BCS Practitioner Certificate in Business Analysis Practice Certification Online Training

Syllabus of BCS Practitioner Certificate in Business Analysis Practice Certification Online Training

• Explain the role of the BA throughout the stages of the business change lifecycle.
• Understand the scope of the BA role within the context of the range of analysis activities: strategic analysis and definition; business analysis; IT systems analysis.
• Identify that there are three areas of competency for a BA: personal qualities, business knowledge and professional techniques.

• Apply the MOST technique to analyse the internal environment of an organisation.
• Apply the resource audit technique to analyse the internal environment of an organisation.
• Apply the PESTLE technique to analyse the external environment of an organisation.
• Apply Porter’s Five Forces technique to analyse the external environment of an organisation.
• Explain the purpose of a SWOT analysis.
• Identify strengths, weaknesses, opportunities and threats for a given scenario.
• Define and explain the relationship between the following terms:
• Define the elements of the balanced business scorecard and describe how it may be used to identify critical success factors and key performance indicators.

• Identify the generic stakeholder categories defined in the stakeholder wheel.
• Identify relevant investigation techniques for a given scenario, including:
• Explain the rationale for taking a holistic view when investigating a business situation.
• Interpret the business situation represented in: rich pictures; mind maps and fishbone diagrams.

• In a given scenario, describe stakeholders in terms of their power/influence and level of interest.
• Select an appropriate stakeholder management strategy based on the position on the Power/Interest Grid.
• Apply the CATWOE technique to explore stakeholder business perspectives.
• Explain different stakeholder business perspectives based on elements of CATWOE to identify similarities and differences in their worldviews.

• Explain the rationale for building conceptual models of a business situation
• Understand how to construct a conceptual business activity model, based on a given scenario
• Show understanding of how the five types of high level activity within a business activity model (and the dependencies between them) represent a stakeholder’s business perspective.
• Explain the role of the planning activities in determining performance targets for a business system represented in the business activity model.
• Explain the role of the enabling activities, in acquiring and replenishing resources for a business system represented in the business activity model.
• Explain the role of the doing activities in conducting the work of the transformation, as defined in the stakeholder’s CATWOE.
• Explain the role of monitoring and control activities, in regulating a business system represented in the business activity model.
• Explain the three types of business events:
• In a given business activity model, identify the business events that will be handled by a particular business activity.
• Explain the rationale for the consensus business activity model.

• In a given business scenario, distinguish between the different categories of business rule:
• Describe the process for carrying out gap analysis, through comparison of the conceptual business activity model and existing business situation.
• Define the components of a new business model:

• Explain the rationale for the development of a business case.
• Describe the contents of a business case, including:
• Interpret a scenario in order to identify the following:
• Understand the rationale for the development of the financial case and the following appraisal techniques:
• Explain where a business case sits within the business change lifecycle and the rationale for reviewing it at each stage.