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BCS - International Diploma > The Business Context (K Level 4/5) > Flashcards

The Business Context (K Level 4/5) Flashcards

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1
Q

Why is Business analysis Important

A
  • Business environment is ever changing
  • BA valuable role in business change
  • BA co-creates value for organisation via offering a portfolio of services via BASF & ensure effective deployment of business change in line with organisational need and strategy
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2
Q

What benefits can business analysis offer organisations?

A

BA’s have a broad toolkit, can benefit organisations in many ways e.g. RCA - generate options that actually fix the problem, not the perceived problem

Stakeholder analysis - anyone that has an interest in the change in considered in their own merit, reduces friction and creates champions of change

Strategy alignment - ensuring tactical options will enable the organisation to deliver strategy

The services offered under the BA Service Framework allow organisations to generate better questions/options for problems/opportunities they face at all levels

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3
Q

Biz analysis is a broad role, what can be used to help define it

A

Business analysis service framework

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4
Q

Why is the BASF useful?

A

Portfolio of 6 core services offered by BAs - basis for defining business analysis and the role of BAs

Steps away from techniques to services (and value of services) so understood by BAs and customers alike

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5
Q

What does BASF move away from

A

Techniques
Focus is on services and the value of services so it is understood by BAs and customers alike

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6
Q

What is business analysis?

A

A specialist service that co-creates value for the organisation via BASF services

Internal consultants

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7
Q

What is the overall aim of Business Analysis?

A

To instigate change projects that will enable the organisation to execute strategy, achieve objectives & turn TOM into reality

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8
Q

What must all BASF services relate to

A

Organisational strategic context

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9
Q

What is a TOM

A

Target Operating Model

A blueprint that outlines how an organisation intends to operate in the future to achieve its strategic objectives

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10
Q

Why is TOM useful

A

provide a clear vision of how the organization will function in the future, It guides decision-making during business transformation or strategic planning initiatives.

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11
Q

POPIT and TOM

A

TOM should cover all elements in POPIT

e.g. the skills of people in target state / the leadership structure etc.

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12
Q

6 services of BASF

A

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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13
Q

Situation investigation and problem analysis

  • Value proposition
A
  • Investigated, analysed & stated problem
  • Clear, defined solution scope
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14
Q

Feasibility Assessment and Business Case Development

  • Value proposition
A
  • Relevant, feasible options
  • Rigorous financial case
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15
Q

Business Process Improvement

  • Value Proposition:
A
  • Well-formed process models
  • Efficient and effective holistic redesign
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16
Q

Requirements Definition

Value proposition

A
  • Business-aligned requirements
  • Relevant requirements documentation
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17
Q

Business Acceptance Testing

Value Proposition

A

Tested & accepted solutions

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18
Q

Business Change Deployment

Value Proposition:

A

Business ready environments

Value co-created (with recipients of changes)

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19
Q

Link between first 4 elements of BASF

A
  1. Situation investigation and problem analysis: problem/scope/root cause
  2. FA/ BCD: identification and assessment of options
  3. BPI: redesigned processes, gaps & changes required

4: RD: elicited/analayse/defined requirement

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20
Q

Gap analysis in Situation Investigation and Problem Analysis and Business Process Improvement.

A

SI&PA: gap analysis of entire biz system

e.g. inefficient of current customer service / insufficient product knowledge by employees

BPI: gap analysis of specific process

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21
Q

What is not explicitly mentioned in BASF but is important

A

Stakeholder engagement / collaboration / communication / management

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22
Q

Why is POPIT/holistic view important?

A

The biz system consists of 5 elements that need to work in tandem. Changing one has an impact on the others

Each aspect must be considered/analysed to uncover the full range of biz improvement opportunity

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23
Q

Whats important to note about Information & Technology aspect of POPIT

A

They’re separate elements

Information: capture/recording/reporting/distribution of information

Technology:
Software/hardware/infrastructure

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24
Q

People element - POPIT

A

Looks @ individuals within the organisation (leaders/managers/those who conduct work)

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25
Q

People element - POPIT considerations

A

Skills/knowledge/motivation/understanding & alignment with strategy

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26
Q

Organisation element - POPIT

A

Structure of organisation (roles/responsibilities)

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27
Q

Organisation element - POPIT considerations

A

leadership & management style/culture/structure (inc documentation)/ cross functional working/well defined roles and responsibilities

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28
Q

Process element - POPIT

A

business processes & tasks within the organisation

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29
Q

Process element - POPIT considerations

A

all internal processes and those that have external touch points e.g. customers/suppliers

Process documentation/efficiency/quality of outputs/meet SH expectation/big delays?

