LIST OF FIGURES AND TABLES
Figure 1.1 |
Business change lifecycle |
4 |
Figure 1.2 |
Potential range of the business analyst role |
6 |
Figure 1.3 |
The four views of a business system |
9 |
Figure 1.4 |
The business analysis maturity model |
12 |
Figure 1.5 |
The capability maturity model integration |
13 |
Figure 2.1 |
The competencies of a business analyst |
17 |
Figure 2.2 |
Skill analysis matrix |
25 |
Figure 3.1 |
Strategy creation |
39 |
Figure 3.2 |
Porter’s five forces model |
44 |
Figure 3.3 |
The Boston box |
48 |
Figure 3.4 |
Format of a SWOT matrix |
49 |
Figure 3.5 |
The McKinsey 7-S model |
51 |
Figure 3.6 |
The balanced business scorecard |
52 |
Figure 4.1 |
A problem-solving model |
56 |
Figure 4.2 |
The business analysis process model |
58 |
Figure 4.3 |
Extended business analysis process model |
68 |
Figure 5.1 |
‘STOP’, the organisation hierarchy |
76 |
Figure 5.2 |
The structure of an interview |
77 |
Figure 5.3 |
Workshop techniques |
83 |
Figure 5.4 |
Process for developing scenarios |
85 |
Figure 5.5 |
Example of a rich picture |
92 |
Figure 5.6 |
Example of a mind map |
93 |
Figure 5.7 |
Example of a spaghetti map for a garage service section |
94 |
Figure 5.8 |
Example of a fishbone diagram |
96 |
Figure 6.1 |
Stakeholder management in the project lifecycle |
99 |
Figure 6.2 |
Generic stakeholder categories |
100 |
Figure 6.3 |
Stakeholder power/interest analysis |
103 |
Figure 6.4 |
Basic stakeholder management strategies |
104 |
Figure 6.5 |
Example of a RACI chart |
109 |
Figure 6.6 |
Example of a RASCI chart |
110 |
Figure 7.1 |
Checkland’s soft systems methodology |
114 |
Figure 7.2 |
BAM notation using ‘cloud’ symbols |
119 |
Figure 7.3 |
BAM for a travel company |
120 |
Figure 7.4 |
Business event triggering activities |
123 |
Figure 8.1 |
Functional view of an organization |
128 |
Figure 8.2 |
Organisation model (after Harmon 2007) |
129 |
Figure 8.3 |
A process receiving input and producing output |
131 |
Figure 8.4 |
Outline process model |
131 |
Figure 8.5 |
Overview process map for a library service |
132 |
ix
LIST OF FIGURES AND TABLES
Figure 8.6 |
Porter’s value chain |
133 |
Figure 8.7 |
Example value-chain activities for a manufacturing organisation |
134 |
Figure 8.8 |
Elements of a value proposition |
134 |
Figure 8.9 |
Business process model for ‘Loan item’ process |
137 |
Figure 8.10 |
Business process ‘Loan item’ with alternative paths |
138 |
Figure 8.11 |
Business process model with link from another process |
138 |
Figure 8.12 |
An example of handoffs on the high-level process model |
140 |
Figure 8.13 |
An example of a business process with a timeline |
145 |
Figure 9.1 |
Requirements engineering process |
152 |
Figure 9.2 |
Tacit to explicit knowledge |
160 |
Figure 10.1 |
Contents of a requirement document |
169 |
Figure 10.2 |
Types of requirements |
171 |
Figure 10.3 |
Categories of requirements |
172 |
Figure 10.4 |
Requirements catalogue example |
180 |
Figure 10.5 |
Elements of requirements management |
181 |
Figure 11.1 |
A use case diagram for a project control system |
187 |
Figure 11.2 |
Use case diagram showing <<include>> |
188 |
Figure 11.3 |
Use case diagram showing <<include>> and <<extend>> |
189 |
Figure 11.4 |
Diagram showing one-to-many relationship |
191 |
Figure 11.5 |
Diagram showing a one-to-one relationship |
192 |
Figure 11.6 |
Diagram showing a fully mandatory one-to-many relationship |
193 |
Figure 11.7 |
Diagram showing a fully optional one-to-many relationship |
193 |
Figure 11.8 |
A mandatory parent entity with optional child entities |
194 |
Figure 11.9 |
An optional parent entity with mandatory child entities |
194 |
Figure 11.10 |
Diagram showing a many-to-many relationship |
195 |
Figure 11.11 |
Diagram showing a resolved many-to-many relationship |
195 |
Figure 11.12 |
Named relationship between entities |
196 |
Figure 11.13 |
Exclusive relationships |
196 |
Figure 11.14 |
An entity relationship diagram for a sales system |
197 |
Figure 11.15 |
Alternative data modelling notation |
198 |
Figure 11.16 |
Definition of the class ‘Account’ |
200 |
Figure 11.17 |
An association between two classes |
201 |
