Course Details

Take your first step on your business analysis career path by attaining a certification that employers around the world respect and value.

Understand how to identify and evaluate options for improving your business.

Develop skills and knowledge to support successful business change programmes within your organisation.

Course Curriculum

  • 2

    Chapter 1 - What is Business Analysis?

    • Learning Objectives

    • What is business analysis?

    • The development of business analysis

    • The development of business analysis - outsourcing

    • The development of business analysis - IT

    • The development of business analysis - consultants

    • The development of business analysis - business change lifecycle

    • The scope of business analysis work

    • Principles of business analysis

    • Principles of business analysis - holistic/agile

    • The role and responsibilities of a business analyst

    • Variants of the business analyst role

    • Learning objectives - recap

    • Knowledge check

  • 3

    Chapter 2 - The Competencies of a Business Analyst

    • Learning objectives

    • The competencies of a business analyst

    • The T-shaped professional

    • The T-shaped professional

    • Competencies of a business analyst

    • Competencies of a business analyst - personal qualities

    • Competencies of a business analyst - business knowledge

    • Competencies of a business analyst - professional techniques

    • Ways of developing the competencies

    • Learning objectives - recap

    • Knowledge check

  • 4

    Chapter 3 - The Strategic Context for Business Analysis

    • Learning objectives

    • What is strategy?

    • Business analysis and the strategic context

    • Adaptive strategy development

    • Linear strategy development

    • Hybrid strategy development

    • Understanding the strategic context

    • Understanding the strategic context

    • Understanding the strategic context

    • PESTLE

    • VMOST

    • VMOST and the core building blocks for the strategic context

    • VMOST

    • Performance measurement

    • Critical Success Factors (CSF) and Key Performance Indicators (KPIs)

    • Performance measurement and VMOST

    • SWOT Analysis

    • Strategy Execution

    • Business model canvas

    • Business model canvas

    • POPIT™

    • Learning objectives - recap

    • Knowledge check

  • 5

    Chapter 4 - The Business Analysis Service Framework

    • Learning objectives

    • The business analysis service framework

    • The business analysis service framework

    • The business analysis service framework - stakeholder engagement

    • The strategic context for the BA service

    • Recipients of business analysis services

    • Learning objectives - recap

    • Knowledge check

  • 6

    Chapter 5 - Investigating the Business Situation

    • Learning objectives

    • Investigating the business situation

    • Investigation techniques

    • Investigation techniques - workshops

    • Investigation techniques - observation

    • Investigation techniques - interviews

    • Investigation techniques - scenarios

    • Investigation techniques - prototyping

    • Investigation techniques - user role analysis

    • Investigation techniques - user role analysis - personas

    • Investigation techniques - surveys or questionnaires

    • Investigation techniques - activity sampling

    • Investigation techniques - document analysis

    • Recording a business situation

    • Applicability of investigation techniques

    • Learning objectives - recap

    • Knowledge check

  • 7

    Chapter 6 - Analysing and Managing Stakeholders

    • Learning objectives

    • Categories of stakeholder - stakeholder wheel

    • Analysing stakeholders - the Power Interest Grid

    • Describing stakeholder responsibilities - RACI chart

    • Learning objectives - recap

    • Knowledge check

  • 8

    Chapter 7 - Improving Business Services and Processes

    • Learning objectives

    • The business process hierarchy

    • Reasons for modelling value streams and business processes

    • Techniques used at the enterprise level - organisational chart

    • Techniques used at the enterprise level - process model

    • Techniques used at the enterprise level - SIPOC

    • Techniques used at the enterprise level - value chain

    • Value chain analysis (Porter)