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30
Q

Information element - POPIT considerations

A

capture/storage/reporting of data

accuracy of data/existence of data/can decisions be made quickly off the data/right data?/data as an asset

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31
Q

Information element - POPIT

A

Information/data assets

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32
Q

Technology element - POPIT

A

hardware/software solutions to support the work of organisation

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33
Q

Technology element - POPIT considerations

A

does technology support the business as required / do they meet staff and customer neeed? alignment to: business processes/enable strategy/accessible/alignment to technical architecture/ f & nf

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34
Q

POPIT & Gap Analysis

A

POPIT structures gap analysis

It ensures all areas where change may be required are considered

  1. Exisitng situation (POPIT used to ensure all areas covered)
  2. Target situation (BAM)
  3. Gaps to be addressed
  4. Options to address (e.g. merge swimlanes in a process has organisational impact)
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35
Q

POPIT & Situation investigation

A

Holistic view of business situation

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36
Q

POPIT & Impact assessment

A

Understand the potential risks and impacts of proposed change

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37
Q

POPIT & Readiness assessment

A

Used to assess how prepared a business area is to accept a set of changes

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38
Q

Issues is the holistic view is not taken

A

all 5 elements need to work in tandem , proposals that do not consider all are likely to fail

e.g. a redesigned process is undermined by untrained staff

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39
Q

3 key competencies of a BA

A
  1. Personal qualities
  2. Business knowledge
  3. Professional techniques
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40
Q

What shaped individuals are BA’s

A

T - Shaped

Personal qualities & business knowledge make up the ‘breadth’

Professional techniques make up the ‘depth’

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41
Q

What is a T-Shaped professional

A
  • Breath: multi disciplinary knowledge & skills
  • Deep domain specific skills & knowledge
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42
Q

Examples of personal qualities

A

Communication/ Relationship building / Influencing/ Facilitation

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43
Q

Why is communication an important personal quality for BAs

A

Build rapport/listening/influencing/building empathy

Communication styles should be tailored to SH

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44
Q

Why is influencing an important personal quality for BAs

A

BAs may suggest options and recommend a course of action - if this is agains preconceived ideas about what is required, influencing is essential

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45
Q

Why is relationship building an important personal quality for BAs

A

BAs need to encourage people to share information and opinions - we’re internal consultants

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46
Q

Examples of business knowledge

A

Commercial awareness
Financial awareness
Domain/Sector knowledge
Digital Technology
Organisational structures

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47
Q

Why is commercial awareness important?

A

understanding of the sector/industry to ensure changes align with biz environment
E.g. market trends / competitor analysis (S/W)

Helps BA build credibility

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48
Q

Why is financial awareness important?

A

Finance = universal language of business. Basic understanding of balance sheets/cash flows valuable to help evaluate biz case options

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49
Q

Why is domain/sector knowledge important?

A

Understanding of the drivers, issues & pressures of the business domain

Helps with: what would/would not be acceptable
use domain terminology
apply best practice/ideas from organizations facing similar issues

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50
Q

Why is digital technology knowledge important?

A

Lots of change projects require development/procurement of software

Areas include: Trends e.g. AI
Pros and cons of COTS vs Bespoke

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51
Q

Example of BA professional techniques

A
  • SH analysis & management
  • RE
  • Business/data modelling
  • gap analysis
  • PM (small projects)
  • benefits management
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52
Q

Why is SH analysis & management an important professional technique for BAs?

A

Ability to identify/assess significance

Analyse perspectives

Deliver stakeholder management strategies

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53
Q

Why is business modelling an important professional technique for BAs?

A

visualisation of business systems

data model: information requirements

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54
Q

Why is gap analysis an important professional technique for BAs?

A

compare as is to be

compare current situation vs conceptual BAM

capability needs vs those in the organisation

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55
Q

BA’s have many competencies, what should a good BA do?