Figure 11.18 |
An association with one-to-many multiplicity |
201 |
Figure 11.19 |
An association with one-to-zero-to-one multiplicity |
201 |
Figure 11.20 |
An association with one-to-one-to-many multiplicity |
202 |
Figure 11.21 |
An association with one-to-one-to-20 multiplicity |
202 |
Figure 11.22 |
An association with many-to-many multiplicity |
203 |
Figure 11.23 |
An association class |
203 |
Figure 11.24 |
A generalisation structure |
204 |
Figure 12.1 |
Factors in deciding the delivery approach |
207 |
Figure 12.2 |
Business change lifecycle |
209 |
Figure 12.3 |
The waterfall lifecycle |
210 |
Figure 12.4 |
The ‘V’ model |
211 |
Figure 12.5 |
Extended ‘V’ model |
211 |
Figure 12.6 |
Incremental lifecycle |
213 |
Figure 12.7 |
Boehm’s spiral model |
213 |
Figure 13.1 |
The business case in the project lifecycle |
224 |
Figure 13.2 |
Process for developing options |
225 |
Figure 13.3 |
Incremental options |
226 |
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LIST OF FIGURES AND TABLES
Figure 13.4 |
Aspects of feasibility |
227 |
Figure 13.5 |
Force-field analysis |
228 |
Figure 13.6 |
Categories of costs and benefits |
231 |
Figure 13.7 |
Gantt/bar chart for a proposed project |
236 |
Figure 13.8 |
Benefits realisation approach |
240 |
Figure 13.9 |
Example of a benefits map |
241 |
Figure 14.1 |
The environment for change |
246 |
Figure 14.2 |
Maslow’s hierarchy of needs |
249 |
Figure 14.3 |
Emotions and the change process |
250 |
Figure 14.4 |
Business change lifecycle |
251 |
Figure 14.5 |
Strategy links the internal and external factors |
252 |
Figure 14.6 |
Action learning approach |
261 |
Figure 14.7 |
First cycle of an iterative change programme |
|
|
(based on action learning) |
262 |
Figure 14.8 |
Stages of concern (from the concerns-based adoption model) |
263 |
Table 2.1 |
SFIA and SFIAplus description of Business Analysis |
|
|
skill levels 3–6 |
29 |
Table 5.1 |
Example of a business needs log |
97 |
Table 9.1 |
Types of tacit and explicit knowledge |
159 |
Table 9.2 |
Techniques and knowledge types (after Maiden and Rugg 1996) |
160 |
Table 9.3 |
Example requirements list |
162 |
Table 13.1 |
Example of a payback calculation |
237 |
Table 13.2 |
Example of a net present value calculation |
238 |
Table 14.1 |
Reward system problems |
264 |
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CONTRIBUTORS
Malcolm Eva (contributor) has worked in the field of IS systems development as developer, systems analyst and business analyst for over 25 years. He has experience in university and college education, and also of training in the public and private sectors.
Craig Rollason (contributor) is a manager of business analysts at National Grid, with a specific focus on investment planning and project start-up. He has worked across the complete business analysis lifecycle in government, manufacturing and utilities. He is a Chartered Member of BCS.
Keith Hindle (contributor) has more than 30 years’ experience of consulting and training in IS systems development and business analysis for organisations in the public and private sectors. He is a Chartered Member of BCS.
James Cadle (co-editor/contributor) is a Chartered Member of BCS and a specialist consultant in business analysis, systems analysis and project management with more than 30 years’ experience in the UK and overseas. He is a Director of Assist Knowledge Development Ltd.
Debra Paul (co-editor/contributor) is Managing Director of Assist Knowledge Development Ltd. and has worked for more than 25 years in the IT industry delivering training and consultancy in her specialist fields of business analysis and business change. She is a Chartered Fellow of BCS.
Dot Tudor (contributor) is the Technical Director of TCC Limited. She specialises in project management, business analysis and agile approaches to business change. She is a Chartered Fellow of BCS.
Donald Yeates (co-editor/contributor) is a Chartered Fellow of BCS and a Visiting Executive Fellow at Henley Business School in the UK. He has worked in the IT industry for most of his career and is now an Executive Coach.
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