Glossary

Question 1

Activity sampling

Answer 1

An investigation technique carried out to determine the amount of time individuals spend on different aspects of their work. Activity sampling is a form of observation and involves the collection of data that may be used for statistical analysis

Question 2

Agile

Answer 2

An approach to software development based upon the Agile Manifesto and using evolutionary development and incremental delivery approaches

Question 3

Actor

Answer 3

A role that performs areas of work within a business system. Actors are modelled on swim-lane diagrams and use case diagrams. Actors are usually user roles and show the individual or group of individuals responsible for carrying out the work or interacting with a system. An actor may also be an IT system or time.

Question 4

APM

Answer 4

The Association for Project Management; aims to develop and promote project management

Question 5

Balanced Business Scorecard

Answer 5

A Balaence Business Scorecard supports a strategic management system by capturing both financial and non-financial measures of performance. There are usually four quadrants - financial, customer, process, learning and growth. The balanced business scorecard was developed by R. S. Kaplan, and D. P. Norton

Question 6

BCS, The Chartered Institute for IT

Answer 6

BCS is the leading international professional body for the IT industry with over 70,000 members. BCS is responsible for setting standards for the IT profession and advises and informs industry and government on successful IT implementation

Question 7

Benefits management

Answer 7

A process that is concerned with the delivery of the predicted business benefits defined in the business case. This process includes managing projects such that they are able to deliver the predicted benefits and, after the project has been implemented, checking progress on the achievement of these benefits and taking any actions required to enable their delivery.

Question 8

Boston Box

Answer 8

A technique used to analyse the market potential of the products and services provided by an organisation. The technique was defined by the Boston Consulting Group.

Question 9

Business actor

Answer 9

Someone who has an interest in a project, either because they have commissioned it, they work within the business system being studied or they will be the users of a proposed new IT system. See Stakeholder.

Question 10

Business analysis

Answer 10

An advisory role which has the responsibility for investigating and analysing 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.

Question 11

Business Analysis Process Model

Answer 11

A framework for business analysis assignments that incorporates the business context and has six stages – investigate situation, consider perspectives, analyse needs, evaluate options, define requirements and deliver changes. The framework places standard modelling techniques in context to help analysts determine the most appropriate technique for individual business situations.

Question 12

Business architecture

Answer 12

A set of artefacts that define several views of an organisation.

Question 13

Business Activity Model (BAM)

Answer 13

A conceptual model that shows the set of business activities that would be expected to be in place given the stakeholder perspective from which it has been developed. There are five types of business activity represented on a business activity model. These are: planning, enabling, doing, monitoring and controlling activities. See Business perspective.

Question 14

Business case

Answer 14

A document that describes the findings from a business analysis study and presents a recommended course of action for senior management to consider. A business case would normally include an introduction, management summary, description of the current situation, options considered, analysis of costs and benefits, impact assessment, risk assessment, recommendations, plus appendices that provide detailed supporting information.

Question 15

Business event

Answer 15

A business event triggers the business system to do something. Typically this is to initiate the business process that forms the business system response to the event. In effect, the business events tell us when a business activity should be initiated; it fires into life the process that carries out the activity. There are three types of business event: external, internal and time-based business events.

Question 16

Business option

Answer 16

A key step in developing a Business Case is to identify the options available to address the business problem or opportunity. A business option describes the scope and content of a proposed business solution and states what it is intended to achieve in business terms.

Question 17

Business perspective

Answer 17

A view of the business system held by a stakeholder. The business perspective will be based upon the values and beliefs of the stakeholder. These values and beliefs will be encapsulated in a defined world view. There may be several divergent business perspectives for any given business situation. See CATWOE.

Question 18

Business process

Answer 18

A linked set of tasks performed by a business in response to a business event. The business process receives, manipulates and transfers information or physical items, in order to produce an output of value to a customer. See Business process model.

Question 19

Business process model

Answer 19

A diagram showing the tasks that need to be carried out in response to a business event, in order to achieve a specific goal. See Swimlane diagram.

Question 20

Business rule

Answer 20

Business rules define how business activities are to be performed. It is important that these rules are considered when modelling the processing to carry out the activity. There are two main types of business rule: constraints that restrict how an activity is performed; operational guidance that describe the procedures for performing activities.