A

Fit the right skills to the right situation

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56
Q

Whilst not in a legal sense, business analysis is often referred to as ____?

A

A profession

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57
Q

Why could Business Analysis be regarded as a profession

A
  • Professional bodies e.g. BCS which define technical standards, code of conduct, develop certification & have the power to remove membersho[

Qualifications that recognise knowlege and expertise of BAs (recognised by employers)

Standards applied to techniques/documentation e.g. UML

Recognition of continued professional development

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58
Q

Importance of code of conduct & professional standards

A

Code of conduct: provides a definite guide on how you should work/act when doing your job

Professional standards: consistency and uniformity / stakeholder confidence /

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59
Q

Techniques to analyse external environment

A

Porters 5 forces
PESTLE

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60
Q

Why is external environment analysis important?

A

The external environment presents opportunities & threats & imposes restrictions- successful organisations retain an awareness of the environment they operate in (awareness of threats and capitalise on opportunities to grow/innovate and gain competitive advantage)

Also ensures any action taken within the business is aligned so we we set ourselves up for succes and do no waste time/money/resources in tactics that may fail (could be using them to capitalise on opp)

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61
Q

What are the dangers of not completing external environment analysis?

A
  • Missed opportunity: for growth/innovation
  • Competitive disadvantage: without external analysis it’s likely we’ll fall behind competitors
  • Blindsided to threats
  • Increased risk: economic downturn/shift in consumer behaviour/regulatory changes
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62
Q

Example of what could happen if PESTLE not used

A

E.g. a smartphone organisation may overlook emerging technologies such as touch screen phones

Fall behind competitors who may introduce innovative products & gain competitive edge

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63
Q

Example of what could happen if 5 Forces not used

A

Airline company fail to analyse threat of new entrants

New entrant enters the market with innovative business model and causes the existing airline challenges (decrease profitability/challenges to maintain market share)

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64
Q

Porters 5 Forces

A
  • External environment analysis technique
  • Looks at competitive pressures
  • analyse the relative positioning and power of an organisation within an industry/domain
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65
Q

What are the 5 competitive pressures in Porters 5 forces?

A
  1. Existing competitive rivalry
  2. Bargaining power of suppliers
  3. Bargaining power of buyers
  4. Threat of new entrants
  5. Threat of substitutes
66
Q

Threat of New Entrants

A

Definition: The potential for new companies to enter an industry and compete with existing firms.

Considerations:

Barriers to Entry (e.g., economies of scale, high capital requirements).
Brand Loyalty and Customer Switching Costs.
Government Regulations.
Access to Distribution Channels.
Cost Advantages of Existing Players.

67
Q

Bargaining Power of Buyers

A

Definition: The influence that customers have on the prices they pay and the terms of the transaction.

Considerations:

Volume of Purchase.
Standardization of Products.
Availability of Substitutes.
Cost of switching

68
Q

Bargaining Power of Suppliers

A

Definition: The influence that suppliers have on the prices they charge and the terms of the transaction.

Considerations:

Power of suppliers
Strength of branded product (branded drink in mcdonalds vs salt sachet)
Concentration of Suppliers.
Differentiation of Inputs.
Switching Costs.

69
Q

Threat of Substitute Products or Services

A

Definition: The presence of alternative products or services that can satisfy similar customer needs.

Considerations:

Availability of Substitutes.
Price of Substitutes.
Switching Costs for Buyers.
Perceived Level of Differentiation.
Trends in Consumer Preferences.

70
Q

Intensity of Competitive Rivalry

A

Definition: The degree of competition among existing firms in an industry.

Considerations:

Barriers to entry/exit
Degree of differentiation
Volume of competition
Relative size & power of competition

71
Q

How to use porters 5 forces

A
  1. Decide which industry/business domain the organisation operates in
  2. Examine 5 categories that impact the organisation (positive/negative which form opportunities and threats)
72
Q

Overall objective of PESTLE technique

A

Identify factors in the external environment that could affect the organisation (O/T within SWOT)

73
Q

PESTLE use internally

A

To analyse external factors to a department (internal to business)

74
Q

How to use PESTLE?

