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BCS Business Analysis Diploma (4th Edition) > BA Acronyms, Models and Tools > Flashcards

BA Acronyms, Models and Tools Flashcards

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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.

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2
Q

4Ms

A

Manpower, machines, measures and methods
OR Manpower, machines, materials and methods

Used in fishbone diagrams

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3
Q

4Ss

A

Surroundings, suppliers, systems, skills

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4
Q

5Ws

A

Who, what, where, why, when

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5
Q

6Ps

A

People, place, processes, physical evidence, product, performance measures

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6
Q

AI

A

Artificial intelligence

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7
Q

BA

A

Business analysis

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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.

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9
Q

BAMM

A

Business analysis maturity model

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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

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11
Q

BCM

A

Business capability model

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12
Q

BMC

A

Business model canvas

Key partners
Key activities
Key resources
Value proposition
Customer relationships
Channels
Customer segments
Cost structure
Revenue streams

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13
Q

BPMN

A

Business process model and notation

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14
Q

BSC

A

Balanced scorecard

Vision and strategy
Financial
Internal business processes
Learning and growth
Customer

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15
Q

BRD

A

Business requirements document

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16
Q

CARDI

A

Constraints, assumptions, risks, dependencies, issues

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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.

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18
Q

CBAP

A

Certified business analysis professional

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19
Q

CCBA

A

Certificate of capability in business analysis

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20
Q

CI

A

Configuration item

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21
Q

CMMI

A

Capability maturity model integration

Initial, managed, defined, qualitatively managed, optimising

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22
Q

COTS

A

Commercial off-the-shelf (software solution)

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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.

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24
Q

CRM

A

Customer relationship management

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25
Q

CRUD

A

Create, read, update, delete

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26
Q

CSF

A

Critical success factor

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27
Q

CX

A

Customer experience

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28
Q

DBMS

A

Database management system

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29
Q

DCF

A

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.

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30
Q

DMAIC

A

Define, measure, analyse, improve, control

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31
Q

DSDM

A

Dynamic systems development method

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32
Q

EA

A

Enterprise architecture

Business architecture
Application architecture
Data architecture
Infrastructure architecture
Compliance
Security

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33
Q

ERD

A

Entity relationship diagram

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34
Q

GDPR

A

General data protection regulation

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35
Q

HR

A

Human resources

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36
Q

INVEST

A

Independent, negotiable, valuable, estimable, small, testable

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37
Q

IRR

A

Internal rate of return

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38
Q

IT

A

Information technology

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39
Q

ITT

A

Invitation to tender

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40
Q

JRP

A

Joint requirements planning

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41
Q

KPI

A

Key performance indicator

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42
Q

MECE

A

Mutually exclusive, completely exhaustive

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43
Q

MoSCoW

A

Must have, should have, could have, want to have but won’t have this time

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44
Q

NPS

A

Net promoter score

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45
Q

NPV

A

Net present value

The total value of the project adjusted to reflect the time value of money.

46
Q

OMG

A

Object management group

47
Q

OPOPOT

A

One person, one place, one time

48
Q

OSCAR

A

Objectives, scope, constraints, authority, resources.

For the terms of reference document.

49
Q

PESTLE

A

Political, economic, socio-cultural, technological, legal, environmental

50
Q

PID

A

Project initiation document

51
Q

POPIT

A

People, organisation, processes, information and technology

52
Q

RACI

A

Responsible, accountable, consulted, informed

53
Q

RAD

A

Rapid application development

54
Q

RAG

A

Red, amber, green

55
Q

RAID

A

Risk, assumptions, issues, dependencies

56
Q

RASCI

A

Responsible, accountable, supportive, consulted, informed

57
Q

RE

A

Requirements engineering

58
Q

ROI

A

Return on investment

59
Q

RoQ

A

Reorder quantity

60
Q

RPA

A

Robotic process automation

61
Q

SaaS

A

Software as a service

62
Q

SARAH

A

Shock, anger, rejection, acceptance, hope

63
Q

SDLC

A

Systems development lifecycle

64
Q

SFIA

A

Skills framework for the information age.

65
Q

SIPOC

A

Supplier, input, process, output, customer

66
Q

SME

A

Subject matter expert

67
Q

SMART

A

Specific, measurable, achievable, relevant, timebound

68
Q

SSADM

A

Structured systems analysis and design method

69
Q

SSM - DELETE

A

Soft systems methodology

70
Q

SUAVE

A

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
Q

SWOT

A

Analysis technique that summarizes the external pressures facing an organisation and the internal capabilities to respond.

Strengths, weaknesses, opportunities, threats

72
Q

TIMWOODS

A

Transport, inventory, motion, waiting, over-production, over-processing, defects, skills

8 types of waste in a lean methodology.

73
Q

TOM

A

Target operating model

74
Q

TOR

A

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
Q

TRM - DELETE

A

Tech`nology reference model

76
Q

UML

A

Unified modeling language

77
Q

UP

A

Unified process

78
Q

VOC

A

Voice of the customer

79
Q

VMOST

A

Vision
Mission - no timeline
Objectives - SMART
Strategy - longer term and broader in reach
Tactics - shorter term, more detailed, more specifically targeted

80
Q

XP

A

Extreme programming

81
Q

UX

A

User experience

82
Q

Business Change Lifecycle

A

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
Q

T-Shaped Professional

A

Multi-disciplinary breadth of knowledge and skill
Deep knowledge and skill of specific domain

84
Q

Strategic Context

A
85
Q

Porter’s Five Forces Model

A

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
Q

Growth share matrix or Boston Box

A

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
Q

Value Stream

A

A representation of activities carried out by an organisation that collectively offer a product or service to internal or external stakeholders.

88
Q

Problem Solving Model - DELETE

A
89
Q

STOP Organisational Hierarchy

A

Strategic level of management
Tactical level of management / Middle management
Operational level

90
Q

Stakeholder Wheel

A

Partners
Suppliers
Regulators
Employees
Managers
Owners
Competitors
Customers

91
Q

Key stakeholder management strategies

A
92
Q

SSM

A

Soft Systems Methodology

93
Q

Empathy Map

A

Think and Feel
See
Say and Do
Hear
Pain
Gain

94
Q

Resource Audit

A

An internal environment analysis technique looking at tangible and intangible assets.

Physical
Human
Financial
Know-how
Reputation

95
Q

IRR

A

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
Q

Payback calculation

A

The amount of time (usually years) before the investment is paid back. Also known as ‘break even’

97
Q

Use case descriptions

A

Encapsulate business functionality in a graphical way. Descriptions show “Happy day” path and other exceptions/alternatives that could arise.

98
Q

Use case diagram

A

Encapsulates the system boundary, actors and functionality in an easy-to-understand way

99
Q

User Story

A

As a [role], I can [feature] so that [reason]

100
Q

Gap Analysis

A
  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
Q

Fishbone Diagram

A

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
Q

Business Needs Log

A

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
Q

Spaghetti Map

A

Shows the physical movement required for the actor to carry out the task.

104
Q

Swimlane Diagram

A

A process map which shows all the tasks carried out within a process and the actors responsible for them.

105
Q

Mindmaps

A

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
Q

Rich pictures

A

Free format approach to allow analyst to document whatever is of interest/significance in a very visual way.

107
Q

BOSCARD

A

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
Q

How do the techniques work together?

A

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
Q

BBS

A

Balanced Business Scorecard
Like BSC

110
Q

Business Analyst

A

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
Q

LCBC

A

Lifecycle of business change

BCS Business Analysis Diploma (4th Edition) (5 decks)

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