BA Acronyms, Models and Tools Flashcards
1
Q
3Cs
A
Underlying principles for user story development
Card - limited information
Conversation - basis for a conversation to explore in more detail
Confirmation - evaluated against defined acceptance criteria.
2
Q
4Ms
A
Manpower, machines, measures and methods
OR Manpower, machines, materials and methods
Used in fishbone diagrams
3
Q
4Ss
A
Surroundings, suppliers, systems, skills
4
Q
5Ws
A
Who, what, where, why, when
5
Q
6Ps
A
People, place, processes, physical evidence, product, performance measures
6
Q
AI
A
Artificial intelligence
7
Q
BA
A
Business analysis
8
Q
BAM
A
Business activity model
A conceptual framework that outlines the key activities and processes within an organization to achieve its business objectives. It should derive solely from its business perspective.
9
Q
BAMM
A
Business analysis maturity model
10
Q
BASF
A
Business analysis services framework
Situation investigation and problem analysis
Feasibility assessment and business case development
Business process improvement
Requirements definition
Business acceptance testing
Business change deployment
11
Q
BCM
A
Business capability model
12
Q
BMC
A
Business model canvas
Key partners
Key activities
Key resources
Value proposition
Customer relationships
Channels
Customer segments
Cost structure
Revenue streams
13
Q
BPMN
A
Business process model and notation
14
Q
BSC
A
Balanced scorecard
Vision and strategy
Financial
Internal business processes
Learning and growth
Customer
15
Q
BRD
A
Business requirements document
16
Q
CARDI
A
Constraints, assumptions, risks, dependencies, issues
17
Q
CATWOE
A
Customer, actor, transformation, world view, owner, environment
Create business perspectives which are views taken by key stakeholders on what the business system is, so it provides a possible model for a future system.
18
Q
CBAP
A
Certified business analysis professional
19
Q
CCBA
A
Certificate of capability in business analysis
20
Q
CI
A
Configuration item
21
Q
CMMI
A
Capability maturity model integration
Initial, managed, defined, qualitatively managed, optimising
22
Q
COTS
A
Commercial off-the-shelf (software solution)
23
Q
CPPOLDAT
A
Customer, product, process, organisation, location, data, applications, technology.
CCPOLDAT can be used to understand the impact of the proposed change or strategy implementation on the business and technological aspects.
24
Q
CRM
A
Customer relationship management
25
CRUD
Create, read, update, delete
26
CSF
Critical success factor
27
CX
Customer experience
28
DBMS
Database management system
29
DCF
Discounted cash flow
Calculations for payback that are based on the 'time value of money' which gives a more realistic indication of when payback will occur.
eg. The present value of a cash flow one year from now, discounted at 10% is equal to 0.9091 of its future value.
30
DMAIC
Define, measure, analyse, improve, control
31
DSDM
Dynamic systems development method
32
EA
Enterprise architecture
Business architecture
Application architecture
Data architecture
Infrastructure architecture
Compliance
Security
33
ERD
Entity relationship diagram
34
GDPR
General data protection regulation
35
HR
Human resources
36
INVEST
Independent, negotiable, valuable, estimable, small, testable
37
IRR
Internal rate of return
38
IT
Information technology
39
ITT
Invitation to tender
40
JRP
Joint requirements planning
41
KPI
Key performance indicator
42
MECE
Mutually exclusive, completely exhaustive
43
MoSCoW
Must have, should have, could have, want to have but won't have this time
44
NPS
Net promoter score
45
NPV
Net present value
The total value of the project adjusted to reflect the time value of money.
46
OMG
Object management group
47
OPOPOT
One person, one place, one time
48
OSCAR
Objectives, scope, constraints, authority, resources.
For the terms of reference document.
49
PESTLE
Political, economic, socio-cultural, technological, legal, environmental
50
PID
Project initiation document
51
POPIT
People, organisation, processes, information and technology
52
RACI
Responsible, accountable, consulted, informed
53
RAD
Rapid application development
54
RAG
Red, amber, green
55
RAID
Risk, assumptions, issues, dependencies
56
RASCI
Responsible, accountable, supportive, consulted, informed
57
RE
Requirements engineering
58
ROI
Return on investment
59
RoQ
Reorder quantity
60
RPA
Robotic process automation
61
SaaS
Software as a service
62
SARAH
Shock, anger, rejection, acceptance, hope
63
SDLC
Systems development lifecycle
64
SFIA
Skills framework for the information age.
65
SIPOC
Supplier, input, process, output, customer
66
SME
Subject matter expert
67
SMART
Specific, measurable, achievable, relevant, timebound
68
SSADM
Structured systems analysis and design method
69
SSM - DELETE
Soft systems methodology
70
SUAVE
Stable - persists over time
Unique
Abstract - abstracted from the real world and how it would be enacted.
Valuable - to organisation and stakeholders
Executives - of interest to...
Capabilities listed in a business capability model would be expected to exhibit this characteristics.
71
SWOT
Analysis technique that summarizes the external pressures facing an organisation and the internal capabilities to respond.
Strengths, weaknesses, opportunities, threats
72
TIMWOODS
Transport, inventory, motion, waiting, over-production, over-processing, defects, skills
8 types of waste in a lean methodology.