A
  1. Consider elements in turn and document issues
  2. Evaluate issues - which are the ones most likely to affect the organisation

Result: a list of key external influences (possible gain from an opportunity or ensure threat is avoided)

Best practice: workshop format with a range of functions present who can provide specialist info e.g. legal

75
Q

Whilst PESTLE identifies factors it does not ___

A

Decide what to do about them

76
Q

6 PESTLE Elements

A

Political
Economic
Socio-cultural
Technological
Legal
Environmental

77
Q

Political - PESTLE

A

Forces within international/national/local political environment

E.g. changes in government/development of bodies such as EU/growth of non-profits e.g. Greenpeace

78
Q

Economic - PESTLE

A

Forces within international/national/local economic environemnt

interest rate/inflation/unemployment

79
Q

Socio-cultural - PESTLE

A

Societal and cultural trends
E.g. demographic changes e.g. aging population/habit changes e.g. wfh /popularly held opinions

80
Q

Technological - PESTLE

A

Technology trends / development of new technology (general or industry specific)
E.g. availability of new tech e.g. AI/5G or increased connectedness

81
Q

Legal - PESTLE

A

Trends and expectations that have legal/regulatory impact

E.g. data protection law/H&S law/Employment law

82
Q

Environmental - PESTLE

A

Natural environment trends & influences

E.g. resource scarcity/waste disposal/animal welfare/climate change

E.g. extreme weather patterns / Green certification expectations/ waste disposal etiquette (not legislation)

83
Q

Internal analysis & SWOT

A

strong capabilities (S) and areas of weakness (W)

S&W within SWOT

84
Q

Why is internal analysis important?

A

Analyse internal capabilities and clear assessment on our S/W. It enables more effect decisions making

85
Q

Internal analysis techniques

A

VMOST

Resource Audit

86
Q

VMOST

A

Vision
Mission
Objectives
Strategy
Tactics

87
Q

Vision - VMOST

A

Long term aspirational target state

88
Q

Mission - VMOST

A

What will the organisation do to achieve the vision

89
Q

Objectives - VMOST

A

Specific objectiveS to achieve which will guide and measure progress against the vision and mission

SMART

90
Q

Strategy - VMOST

A

Long term strategic themes to provide direction

91
Q

Tactics - VMOST

A

Detailed short term plans/projects/actions that will deliver the strategy

92
Q

VMOST Example

A

V: Become the go to local bakery for freshly baked goods

M: consistently deliver high-quality, freshly baked goods using the finest ingredients

O: Achieve a customer satisfaction rating of 95% or higher by X through consistently delivering top-notch, freshly baked products.

S:
Implement rigorous control measures (sourcing to product display)
Establish partnerships with schools/business in local community

T:
Employee training (ensure high standards)
Customer loyalty programme

93
Q

How do you get S/W from VMOST - what questions to ask

A

Context: is VMOST achievable given internal resource/external constraints

Coherence: will achieving the tactics continue towards the strategy?

Commitment: are staff supportive of VMOST and work to deliver it?

Clarity: does it set out clear direction and plan?

Definition: is it defined - complete/consistent

94
Q

VMOST uses

A

strategy analysis - demonstrates organisational strengths and exposes weakness

Aids short list of options - how well do they align with the defined way forward

Balanced score card - once VMOST defined, performance measures monitor progress

95
Q

Resource audit

A

Clear assessment of resources and strengths (enabling business improvement) and weaknesses (that undermine it) (SWOT)

96
Q

Resource audit - 5 elements

A

Physical (T)

Human (T)

Financial (T)

Know how

Reputation

97
Q

Resource audit - Financial

A

Financial assets/cash flow/access to investment fund/credit and loan possibilities

Questions to ask: can we raise finance via borrowing

98
Q

Resource audit - Know how

A

Presence or lack of:knowledge resources Patent/Copyright/IP/(indication of overall worth) Knowledge of supplier & customer preferences

Questions to ask: how strong/documented/reliant on key individuals/ is information used to inform decisions?

99
Q

Resource audit - Reputation

A

Reputation of brand/as an employer/supplier/good will

Questions to ask: what is our rep? what feedback do we have? what do out customers and regulators say?