Question 21

Business sponsor

Answer 21

A senior person in an organisation who is accountable for delivering the benefits from a business change. The sponsor is also responsible for providing resources to the project team.

Question 22

Business strategy

Answer 22

A strategy describes the long-term direction set for an organisation in order to achieve the organisational objectives.

Question 23

Business system

Answer 23

A set of business components working together in order to achieve a defined purpose. The components of a system include people, information, technology processes and the organisation. See IT system.

Question 24

Business user

Answer 24

An individual member of staff working within the business who is involved in a business change project. A business user may adopt a number of business roles including business sponsor, domain expert and end user for a solution.

Question 25

Capability Maturity Model Integration (CMMI)

Answer 25

A model of five stages, showing increasing maturity of operation. Provides guidance for improving the quality of processes.

Question 26

CATWOE

Answer 26

A technique from the Soft Systems Methodology that provides a framework for defining and analysing business perspectives. The mnemonic stands for: C – customer, A – actor, T – transformation, W – world view, O – owner, E – environment. See Business perspective, Soft systems methodology.

Question 27

CBAP

Answer 27

The Certified Business Analysis Professional awarded by the International Institute of Business Analysis (IIBA®). IIBA® publishes the Business Analysis Body of Knowledge® (BABOK®).

Question 28

Change control

Answer 28

A process whereby changes to requirements are handled in a controlled fashion. The change control process defines the process steps to be carried out when dealing with a proposed change. These steps include documenting the change, analysing the impact of the change, evaluating the impact of the change in order to decide upon the course of action to take, and deciding whether or not to apply the change. The analysis and decisions should be documented in order to provide an audit trail relating to the proposed change.

Question 29

Class

Answer 29

A class is a definition of the attributes and operations shared by a set of objects within a business system. Each object is an instance of a particular class. See Object.

Question 30

Class model

Answer 30

A technique from the Unified Modeling Language (UML). A class model describes the classes in a system and their associations with each other.

Question 31

Cloud computing

Answer 31

A general term for the delivery of hosted services over the internet.

Question 32

Competency (or Competence)

Answer 32

A competency is a skill or quality an individual needs to perform his or her job effectively.

Question 33

Computer-Aided Software Engineering (CASE)

Answer 33

An automated toolset that provides facilities to support requirements engineering and software development. These facilities will include the production and storage of documentation, management of cross-references between documentation, restriction of access to documentation and management of document versions. Sometimes known as Computer-Aided Requirements Engineering (CARE).

Question 34

Consensus model

Answer 34

The definitive, agreed BAM derived from the individual stakeholder BAMs.

Question 35

Cost–benefit analysis

Answer 35

A technique that involves identifying the initial and ongoing costs and benefits associated with a business change initiative. These costs and benefits are then categorised as tangible or intangible and a financial value calculated for those that are tangible. The financial values are analysed over a forward period in order to assess the potential financial return to the organisation. This analysis may be carried out using standard investment appraisal techniques. See Payback period (or break-even analysis) and Discounted cash flow/net present value analysis.

Question 36

Critical success factors

Answer 36

The areas in which an organisation must succeed in order to achieve positive organisational performance.

Question 37

Discounted cash flow

Answer 37

An investment appraisal technique that takes account of the time value of money. The annual net cash flow for each year following the implementation of the change is reduced (discounted) in line with the estimated reduction in the value of money. The discounted cash flows are then added to produce a net present value. See Net present value.

Question 38

Document analysis

Answer 38

A technique whereby samples of documents are reviewed in order to uncover information about an organisation, process, system or data.

Question 39

DSDM

Answer 39

DSDM is a project delivery framework that emphasises continuous user involvement and the importance of delivering the right solution at the right time.

Question 40

Entity relationship diagram

Answer 40

A diagram produced using the entity relationship modelling technique. The diagram provides a representation of the data to be held in the IT system under investigation. See Entity relationship modelling.

Question 41

Entity relationship modelling

Answer 41

A technique that is used to model the data required within an IT system. The technique models the data required to describe the ‘things’ the system wishes to hold data about – these are known as the ‘entities’ – and the relationships between those entities.

Question 42

Ethnographic study

Answer 42

An ethnographic study is concerned with spending an extended period of time within an organisation in order to obtain a detailed understanding of the culture and behaviours of the business area under investigation.