    • Techniques used at the enterprise level - value proposition

    • Aspects of the event response level - business events

    • Aspects of the event response level - process, task, step

    • Aspects of the event response level

    • UML activity models

    • Analysis considerations at the actor-task level

    • Analysis considerations at the actor-task level

    • Analysis considerations at the actor-task level

    • Analysis considerations at the actor-task level

    • The business process hierarchy

    • Analysing as-is process models

    • Analysis as-is process models

    • Analysis of as-is process model

    • Analysis of as-is process model

    • Generic approaches to improving business processes

    • The purpose of customer journey maps

    • Learning objectives - recap

    • Knowledge check

  • 9

    Chapter 8 - Defining the Solution

    • Learning objectives

    • The gap analysis process

    • POPIT™ and gap analysis

    • Formulating options

    • Formulating options

    • Formulating options

    • Types of options

    • Design thinking

    • Design thinking

    • Divergent and convergent thinking

    • Divergent and convergent thinking

    • Learning objectives - recap

    • Knowledge check

  • 10

    Chapter 9 - Making the Business Case

    • Learning objectives

    • The business case in the project lifecycle

    • The business case in the project lifecycle

    • Identify the areas of feasibility assessment

    • PESTLE for feasibility assessment

    • Structure of a business case

    • Analysis of Costs and Benefits

    • Impact Assessment

    • Risk Assessment

    • Business case within an Agile context

    • Business case within an Agile context

    • The CARDI Log

    • Investment Appraisal

    • Investment and Appraisal Techniques

    • Payback

    • Payback and Risk - Time Value of Money

    • Discounted Cashflow

    • Internal Rate of Return

    • Learning objectives - recap

    • Knowledge check

  • 11

    Chapter 10 - Establishing the Requirements

    • Learning objectives

    • The importance of requirements

    • The requirements engineering framework

    • Actors in requirements engineering

    • Types of requirements

    • Types of requirements

    • Other types of requirement

    • Hierarchy of Requirements

    • Requirements of elicitation

    • Requirements elicitation

    • Requirements elicitation

    • Tacit knowledge

    • Tacit knowledge

    • Tacit knowledge

    • Tacit knowledge

    • Tacit Knowledge

    • Requirements analysis

    • Elements of requirements analysis

    • Elements of requirements analysis

    • Business rules

    • Requirement filters

    • INVEST

    • MoSCoW

    • Learning objectives - recap

    • Knowledge check

  • 12

    Chapter 11 - Documents and Modelling Requirements

    • Learning objectives

    • Documenting and managing requirements

    • Importance of documentation

    • Documentation styles

    • Requirements catalogue

    • Requirements catalogue

    • User stories

    • User stories

    • User stories

    • Documentation styles - User stories

    • Documentation styles - Diagrammatic

    • Use case diagram

    • Context diagram

    • Use case diagram

    • Use case description

    • Modelling data requirements

    • Class model

    • The product backlog in an agile environment

    • The product backlog in an agile environment

    • The business requirements document

    • Learning objectives - recap

    • Knowledge check

  • 13

    Chapter 12 - Validating and Managing Requirements

    • Learning objectives

    • The requirements engineering framework

    • Requirements validation

    • Requirements validation

    • Requirements validation (formal)

    • Requirements validation (formal)

    • Requirements validation (formal)

    • Requirements validation (formal)

    • Requirements validation (Agile)

    • Requirements validation (Agile)

    • Requirements validation (Agile)

    • The requirements engineering framework

    • Requirements management

    • Requirements management (traceability)

    • Requirements management (traceability)

    • Requirements management (change control)

    • Learning objectives - recap

    • Knowledge check

  • 14

    Chapter 13 - Delivering the Requirements

    • Learning outcomes

    • Delivery lifecycles

    • Delivery lifecycles

    • Delivery lifecycles - Waterfall

    • Delivery lifecycles - 'V' model

    • Delivery lifecycles - extended 'V' Model

    • Delivery lifecycles - Incremental

    • Delivery lifecycles

    • Delivery lifecycles - Iterative lifecycle (Agile)

    • Delivery lifecycles - Iterative lifecycle (Agile)

    • Advantages and disadvantages of the lifecycles

    • Advantages and disadvantages of the lifecycles

    • Learning outcomes - recap

    • Knowledge check

  • 15

    Chapter 14 - Delivering the Business Solution

    • Learning objectives

    • People at the heart of business change design and development

    • POPIT perspective - people

    • POPIT perspective - organisation

    • POPIT perspective - processes

    • POPIT perspective - information and technology

    • BA role in design and development

    • Implementation - business readiness assessment

    • Business readiness assessment (Mckinsey 7S Framework)

    • Business readiness assessment (CPPOLDAT)

    • Considering migration and transition

    • Considering migration and transition

    • The human response to change

    • Responses to change

    • The realisation stage

    • Benefits management process

    • The benefits plan

    • Benefits dependency network

    • Benefits review

    • Scheduled reviews

    • Unscheduled reviews

    • Benefits realisation report

    • Learning objectives - recap

    • Knowledge check

Did You Know?

Worldwide over 100,000 business analysts have certified with BCS, The Chartered Institute for IT, enabling them to contribute effectively to the transformation and growth of their business.

Questions

  • Who Is It For?

    The Foundation Certificate is designed for people who want to understand business analysis, support change and improve business processes. Suitable for business analysts, business managers and members of their team, business change managers and project managers

  • What Will I Learn?

    You’ll gain a broad understanding of business analysis, including: The role and competencies of a Business Analyst. How to identify and evaluate options for improving your business. Investigative techniques, including interviews, workshops, prototyping and scenarios. How to categorise, analyse and manage stakeholders. Making a business case and assessing feasibility. How to document, manage and validate requirements.

  • Exam

    A one hour ‘closed book’ exam, with 40 multiple-choice questions. The pass mark is 65% (26/40) and you can take the exam from home (computer with webcam required). You will have 12 months access to the course to help you prepare.

  • Entry Requirements

    There are no entry requirements for this course.

  • What Do I Get?

    As well as gaining new skills and knowledge, upon successful completion, you will receive a globally recognised professional certification awarded by the BCS at SFIA Plus Level 3, and free annual Associate Membership to the BCS to help further develop your career and grow your professional network.

  • How Long Does It Take To Complete?

    It usually takes a minimum of 27 hours to prepare for the exam.

  • What Support Is Available?

    A qualified tutor is on hand to answer any questions you have about the course and the content, via email or the student discussion forum.

  • What Career Support Is Available?

    When you pass your course, you will receive a one-year free membership to the BCS (worth £90) which offers professional networking and career development opportunities through their careers service: ’Springboard'.

Instructor

Company Director and Accredited Trainer

Darren Winter

Darren is the Company Director of Duco Digital, a digital marketing & training business providing business analysis and delivering professional marketing solutions including websites, social media marketing, SEO, marketing strategies and training. In 2020, he launched Duco Digital Training offering BCS accredited distance learning courses. In 2017 he graduated from Newcastle University with an MA with merit in Cross-Cultural Communication and International Marketing, previously graduating with a BSc in Computing from Teesside University where he was also a University Governor. He is the Chair of the Redcar Cleveland Ambassadors and the Redcar Town Deal Board, and also manages the Redcar and Cleveland Business Network.

Start Your Business Analysis Journey Today. For only £500!

Price includes 12 months access, tutor support and exam costs.

What If I Change My Mind?

If you change your mind about your course purchase, you can apply for a refund within 14 days of purchase, provided that you haven't accessed your course material. Please note that you are no longer eligible if you have accessed your course material or communicated with any course tutor.