100
Q

Resource audit - Human

A

Employees/leadership & management

Questions to ask: How motivated? are employees able to execute strategic objectives/how adaptable and skilled?

101
Q

Resource audit - Physical

A

Land/building/equipment (owned/lease)

Questions to ask: resources fit for purpose? quality?

102
Q

SWOT (2 step process)

A
  1. Formulate SWOT (S/W - VMOST/RA O/T - PESTLE/5 Forces)
  2. Evaluate the organisations business situation and identify potential future strategies
103
Q

SWOT uses

A
  1. Strategic planning
  2. Informed decision making
  3. Risk management (e.g. reliant on a single supplier - development contingency plans)
104
Q

Strength - SWOT

A

Internal positive capabilities of an organisation e.g. motivated staff/financial resources

105
Q

Threats - SWOT

A

External factors that have the potential to harm the organisation e.g. economic difficulties which reduce market demand

106
Q

Weaknesses - SWOT

A

Internal negative aspects that could diminish the chances of success e.g. out of date equipment/unskilled staff

107
Q

Opportunities (SWOT)

A

External factors that present opportunities for success e.g. development of new technology

108
Q

SWOT use in strategic planning

A
  1. Identify the new business improvements made possible by opportunities
    E.g. increase demand in gluten free products
  2. Identify the business issues that may arise from the threats.
    E.g. Gov regulation on allergy production lines
  3. Consider the actions required to grasp the opportunities and address the threats.
    E.g. Opp: R&D into gluten free recipes
    Threat: Conduct regulatory compliance assessment
  4. Identify the areas of strength that will enable the organisation to carry out these actions.
    E.g. Borrowing available to fund R&D
  5. Identify the areas of weakness that could undermine any action taken.
    E.g. Compliance team newly formed
  6. Develop and evaluate strategic options for delivering success based on the previous steps
    E.g. Conduct research into gluten free products
    E.g. Expand/upskill compliance team
109
Q

SWOT use in shortlisting options

A

What are the S&W of options and what O do they allow us to seize and what T they ward off

110
Q

Why use performance measure tools?

A

To establish how an organisation is performing in its current state against objectives and strategy

111
Q

Types of Performance measures

A

Critical success factors
Key performance indicators
Objectives (VMOST)

112
Q

Critical success factors (CSF)

A
  • Areas an organisation considers vital to its success
  • Broad statement e.g. low cost/quality customer services
  • Industry wide and organisation specific
113
Q

Industry wide CSF

A

Performance areas all organisations within the sector have

E.g. hygiene for restaurants / safety for transport

They do not differentiate, they allow them to continue to operate

114
Q

Organisation specific CSF

A

Performance areas that enable organisations to outperform competition - key differentiators

E.g. fast food: low cost
Luxury restaurant: bespoke dining

115
Q

Key performance indicators

A

Related to CSF and define specific areas to be monitored

SMART (can be measured)

Defined for both types of CSF

E.g. CSF = Excellent customer service
KPI: Volume of complaints over x period

116
Q

Performance measures & VMOST

A
  • KPIs measure progress towards CSF
  • CSF indicate progress towards objectives
  • Performance measures measure progress towards V/M
  • Performance measure measure the effectiveness of S/T
117
Q

How to apply CSF?

A

Identify CSF through thorough analysis, considering factors needed to achieve objectives

E.g. Objective- 80% of customers rating us as ‘excellent’ in post journey survey

CSF - excellent customer service

KPI - 95% of customer complaints resolved within 24 hours by end of year / 100% customers offered complimentary soft drink on flights

118
Q

How to apply KPIs?

A

Develop KPIs that directly measure the performance of identified CSFs.

Set specific and measurable targets for each KPI.

Regularly collect and analyse KPI data to assess progress.

119
Q

Information sources: KPI & CSF

A

Internal sources such as performance reports & external sources (market research/customer surveys etc.)

E.g. Internal data reveals a decrease in customer satisfaction/ customer surveys indicate decline in customer satisfaction / external benchmarking - competitors have higher NPS. What are our complaint areas? Why do we receive highest number of calls?

