range of possibilities. On the other hand. The reasons are clear: Discussions with several hundred business analysts across a range of business forums have highlighted that business analysis job descriptions are unclear and do not always describe their responsibilities accurately.
Given these issues. The use of IT to enable business improve- ments and the opportunities presented by technology will need to be considered during any strategy analysis. It may also be the case that some business analyst roles will require strategic-level thinking.
The business analysts are the specialist team within organisations that should be able to advise on the use of technology to drive business change. Chapter 3 explores a range of strategic analysis techniques and provides an overview of the strategic planning process. IT systems analysis At the other end of our model. The systems analyst role has been in existence for over 40 years and can be 6.
In the main. Given that business analysts often have to recommend process and IT system solutions. In some organisations there is little divide between the business analysts and the IT team. Some organisations consider this work to be of such a technical nature that they perceive it to be completely outside the province of the business analyst.
The analysts would need to make recommendations for business changes and these would need to be supported by a rigorous business case. It may be that the analysts are asked to resolve a localised business issue. The expectation here is that the IT department will carry out the detailed IT systems modelling and specifica- tion. Community Reviews. Showing Rating details. Sort order. Helpful introduction to Business Analysis. Covers a lot of areas and goes into sufficient detail from a beginner's point of view.
There are some typos and the writing could be a lot more concise, but is a good basis for preparing for any beginners certification. Recommended with some caveats. It's a good introduction to Business Analysis, and has a broad coverage of the subject. On the other hand, the coverage of most topics is pretty superficial - it would make a good first book, but anyone working as a business analyst is going to outgrow it pretty rapidly.
Sep 20, Barry rated it liked it Shelves: Decent book covering the Business Analysis discipline.
It's well written and quite thorough with just a few typos. It covers the general processes in business analysis projects from initiation, developing solutions and gathering and modelling requirements. It works very well as a companion volume to '99 Business Analysis' techniques which I can heartily recommend. Whilst that may be appro Decent book covering the Business Analysis discipline.
Whilst that may be appropriate for traditional BA type roles I do think more focus should be on transformational business change and understanding organisations from a systems perspective. That said I have dipped into this on more than one occasion over recent weeks and suspect I certainly will for some time in the future.
Good resource for those new to Business Analysis.
Apr 06, Ankur rated it really liked it. The official text for BCS certification path, it is a useful primer to the process of business analysis.
I copy-edited the second edition for the publisher, working on screen in Microsoft Word. I liaised with the author to resolve editorial queries and returned the text edited and tagged ready for typesetting. May 12, Ravi rated it really liked it Shelves: This is a re-read of the book almost a year after my previous read.
It has given me a nice chance to reflect and relate the usage of concepts in the book to my actual day to day activities at work. I am happy with the progress I have made in the past year, and, as always, there is scope for improvement. Apr 30, Noemi rated it liked it Shelves: A manual for someone who wants to do business analysis by the book. Jul 27, Trevor rated it really liked it. Very useful for the ISEB exam, just waiting on the result now Jul 30, Lynda rated it really liked it.
Dip in to this when I am looking for strategy tips. Feb 06, Nicci marked it as to-read. Sep 12, Chris rated it really liked it. A good framework for business analysis. Bradley Barborak rated it liked it Aug 02, Rachel S Johnson rated it it was amazing May 29, Juan-Ton rated it it was ok Jun 18, Anna rated it it was amazing Mar 29, Sanath Kumar rated it it was ok Aug 13, Think7x24 rated it really liked it Nov 19, Buchilo rated it really liked it Oct 01, Greg Basterfield rated it did not like it Sep 01, Lorena Vilela rated it it was amazing Nov 02, Mp rated it did not like it Nov 24,