BCS BA Practice Revision Guide 28/05/ :24

Transcription

1 BCS BA PRACTICE REVISION NOTES from 0. Acronyms to remember POPIT also known as 4 Views People skills motivation & reward Operations Process Information and Technology/ Organisation Generic stakeholders (PROMSECC) partners regulators owners managers suppliers employees competitors McKinsey's 7 S Model "Seven Spotted Singers Sang Songs Super Special" This aligns to POPIT model Structure (hard systems) Systems (hard systems) Strategy (hard systems) Style (soft systems) Staff (soft systems) Skills (soft systems) Shared Values (soft systems) OSCAR used for terms of reference business project Scope areas covered/not covered Constraints Authority Resource External analysis also known as STEEPLE Political Economic Socio Cultural Technological Legal Environmental SPIBS Porters 5 Forces Suppliers Potential Entrants threat Industry Competitors rivalry Buyers Substitutes threat of substitutes Internal analysis MOST Mission Strategy Tactics Resources audit Physical Financial Human Knowhow Reputation 1. Introduction BAMM Business Analysis Maturity Model x = authority, y = scope system - process - business 4 View Model organisation people skills motivation and reward process 2. Business Environment Analysis SWOT internal Strengths Weaknesses external Opportunities Threats Political Economic Socio-cultural Technological Legal Environmental Porter s 5 Forces Suppliers Buyers BA revision mindmap.opml Page 1 of 5

2 Potential Entrants threat Substitutes threat of substitute products or services Industry Competitors rivalry among existing firms MOST Mission Strategy Tactics Resource audit factors physical human intangible reputation know how financial Boston Box Problem child: Growing market but not selling Star: Selling well in a growing market Cash Cow: Selling well but market static or declining Dog: Small, contracting market share 3. CSFs and KPIs CSFs CSFs are derived from orgs. and support the achievements of those objectives relationship Balanced Business Scorecard align CFS and KPI to the four channels (FILC). BBS can be used to define the CSFs Vision & Strategy (centre) Financial Internal business processes Learning & Growth (innovation) Customer 4. Project Approach MuSCoW Must (be included) Should (be included) Could (be included) Won't (be included) Triple constraint Time Cost Quality 5. Investigating Business Situation SSM investigation techniques WOIDA New Node Workshops Observation Interviews Document Analysis documenting the investigation rich pictures provides overall view of business situation and it s links, dependencies and issues mind maps process models context diagrams requirements lists meeting reports fishbone diagrams spaghetti diagrams 6. Stakeholder Analysis & Management generic stakeholders (PROMSECC) partners regulators owners managers suppliers employees competitors stakeholder management strategies stakeholder classifications BONCCS Champion Supporter Neutral Critic Opponent Blocker stakeholder management plan 7. Defining business perspectives Objective, Environment, Mission, Competencies CATWOE use this for each stakeholder sequence WTCOAE use to build root definition BA revision mindmap.opml Page 2 of 5

3 8. Modelling business activities BAM business activity model conceptual represents the business activities that would be required to implement a business perspective perspective created for each stakeholder, then a consensus BAM Five types of business activity (DEMP C) Do 2 core activities Enable staff raw materials, product or services infrastructure finance Monitor check whether the system is operating at the required level of performance Plan decide what is to be done and the resources required set performance levels Control training up staff modifying staffing levels improving customer satisfaction Approach 1. Doing 2. Enabling 3. Planning 4. Monitoring 5. Control 9. Gap Analysis 4 View model prioritising examine BAM activities and classify as: Operating satisfactorily Operating with problems Not in place business rules analysing business processes BPR options (basically Muda) remove handoffs standardise rather than multiple versions work moved to reduce transport reduce checks set up single point of contact reduce reconciliation i.e. one system or one as benchmark centralise/decentralise as appropriate most effective work sequence worker empowerment organisational structure issues management silos and over management staff responsibilities and job design resources departmental boundaries customer/supplier relationships people issues training appraisal motivation and reward process issues clearly documented? communicated? supportive usable informative integrated adaptable and scalable 10. Business Case Basic structure Introduction justification for the business case methods used to examine the issues acknowledgements Management Summary created as at the last part of the document. should be no more than two pages. BA revision mindmap.opml Page 3 of 5

4 summarises the study and the issues identified proposes options together with advantages and disadvantages clear statement of recommendations and decisions required Description of current situation Options considered Analysis of cost and benefits impact assessment risk assessment recommendations appendices keep it short options and evaluations present the benefits before the costs tangible intangible outline main tasks and timescales in Gantt chart financial figures: discounted cash flow (dcf); net present value (npv); internal rate of return (ire) immediate long term immediate long term CARDI constraints assumptions risks dependencies Feasibility assessment business timeliness organisational fit process compatibility within competencies legal and regulatory cultural fit alignment with existing strategy or architecture? compatibility with current systems reliability availability maintainability performance financial within budget funds available acceptable return on investment acceptable cash flow fast enough payback can also use Force Field Analysis Outline business case elements description of current situation with issues and opportunities should be brief and concise outline of options 1. Identify possible options 2. Shortlist options 3. Evaluate shortlist 4. Take forward to business case analysis of options assessment of risks summary of decisions and next steps Cost/Benefit can be one off or recurring Costs Tangible Intangible quantifiable important but not quantified Benefits Tangible quantifiable Intangible important but not quantified Assessment over time payback or break even discounted cash flow (DCF)/ net present value (NPV) Internal rate of return (IRR) Impact Analysis Risk Analysis Summary of decisions needed Benefits realisation and management benefits realisation BA revision mindmap.opml Page 4 of 5

5 END I hope this revision guide is useful and I wish you good luck in the exam Im running to raise money for SANE. Please click tinyurl.com/oga87vu if you would like to make a donation. BA revision mindmap.opml Page 5 of 5