Therefore, CSF/KPIs established - ensure links into objectives in VMOST

120
Q

Use of CSF/KPIs

A
  • Guides strategic and tactics and measures their effectiveness
121
Q

Link between CSF/KPIs and other techniques

A
  • VMOST: Objectives (alongside CSF & KPIs) are performance measures which collectively measure the progress towards V/M
  • Balanced scorecard alignment
  • SWOT: CSFs may be derived from strengths and opportunities
122
Q

Uses of Balanced Scorecard

A

Provides a comprehensive view of organisational performance& assesses the breadth and balance of performance measures

123
Q

Link between BSC, CSFs & KPIs & VMOST

A

Once VM defined, BSC can help ensure a holistic view when it comes to performance & performance measures are not just financial

BSC ensures all performance measures are balanced

124
Q

Link between BSC and SWOT

A

BCS is an internal analysis technique and assesses whether performance measures are a source of S/W

125
Q

4 elements of BCS

A

Financial
Internal Business Processes
Learning & Growth
Customer

126
Q

What links all BSC elements

A

Vision & Strategy

127
Q

Financial - BSC element

A

Financial performance measures e.g. share price/profitability

128
Q

Internal business process - BSC element

A

Process performance measures e.g. error/defect rate / lead time

129
Q

Learning and growth (innovation) - BSC element

A

Investment in future learning and growth e.g. development of new products/employee skill development, continual improvement

130
Q

Customer - BSC element

A

Customer measures e.g. complains, loyalty, reviews

131
Q

Alignment stage of business change lifecycle

A

Ensuring the organisation’s objectives and strategy are aligned with EE and any changes are considered and accommodated. Also, Ensuring any proposed biz change initiatives align with:

  1. external environment (identified via PESTLE & 5 Forces)
  2. business strategy (will it help us achieve strategy?)
  3. enterprise architecture
132
Q

Definition stage of business change lifecycle

A
  • Investigate business situation & uncover root causes (POPIT)
  • assemble representations of the existing and target situation
  • compare and identity gaps (POPIT to look at all possible gaps)
  • consider actions to address
  • recommend relevant and feasible changes
  • define requirements
  • deliverables: biz case/feasibility study
133
Q

Why is it important to always start with an investigation of the business situation / RCA

A
  • Rare the entire/actual problem has been identifed
  • Even rarer for the proposed solution will address all of the issues

E.g. Problem: Our production line is not producing quality products
Proposed solution: New quality control software

Investigation/RCA reveal:
- Machinery is outdated/not functioning optimally
- Lack of staff training
- Communication breakdown (production & QC team)

Changes then identified (feasible) and options presented

134
Q

Design (& development) stage of business change lifecycle

A
  • detailed specification of the business change to be delivered (POPIT to ensure all elements required for the solution) - enhance documentation and build models to ensure clarity and consistency between all project SH
  • testing
  • piloting of revised processes
135
Q

Implementation stage of business change lifecycle

A

Planning/prep/deployment of changes

  • Business readiness assessment: are we sufficiently prepared to accept and operate new ways of working (POPIT)
  • Transition and migration- staff training/user guides/data readiness/select appropriate implementation strategies (direct/parallel/pilot/phased)
  • Consider human response to change (SARAH)
136
Q

Realisation stage of business change lifecycle

A
  • Post implementation review
  • Benefits review
  • Benefits realisation
  • Identify further action to realise benefits
137
Q

5 stages of business change lifecycle

A

(ADDIR)
Alignment
Definition
Design
Implementation
Realisation

138
Q

What sits in the middle of the Business Change Lifecycle?

A

Business case

139
Q

How should the business change life cycle be viewed

A

An overall direction for a change project rather than a strict sequence

140
Q

When should the BA consider the emotional response to change (BC Lifecycle)

A

Implementation stage

141
Q

What technique can help with the emotional response to change

A

SARAH Curve

142
Q

Stages of Sarah Curve

A

A
Shock
- Initial reaction to change
- May be due to lack of awareness of the need for change i.e. thought organisation is doing well

Anger
- Understanding what the change means for them
- Why me? How could this happen?

Rejection
- Reject the the change
- ‘If I promise to work harder’

Acceptance
- May not be support but a sense that the change is happening so best accept it

Hope
- Start to see positive benefits of change

143
Q

What needs to be considered during the implementation stage?

