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Exam Number : FCBA
Exam Name : BCS Foundation Certificate in Business Analysis
Vendor Name : BCS
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FCBA Exam Format | FCBA Course Contents | FCBA Course Outline | FCBA Exam Syllabus | FCBA Exam Objectives
Exam ID : FCBA
Exam Title : BCS Foundation Certificate in Business(R) Analysis (ISEB)
Questions : 40
Passing Marks : 26 (65%)
Duration : 60 min.
Exam Type : Multiple Choice
The format for the examination is a one hour multiple-choice examination consisting of 40 questions. The examination is closed book (no materials can be taken into the examination room). The pass mark is 26/40 (65%).
Take your first step on your business analysis career path by attaining a certification that employers around the world respect and value
Understand how to identify and evaluate options for improving your business
Develop skills and knowledge to support successful business change programmes within your organisation
Attain one of the four modules you need to gain the International Diploma in Business Analysis
- What is Business Analysis (2.5%)
- The Competencies of a Business Analyst (2.5%)
- Strategy Analysis (7.5%)
- The Business Analysis Process Model (5%)
- Investigation techniques (15%)
- Stakeholder Analysis and Management (10%)
- Modelling Business Processes (10%)
- Defining the solution (5%)
- Making a Business and Financial Case (10%)
- Establishing the Requirements (7.5%)
- Documenting and Managing Requirements (7.5%)
- Modelling Requirements (7.5%)
- Delivering the Requirements (5%)
- Delivering the Business Solution (5%)
Candidates should be able to demonstrate knowledge and understanding of business analysis principles and techniques. Key areas are:
the role and competencies of a business analyst
strategy analysis
business system and business process modelling
stakeholder analysis
investigation and modelling techniques
requirements engineering
business case development
This certification provides a foundation for the range of specialist BCS modular certificates in the areas of Business Analysis, IS Consultancy and Business Change. The certification can also be used as the knowledge-based specialist module for the Diploma in Business Analysis. In addition, the certification provides foundation-level Business Analysis knowledge for specialists in other disciplines, particularly Project Managers and System Developers.
The syllabus is based on the BCS publication Business Analysis, 3rd edition, and it is recommended that this text is studied by those preparing to take this examination. The headings listed in the syllabus relate to the relevant chapter headings, section headings and text included in this publication.
Syllabus
1. What is Business Analysis (2.5%)
1.1 The origins of business analysis
1.2 The development of business analysis
The impact of outsourcing
Competitive advantage of using IT
Successful business change
The importance of the business analyst
Business analysts as internal consultants
1.3 The scope of business analysis work
The range of analysis activities
Strategic analysis and definition
IT systems analysis
Business analysis
1.4 Taking a holistic approach
1.5 The role and responsibilities of a business analyst
Definition of the business analyst role
Further aspects of the business analyst role 2. The Competencies of a Business Analyst (2.5%)
2.1 Personal qualities
2.2 Business knowledge
2.3 Professional techniques
2.4 The development of competencies
3. Strategy Analysis (7.5%)
3.1 The context for strategy
3.2 The definition of strategy (Johnson, Scholes and Whittington 2008)
3.3 Strategy development
3.4 External environment analysis
PESTLE analysis
Porters five forces model
3.5 Internal environment analysis
MOST analysis
Resource Audit
Boston Box
3.6 SWOT analysis
3.7 Executing strategy
The McKinsey 7-S model
The Balanced Business Scorecard
Critical Success Factors and Key Performance Indicators
4. The Business Analysis Process Model (5%)
4.1 An approach to problem-solving
4.2 Stages of the business analysis process model
Investigate the situation
Consider the perspectives
Analyse the needs
Evaluate the options
Define the requirements
4.3 Objectives of the process model stages
4.4 Procedure for each process model stage
4.5 Techniques used within each process model stage
5. Investigation techniques (15%)