Question 43

Explicit knowledge

Answer 43

The knowledge of procedures and data that is foremost in the business users’ minds, and which they can easily articulate. See Tacit knowledge.

Question 44

External business environment

Answer 44

The business environment that is external to an organisation and is the source of forces that may impact the organisation. Types of forces may include the introduction of new laws, social trends or competitor actions. See PESTLE analysis, Five Forces analysis.

Question 45

Force-field analysis

Answer 45

A technique to consider those forces inside and outside the organisation that will support adoption of a proposal and those that will oppose it. This technique was developed originally by Kurt Lewin and may be used in evaluating options for change and in change management.

Question 46

Functional requirement

Answer 46

A requirement that is concerned with a function that the system should provide, i.e. what the system needs to do.

Question 47

Gap analysis

Answer 47

The comparison of two views of a business system, the current situation and the desired future. The aim of gap analysis is to determine where the current situation has problems or ‘gaps’ that need to be resolved. This leads to the identification of actions to improve the situation. The business activity modelling technique may be used to provide an ideal future view which can then be compared with a view of the current situation. An alternative, more detailed approach is to use the business process modelling technique, using ‘as is’ and ‘to be’ process models.

Question 48

Holistic approach

Answer 48

The consideration of all aspects of a business system and their interactions. This incorporates the people, process and organisational areas, in addition to the information and technology used to support the business system.

Question 49

IMIS

Answer 49

The Institute for the Management of Information Systems.

Question 50

Impact analysis

Answer 50

The consideration of the impact a proposed change will have on a business system and on the people working within it.

Question 51

Intangible benefit

Answer 51

A benefit to be realised by a business change project for which a credible, usually monetary, value cannot be predicted. See Tangible benefit.

Question 52

Intangible cost

Answer 52

A cost incurred by a business change project for which a credible, usually monetary, value cannot be predicted. See Tangible cost.

Question 53

Internal business environment

Answer 53

The internal capability of the organisation that affects its ability to respond to external environment forces. Techniques such as MOST analysis or the Resource Audit may be used to analyse the capability of the internal business environment. See MOST analysis and Resource audit.

Question 54

Internal rate of return

Answer 54

A calculation that assesses the return on investment from a project, defined as a percentage rate. This percentage is the discount rate at which the Net Present Value is equal to zero and can be used to compare projects to see which are the better investment opportunities. Alternatively, this rate may be used to compare all projects with the return that could be earned if the amount invested was left in the bank.

Question 55

Interview

Answer 55

An investigation technique to elicit information from business users. An interview agenda is prepared prior to the interview and distributed to participants. The interview is carried out in an organised manner and a report of the interview is produced once the interview has been concluded.

Question 56

IT system

Answer 56

A set of automated components hosted on a computer that work together in order to provide services to the system users. See Business system.

Question 57

itSMF

Answer 57

An internationally recognised forum for IT service management professionals

Question 58

Institution of Engineering And Technology (IET)

Answer 58

One of the world’s leading professional bodies for engineering and technology.

Question 59

Key Performance Indicators (KPIs)

Answer 59

These are specific areas of performance that are monitored in order to assess the performance of an organisation. Key performance indicators are often identified in order to monitor progress of the critical success factors. Measurable targets are set for KPIs. See Critical success factors.

Question 60

McKinsey 7-S

Answer 60

A framework developed by the McKinsey consultancy organisation. The 7-S model identifies key areas for the implementation of business change.

Question 61

MoSCoW

Answer 61

An approach to prioritising requirements.

Question 62

MoSCoW - Must have

Answer 62

A mandatory requirement without which the system has no value.

Question 63

MoSCoW - Should have

Answer 63

A mandatory requirement that must be delivered, but, where time is short, could be delayed for a future delivery. This should be a short term delay.

Question 64

MoSCoW - Could have

Answer 64

A requirement that would be beneficial to include if it does not cost too much or take too long to deliver, but it is not central to the project objectives.

Question 65

MoSCoW - Want to have (but Won’t have this time)

Answer 65

A requirement that may be needed in the future but is not required for this delivery.

Question 66

MOST analysis

Answer 66

An analysis of an organisation’s Mission, Objectives, Strategy and Tactics to identify any inherent strengths or weaknesses, for example from a lack of strategic direction or unclear objectives. See Internal business environment.

