CFL Foundation Certificate in Business Analysis

  • Last Update January 5, 2022


Business Analysis Foundation Certification Training Course Overview

This course the participants will be taught about the fundamentals of business analysis where they can experience a realistic overview on the role and responsibilities of business analysis

The course will cover the foundations of business analysis tools and techniques on how these skills as a business analysis are used to gather requirements and identify solutions to provide better business outcomes. Learn the key concepts, vocabulary, and stakeholders business analysts need to be comfortable working with.

This certification provides a foundation for the range of specialist CFL modular certificates in
the areas of Business Analysis, IS Consultancy and Business Change.

In addition, the certification provides foundation-level Business Analysis
knowledge for specialists in other disciplines, particularly Project Managers and System

What Will I Learn?

  • Candidates should be able to demonstrate knowledge and understanding of business
  • analysis principles and techniques.
  • Key areas are;
  • the role and competencies of a business analyst
  • strategy analysis
  • business system and business process modelling
  • stakeholder analysis
  • investigation and modelling techniques
  • requirements engineering
  • business case development

Topics for this course

. What is Business Analysis (2.5%)?

The origins of business analysis The development of business analysis The impact of outsourcing Competitive advantage of using IT Successful business change The importance of the business analyst Business analysts as internal consultants 1.3 The scope of business analysis work The range of analysis activities Strategic analysis and definition IT systems analysis Business analysis Taking a holistic approach The role and responsibilities of a business analyst Definition of the business analyst role Further aspects of the business analyst role

The Competencies of a Business Analyst (2.5%)?

Personal qualities Business knowledge Professional techniques The development of competencies

Strategy Analysis (7.5%)?

The context for strategy The definition of strategy (Johnson, Scholes and Whittington 2008) Strategy development External environment analysis PESTLE analysis Porter’s five forces model 3.5 Internal environment analysis MOST analysis Resource Audit Boston Box SWOT analysis Executing strategy The McKinsey 7-S model The Balanced Business Scorecard Critical Success Factors and Key Performance Indicators

The Business Analysis Process Model (5%)?

An approach to problem-solving Stages of the business analysis process model Investigate the situation Consider the perspectives Analyse the needs Evaluate the options Define the requirements Objectives of the process model stages Procedure for each process model stage Techniques used within each process model stage

Investigation techniques (15%)?

An approach to problem-solving Stages of the business analysis process model Investigate the situation Consider the perspectives Analyse the needs Evaluate the options Define the requirements Objectives of the process model stages Procedure for each process model stage Techniques used within each process model stage

Investigation techniques (15%)?

Interviews Advantages and disadvantages of interviewing Preparing for interviewing Conducting the interview Following up the interview Observation Advantages and disadvantages of observation Formal observation Protocol analysis Shadowing Ethnographic studies Workshops Advantages and disadvantages of workshops Preparing for the workshop Facilitating the workshop Techniques Following the workshop Scenarios Advantages and disadvantages of scenarios Process for developing scenarios Documenting scenarios Prototyping Advantages and disadvantages of prototyping Quantitative approaches Surveys or Questionnaires Special Purpose Records Activity Sampling Document Analysis Documenting the current situation Rich Pictures Mind Maps

Stakeholder Analysis and Management (10%)?

Stakeholder categories and identification Customers Partners Suppliers Competitors Regulators Owners Employees Managers Analysing stakeholders The Power/Interest Grid Stakeholder management strategies No or low interest and no or low power (or influence) Some or high interest but no or low power (or influence) No or low to high interest but some power (or influence) No or low interest but high power (or influence) Some interest and high power (or influence) High interest and high power (or influence) Managing stakeholders Stakeholder plan/assessment Understanding stakeholder perspectives Soft Systems Methodology Analysing the perspectives CATWOE Business activity models Creating a business activity model Types of activities – Plan, Enable, Do, Monitor, Control Developing a consensus model

Modelling Business Processes (10%)?

Organisational context Functional view of an organisation An alternative view of an organisation The organisational view of business processes Value propositions Process models Business events Developing the business process model Analysing the as-is process model Improving business processes (to-be business process) Business rules Simplify the process Remove bottlenecks Change the sequence of tasks Redefine process boundary Automate the processing Redesign the process

Defining the solution (5%)?

Gap analysis Identifying areas of concern Framework for gap analysis (elements of POPIT model) Formulating options Introduction to Business Architecture Definition of Business Architecture Business Architecture techniques Definition of a capability model Definition of a value stream

Making a Business and Financial Case (10%)?

The business case in the project lifecycle Identifying options Assessing project feasibility Business feasibility Technical feasibility Financial feasibility Structure of a business case Contents of a business case Categories of costs and benefits Impact assessment Risk assessment Investment appraisal Payback Discounted cash flow and Internal rate of return

Establishing the Requirements (7.5%)?

A framework for requirements engineering Actors in requirements engineering The business representatives The project team Requirements elicitation Tacit and explicit knowledge Requirements elicitation techniques Requirements analysis Requirements filters SMART requirements Requirements validation

Documenting and Managing Requirements (7.5%)?

The requirements document Structure Content of the requirements document The requirements catalogue Types of requirements; general, technical, functional and non-functional Hierarchy of requirements Documenting a requirement Managing requirements Elements of requirements management

Modelling Requirements (7.5%)?

Modelling system functions Use case diagrams Modelling system data Entity Relationship Diagrams Entities, attributes and relationships Types of relationships Class Models Objects and classes Attributes Associations

Delivering the Requirements (5%)?

Delivering the solution Context Lifecycles The waterfall lifecycle The ‘V’ model lifecycle Incremental lifecycle Iterative systems development lifecycle

Delivering the Business Solution (5%)?

BA role in the business change lifecycle Design stage Information and Technology Design Development Testing Implementation stage SARAH model Realisation stage Contents of the benefits plan

About the instructor

5.00 (14 ratings)

38 Courses

37 students

 291,619.00 VAT
  • USD: 703.09$

Target Audience

  • Business Analyst
  • Business Managers
  • Team Members
  • Project Managers
  • Anyone who want to understand business analysis, support change and improve business processes