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Certificate in Business Analysis Essentials: February 2010

Focus is on using an holistic approach to the investigation and improvement of business situations. Candidates are required to understand a range of strategic analysis and performance management techniques. There are no specific pre-requisites for entry to the examination. Candidates who are awarded a pass for the examination are awarded the ISEB Certificate in business analysis Essentials.

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Kadir Çamoğlu
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792 views5 pages

Certificate in Business Analysis Essentials: February 2010

Focus is on using an holistic approach to the investigation and improvement of business situations. Candidates are required to understand a range of strategic analysis and performance management techniques. There are no specific pre-requisites for entry to the examination. Candidates who are awarded a pass for the examination are awarded the ISEB Certificate in business analysis Essentials.

Uploaded by

Kadir Çamoğlu
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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Certificate in Business Analysis Essentials

Version 1.1 February 2010

Certificate in Business Analysis Essentials


Introduction
This certificate is concerned with some of the fundamental aspects of business analysis. Its focus is on using an holistic approach to the investigation and improvement of business situations with a view to developing effective, feasible business solutions. There are two key elements to the syllabus: the development of a business strategy and the exploration of a business issue, whether a problem or opportunity. For the first element, candidates are required to understand a range of strategic analysis and performance management techniques. For the second element, they are required to be able to apply business analysis techniques within a defined framework. The syllabus requires that the candidate should be able to describe the following aspects of the framework: The structure (for example, milestones/stages/phases) The activities (for example, the workflows or detailed steps/tasks described within an approach)

For each technique, the candidate should be able to: Describe the technique Interpret and develop the documentation derived from the use of the technique

Organisations can submit their own approaches for accreditation, provided that they show how all aspects of the syllabus are handled in their proposed approach. However, candidates may be expected to apply any of the techniques defined in the syllabus in the examination for this certificate.

Recommendations for potential candidates


There are no specific pre-requisites for entry to the examination, however candidates should be suitably prepared and possess the appropriate skills and knowledge to fulfil the objectives above It is the view of ISEB that, for full coverage to be achieved, training courses leading to the certificate should normally run for 21 hours. The format for the examination is a one hour written (open book) examination based on a business scenario with 15 minutes reading time. Candidates who are awarded a pass for the examination are awarded the ISEB Certificate in Business Analysis Essentials

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Objectives
Holders of the ISEB BSD Certificate in Business Analysis Essentials should be able to: Describe how a business strategy is developed Use strategic analysis techniques Describe the need for project discipline Explain techniques to investigate an organisations business systems Describe an approach to improving business systems Explain the importance of stakeholder management and use a stakeholder analysis technique Use techniques for the analysis and modelling of business systems Describe how recommendations for business improvement may be identified Describe the contents of a rigorous business case for the development and implementation of business changes Identify costs, benefits, impacts and risks for an option in a business case Explain the derivation of IT requirements from the definitions of business improvements Explain the importance of assuring the business case once the changes have been implemented

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Syllabus
1. Rationale (5%) 1.1 1.2 1.3 1.4 1.5 A lifecycle for business change The role of the Business Analyst A comparison of the business analyst and systems analyst roles Purpose of analysing and modelling business systems Overview of business analysis approach (overview model showing roadmap/workflow)

2. Strategic Analysis in Context (15%) 2.1 2.2 2.3 2.4 2.5 2.6 2.7 Identifying the business domain Internal environment analysis External environment analysis SWOT analysis Overview of areas of strategy, including IS strategy Critical Success Factors and Key Performance Indicators The Balanced Business Scorecard

3. Project Discipline for Business Analysis Studies (5%) 3.1 3.2 3.3 Terms of reference/project initiation Business and project objectives Deliverables from business analysis studies

4. Understanding the Situation/Issues (10%) 4.1 4.2 4.3 Stakeholder analysis Overview of investigative techniques Representation of the business situation

5. Business perspectives (15%) 5.1 5.2 5.3 Identifying different perspectives Defining business perspectives Identifying and resolving conflicts

6. Analysing and modelling business activities (20%) 6.1 6.2 6.3 6.4 6.5 6.6 6.7 The conceptual business activity model The link between the business activity model and the business perspective Identifying activities Identifying dependencies Building a business activity model Business events/activity triggers Business rules/constraints

7. Identifying potential solutions (10%) 7.1 7.2 7.3 Gap analysis - comparing the ideal and existing systems Defining a new business model (the processes, people and organisation) Identifying IS/IT requirements to support the new business model
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8. Making the business case (15%) 8.1 8.2 8.3 8.4 8.5 8.6 8.7 Structure of a business case Identifying options for business change Identifying costs and benefits Identifying impacts Identifying risks Principles of risk analysis and management Presenting a business case

9. Accepting the business case (5%) 9.1 9.2 9.3 Testing the system for user acceptance Managing the implementation of change Realising the business benefits

Reading List
Paul D., Yeates D. et al (2006), Business Analysis, British Computer Society Checkland P. (1993), Systems Thinking, Systems Practice, John Wiley and Sons Checkland P. and Scholes J. (1999), Soft Systems Methodology in Action, John Wiley and Sons Skidmore S. and Eva M. (2004), Introducing Systems Development, Palgrave Macmillan Yeates D. Cadle J.and Wakefield T. (2003), Systems Analysis and Design, FT Prentice Hall Patching D. (1990), Practical Soft Systems Analysis, Pitman

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