Question 67

Net present value

Answer 67

The amount an investment is worth once all of the net annual cash-flows in the years following the current one are adjusted to today’s value of money. The net present value is calculated using the discounted cash flow approach to investment appraisal. See Discounted cash flow, Internal rate of return.

Question 68

Non-functional require ment

Answer 68

A requirement that defines a constraint or performance measure that the system or the functional requirements must comply with.

Question 69

Object

Answer 69

An object is something within a business system for which a set of attributes and functions can be specified. An object is an instance of a class. See Class.

Question 70

Payback calculation

Answer 70

An investment appraisal technique where a cash-flow forecast for a project is produced using the current values of the incoming and outgoing cash flows; no attempt is made to adjust them for the declining value of money over time. See Discounted cash flow.

Question 71

PESTLE

Answer 71

A technique used to analyse the external business environment of an organisation. The technique involves the analysis of the political, economic, socio- cultural, technological, legal and environmental forces that may impact upon an organisation. See External business environment.

Question 72

Porter’s five forces

Answer 72

A technique used to analyse the industry or business domain within which an organisation operates. See External business environment.

Question 73

Project initiation document (PID)

Answer 73

A document that defines the business context for a project and clarifies the objectives, scope, deliverables, timescale, budget, authority and available resources.

Question 74

Protocol analysis

Answer 74

A technique used to elicit, analyse and validate requirements. Protocol analysis involves requesting the users to perform a task and describe each step as they perform it.

Question 75

Prototyping

Answer 75

A technique used to elicit, analyse and validate requirements. Prototyping involves building simulations of documents, processes or systems in order to enable the business users to visualise any proposed changes and hence increase understanding about the system requirements.

Question 76

RACI or RASCI

Answer 76

Linear responsibility matrix charts that identify stakeholder roles and responsibilities during an organisational change process.

Question 77

Requirement

Answer 77

A feature that the business users need the new system (business or IT) to provide.

Question 78

Requirements catalogue

Answer 78

An organised set of requirements where each individual requirement is documented using a standard template.

Question 79

Requirements elicitation

Answer 79

A proactive approach to investigating requirements required to resolve a business problem or enable a business opportunity. Involves working with the business users and helping them to visualise and articulate their requirements.

Question 80

Requirements management

Answer 80

A governance approach that aims to ensure that each requirement is tracked from inception to implementation (or withdrawal) through all of the changes that have been applied to it.

Question 81

Resource audit

Answer 81

A technique to analyse the capability of an organisation. The resource audit considers five areas of organisational resource: tangible resources – physical, financial and human; intangible resources – know-how and reputation.

Question 82

Rich picture

Answer 82

A pictorial technique offering a free-format approach that allows analysts to document whatever is of interest or significance in the business situation. This technique originated from the Soft Systems Methodology. See Soft systems methodology.

Question 83

Risk

Answer 83

A problem situation that may arise with regard to a project or business situation. Potential risks are identified for each option in a business case, the probability of the risk occurring and the likely impact of the risk are assessed, and suitable countermeasures are identified. See Business case.

Question 84

Risk management

Answer 84

The identification, assessment, monitoring and control of significant risks during the development, design and implementation of IT systems.

Question 85

Scenarios

Answer 85

A technique used to elicit, analyse and validate requirements. A scenario traces the course of a transaction from an initial business trigger through each of the steps needed to achieve a successful outcome. Alternative scenarios, for example, where specific conditions are not met, are also traced.

Question 86

SFIA and SFIAplus

Answer 86

The Skills Framework for the Information Age (SFIA) and the extended version provided by BCS (SFIAplus). Standard frameworks setting out the definition of skills and levels of competency for anyone working in the Information Systems industry.

Question 87

Shadowing

Answer 87

A technique used to find out what a particular job entails. Shadowing involves following a user as they carry out their job for a period such as a day or two days.

Question 88

Six thinking hats

Answer 88

A thinking tool developed by Edward de Bono for individuals and for groups to improve the thinking process.

Question 89

SMART

Answer 89

A mnemonic used to ensure that objectives are clearly defined in that they are specific, measurable, achievable, relevant, time-framed.

Question 90

Soft Systems Methodology

Answer 90

A methodology that provides an approach to analysing business situations devised by Peter Checkland and his team at Lancaster University.

Question 91

Special purpose records

Answer 91

A technique that involves the business users in keeping a record about a specific issue or task. Typically the record is based on a simple structure, for example a five bar gate record.