A

The human response to change. Failure to consider causes resistance and undermines the changes or even failure of the whole programme

144
Q

What role does BA play in the human response to change

A
  • Should anticipate the reaction and devise strategies to manage
  • During initial stages BA should listen and empathise
145
Q

Key differences between linear & agile

A
  1. Linear = sequential and rigid process, each phase must be complete before moving on. Agile = iterative approach, repetetive cycles with each interation delivering a proportion of the product
  2. Linear - limited flexibility once a phase is complete. Agile - more adaptable to changes
  3. Linear = requirements defined up front. Agile = evolve over time
  4. Linear - high documentation (at each stage) Agile - emphasis on working software over extensive documentation
  5. Linear = use feedback often after entire system developed. Agile = continuous feedback encouraged
146
Q

When would linear approach be more appropriate

A
  • Well defined requirements that are unlikely to change
  • Comprehensive documentation is required at each stage for regulatory/compliance reasons
147
Q

When would agile approach be more appropriate

A
  • Evolving or unclear requirements
  • Organisations need to response quickly to fast changing business situations
148
Q

How to chose solution development approach

A

Look at organisational and project contexts

E.g. if organisation works in a safety critical environment, all solution aspects may need to be delivered at the same time

E.g. if highly competitive/fast moving environment a rapid response to change may be required

149
Q

Linear lifecycle

A

Work carried out in discrete, sequential stages. Each stage reviewed and signed off e.g. analysis only begins once feasibility study completed / design based on an agreed set of requirements (from analysis stage)

Waterfall model: FS, Analysis, Design, Development, Testing, Implementation

150
Q

Iterative/Agile lifecycle

A

Solution evolves though a series of iterations, each which add features, functionality or performance to what has been developed before

  1. RE framework applied to establish an initial set of outline requriments
  2. selected subset of outline requirements elaborated within each iteration
151
Q

What are business rules?

A

They underpin how an organisation carries out work

They’re created when organisations decide a course of action in response to a given event, they should be pre-determined and measures

152
Q

Link between business rules and business events

A

Business rules are ‘the way’ of reacting to the event mandated by the organisation

153
Q

Why is it important business rules are documented and measured?

A

Documented - existence is commonly understood

Measured/audited - to evidence the rule is being applied (could be via business systems)

154
Q

Types of business rules

A

Constraints
- External legal and regulatory constraints e.g. must be 18 to buy alcohol
- Organisational policy constraints e.g. 30 day return window

Operational guidance e.g. commission calculation guidance / how to handle complaints

155
Q

Legal and regulatory constraints

A
  • External
  • Impose decision on all parts of organisation

e.g. customers must pay VAT / customers must be 18 to buy alcohol

156
Q

BA role: legal and regulatory constraints

A
  • Awareness to ensure organisation is complaint
  • Little point challenging as mandated by laws/regulations
157
Q

Organisational policy constraint

A
  • Internal
  • Impose rules upon processes

E.g. 30 day return window / only open one account per email address

  • BA’s should check and challenge these are still necessary and are not based on long standing custom or practice E.g. a policy requiring customers to submit a paper form for product returns
158
Q

Business rules and processes

A

BR govern work so it’s vital they’re considered during business process modelling

159
Q

Operational procedures/guidance

A
  • Internal
  • How we perform an activity
  • E.g. rules for determining discount
  • These rules are most likely open to challenge - ensure they’re based on proven business needs rather than personal preferecnes

E.g. operational guidance in call centre may be for call handlers to follow a script - but deviating from the script could increase customer sat and problem solving

E.g. restaurant has a rule that any customer complaints must be dealt with my head office - challenge to increase staff autonomy (for straight forward complaints) & increase customer sat

160
Q

Reasons why business rules are needed?

A
  • Compliance (external legal or regulatory constraint)
  • Consistency and standardisation (e.g. guide employees and processes)
  • Risk mitigation e.g. reduce the risk of fraud / unethical behaviour e.g. any worn clothing cannot be returned / any redeemed ticket cannot be refunded
  • Strategic/biz objective alignment e.g. if objective is to increase customer sat by x by Q4, biz rule ( op procedure) could be customer complaints resolved within 48 hrs of receipt

BCS - International Diploma (7 decks)

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