5.1 Interviews
Advantages and disadvantages of interviewing
Preparing for interviewing
Conducting the interview
Following up the interview
5.2 Observation
Advantages and disadvantages of observation
Formal observation
Protocol analysis
Shadowing
Ethnographic studies
5.3 Workshops
Advantages and disadvantages of workshops
Preparing for the workshop
Facilitating the workshop
Techniques
Following the workshop
5.4 Scenarios
Advantages and disadvantages of scenarios
Process for developing scenarios
Documenting scenarios
5.5 Prototyping
Advantages and disadvantages of prototyping
5.6 Quantitative approaches
Surveys or Questionnaires
Special Purpose Records
Activity Sampling
Document Analysis
5.7 Documenting the current situation
Rich Pictures
Mind Maps
6. Stakeholder Analysis and Management (10%)
6.1 Stakeholder categories and identification
Customers
Partners
Suppliers
Competitors
Regulators
Owners
Employees
Managers
6.2 Analysing stakeholders
The Power/Interest Grid
6.3 Stakeholder management strategies
No or low interest and no or low power (or influence)
Some or high interest but no or low power (or influence)
No or low to high interest but some power (or influence)
No or low interest but high power (or influence)
Some interest and high power (or influence)
High interest and high power (or influence)
6.4 Managing stakeholders
Stakeholder plan/assessment
6.5 Understanding stakeholder perspectives
Soft Systems Methodology
Analysing the perspectives
CATWOE
6.6 Business activity models
Creating a business activity model
Types of activities – Plan, Enable, Do, Monitor, Control
Developing a consensus model
7. Modelling Business Processes (10%)
7.1 Organisational context
Functional view of an organisation
7.2 An alternative view of an organisation
7.3 The organisational view of business processes
7.4 Value propositions
7.5 Process models
Business events
Developing the business process model
7.6 Analysing the as-is process model
7.7 Improving business processes (to-be business process)
Business rules
Simplify the process
Remove bottlenecks
Change the sequence of tasks
Redefine process boundary
Automate the processing
Redesign the process
8. Defining the solution (5%)
8.1 Gap analysis
Identifying areas of concern
Framework for gap analysis (elements of POPIT model)
Formulating options
8.2 Introduction to Business Architecture
8.3 Definition of Business Architecture
8.4 Business Architecture techniques
Definition of a capability model
Definition of a value stream
9. Making a Business and Financial Case (10%)
9.1 The business case in the project lifecycle
9.2 Identifying options
9.3 Assessing project feasibility
Business feasibility
Technical feasibility
Financial feasibility
9.4 Structure of a business case
Contents of a business case
Categories of costs and benefits
Impact exam
Risk exam
9.5 Investment appraisal
Payback
Discounted cash flow and Internal rate of return
10. Establishing the Requirements (7.5%)
10.1 A framework for requirements engineering
10.2 Actors in requirements engineering
The business representatives
The project team
10.3 Requirements elicitation
Tacit and explicit knowledge
Requirements elicitation techniques
10.4 Requirements analysis
Requirements filters
SMART requirements
10.5 Requirements validation
11. Documenting and Managing Requirements (7.5%)
11.1 The requirements document
Structure
Content of the requirements document
11.2 The requirements catalogue
Types of requirements; general, technical, functional and non-functional
Hierarchy of requirements
Documenting a requirement
11.3 Managing requirements
Elements of requirements management 12. Modelling Requirements (7.5%)
12.1 Modelling system functions
Use case diagrams
12.2 Modelling system data
Entity Relationship Diagrams
o Entities, attributes and relationships
o Types of relationships
Class Models
o Objects and classes
o Attributes
o Associations
13. Delivering the Requirements (5%)
13.1 Delivering the solution
13.2 Context
13.3 Lifecycles
The waterfall lifecycle
The ‘V model lifecycle
Incremental lifecycle
Iterative systems development lifecycle
14. Delivering the Business Solution (5%)
14.1 BA role in the business change lifecycle
14.2 Design stage
Information and Technology
o Design
o Development
o Testing
14.3 Implementation stage
SARAH model
14.4 Realisation stage
Contents of the benefits plan
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