Question 92

Stakeholder

Answer 92

An individual, group of individuals or organisation with an interest in the change. Categories of stakeholder include customers, employees, managers, partners, regulators, owners, suppliers and competitors.

Question 93

Stakeholder analysis

Answer 93

The analysis of the levels of power and interest of a stakeholder in order to assess the weight that should be attached to their views. This technique provides a means of categorising stakeholders in order to identify the most appropriate stakeholder management approach.

Question 94

Stakeholder management

Answer 94

The definition of the most appropriate means to be adopted in order to engage with different categories of stakeholder. The approach to each stakeholder will be different depending on (a) their level of interest in the project and (b) the amount of power or influence they wield to further or obstruct it.

Question 95

Strategic analysis

Answer 95

The application of techniques in order to analyse the pressures within an organisation’s external business environment and the level of internal organisational capability to respond to these pressures.

Question 96

Strategy

Answer 96

The direction and scope of an organisation over the longer term. The strategy is defined in order to achieve competitive advantage for the organisation through its configuration of resources within a changing business environment. The strategy also needs to fulfil the stakeholders’ expectations.

Question 97

STROBE

Answer 97

A technique that represents a formal checklist approach to observation, where the analyst is investigating specific issues. STROBE stands for STRuctured Observation of the Business Environment and is used to appraise a working environment.

Question 98

Survey

Answer 98

A technique used to obtain quantitative information during an investigation of a business situation. Surveys are useful to obtain a limited amount of information from a large group of people.

Question 99

Swimlane

Answer 99

A row on a business process diagram/model that indicates who is responsible for a given process or task. Typical swimlanes represent departments, teams, individuals or IT systems.

Question 100

Swimlane diagram

Answer 100

A technique used to model business processes. A swimlane diagram models the business system response to a business event. The model shows the triggering event, the business actors, the tasks they carry out, the flow between the tasks, the decisions and the business outcome. See Business process model.

Question 101

SWOT Analysis

Answer 101

A technique used to summarise the external pressures facing an organisation and the internal capability the organisation has available to respond to those pressures. The mnemonic stands for Strengths, Weaknesses, Opportunities and Threats.

Question 102

Tacit knowledge

Answer 102

Those aspects of business work that a user is unable, or omits, to articulate or explain. This may be due to a failure to recognise that the information is required or to the assumption that the information is already known to the analyst. See Explicit knowledge.

Question 103

Tangible benefit

Answer 103

A benefit to be realised by a business change project for which a credible, usually monetary, value can be predicted. See Intangible benefit.

Question 104

Tangible cost

Answer 104

A cost incurred by a business change project for which a credible, usually monetary, value can be predicted. See Intangible cost.

Question 105

Task

Answer 105

On a Business process model or Swimlane diagram, a piece of work carried out by a single actor at a specific moment in time.

Question 106

Task modelling

Answer 106

The technique for developing a model which describes the human activities and task sequences required by a business system. The task model elaborates the tasks identified by mapping business processes onto specific individuals or workgroups.

Question 107

Technical option

Answer 107

A technical option describes how the business solution may be implemented using information technology.

Question 108

Unified Modeling Language

Answer 108

The Unified Modeling Language (UML) is a suite of diagrammatic techniques that are used to model business and IT systems.

Question 109

Use case

Answer 109

A use case is something that an actor wants the IT system to do; it is a ‘case of use’ of the system by a specific actor and describes the interaction between an actor and the system.

Question 110

Use case description

Answer 110

A use case description defines the interaction between an actor and a use case.

Question 111

Use case model

Answer 111

A technique from the Unified Modeling Language (UML). A use case model consists of a diagram showing the actors, the boundary of the system, the use cases and the associations between them, plus a set of use case descriptions.

Question 112

Value chain

Answer 112

A concept developed by Michael Porter to identify the primary and support activities deployed within organisations to deliver value to customers.

Question 113

Value proposition

Answer 113

A clear statement of the value that an organisation believes a product or service delivers, or is perceived to deliver, to the organisation’s customers.

Question 114

Workshop

Answer 114

An investigation technique whereby a meeting is held with business actors from a range of business areas in order to elicit, analyse or validate information. An agenda is prepared prior to the workshop and distributed to participants. The workshop is run by a facilitator; actions and decisions are recorded by a scribe.