73
TOM
Target operating model
74
TOR
Terms of reference
Formal document product by the project manager to describe the project. Normally uses BOSCARD or OSCAR.
Covers what we are doing, why, what's included and excluded and who's involved.
75
TRM - DELETE
Tech`nology reference model
76
UML
Unified modeling language
77
UP
Unified process
78
VOC
Voice of the customer
79
VMOST
Vision
Mission - no timeline
Objectives - SMART
Strategy - longer term and broader in reach
Tactics - shorter term, more detailed, more specifically targeted
80
XP
Extreme programming
81
UX
User experience
82
Business Change Lifecycle
Alignment - Business strategy and objectives
Definition - Investigate situation an consider perspectives
Design - Analyse needs, evaluate options, define requirements
Implementation - Deliver changes
Realisation - Assess success
83
T-Shaped Professional
Multi-disciplinary breadth of knowledge and skill
Deep knowledge and skill of specific domain
84
Strategic Context
85
Porter's Five Forces Model
Aids with analysis of the relative positioning and power of the organisations that participate in a particular industry.
Rivalry among existing competitors
Threat of new entrants
Threat of substitute products
Bargaining power of buyers
Bargaining power of suppliers
86
Growth share matrix or Boston Box
Market growth vs Relative market share
Milk the cows (mature products in established markets; the most profitable earners)
Bury the dogs
Invest in the stars (mature products and big earners; fund the rest)
Examine the problem children to see if they can behave themselves (currently unprofitable).
Successful products starts as Wild cats and go clockwise until they die or get reinvented.
87
Value Stream
A representation of activities carried out by an organisation that collectively offer a product or service to internal or external stakeholders.
88
Problem Solving Model - DELETE
89
STOP Organisational Hierarchy
Strategic level of management
Tactical level of management / Middle management
Operational level
90
Stakeholder Wheel
Partners
Suppliers
Regulators
Employees
Managers
Owners
Competitors
Customers
91
Key stakeholder management strategies
92
SSM
Soft Systems Methodology
93
Empathy Map
Think and Feel
See
Say and Do
Hear
Pain
Gain
94
Resource Audit
An internal environment analysis technique looking at tangible and intangible assets.
Physical
Human
Financial
Know-how
Reputation
95
IRR
Internal rate of return. (%)
The discount rate that, applied to its estimated cash flows for the duration of the project, yields a NPC of zero.
eg; If, instead of investing in this project, I put the money in a bank, how much would the interest rate/year need to be for me to get the same returns.
96
Payback calculation
The amount of time (usually years) before the investment is paid back. Also known as 'break even'
97
Use case descriptions
Encapsulate business functionality in a graphical way. Descriptions show "Happy day" path and other exceptions/alternatives that could arise.
98
Use case diagram
Encapsulates the system boundary, actors and functionality in an easy-to-understand way
99
User Story
As a [role], I can [feature] so that [reason]
100
Gap Analysis
1. Investigate and model the current situation
2. Analyse perspectives and produce consensus BAM
3. Compare the two to identify differences and required actions
101
Fishbone Diagram
aka Ishikawa Diagram, Cause and Effect Diagrams or Root Cause Diagrams
Helps to identify root causes.
The problem/effect goes far right with a backbone and spines radiating which suggest possible areas for the cause of the problem. These are often the 6Ps or 4Ms.
The diagram is built by asking why after each contribution
102
Business Needs Log
Once root causes have been found, we can start to address them.
Early findings can be documented in a business needs log, which forms the basis for a requirements catalogue.
103
Spaghetti Map
Shows the physical movement required for the actor to carry out the task.
104
Swimlane Diagram
A process map which shows all the tasks carried out within a process and the actors responsible for them.
105
Mindmaps
Summarises lots of information in a visual way.
The problem is put at the centre of the problem and then first level branches radiate from this. Each level shows more detail.
106
Rich pictures
Free format approach to allow analyst to document whatever is of interest/significance in a very visual way.
107
BOSCARD
Background - context (why are we doing this now), cross references to other projects, business aims to justify the project (business objectives).
Objectives - SMART. Project objectives.
Scope - boundaries: business process, IT system, location, organisation areas...
Constraints - standards/legal, money, geography, time, technology
Authority - named individual or group of individuals (eg. Board)
Resources - people, equipment, access,
Deliverables - physical outputs eg. new system, new procedures, study report
Used in the Terms of Reference document. Alternative to OSCAR.
108
How do the techniques work together?
Internal viewpoint - resource audit. Helps to identify Strengths and Resources, as well as Strategies and Tactics.
External viewpoint - PESTLE. Helps identify Opportunities and Threats, as well as Objectives, Strategies and Tactics.
Consolidation - SWOT
Looking forward - VMOST. Helps identify CSFs and KPIs.
Validation - CSFs, KPIs, Targets
Organisation balance - BBS/BSC. Helps identify additional CSFs/KPIs
109
BBS
Balanced Business Scorecard
Like BSC
110
Business Analyst
An advisory role which has the responsibility for investigating and analyzing business situations, identifying and evaluating options for improving business systems, elaborating and defining requirements, and ensuring the effective implementation and use of information systems in line with the needs of the business.
111
LCBC
Lifecycle of business change
