Here is a comprehensive response to your query, drawing on the provided sources:
LU1
Why did business analysis come about? Business analysis was introduced to
ensure that business needs are paramount when new IT systems are
introduced. Historically, IT departments focused on creating information
systems to improve business operations and management decision-making.
However, as business operations changed, the emphasis shifted towards
developing new services and products. The delivery of predicted business
benefits from IT implementations proved di icult, with IT outsourcing adding
further complication. Organisations also started seeking help in finding potential
solutions to business issues and opportunities, sometimes where IT might not
be the answer. These factors directly led to the development of the business
analyst role. Additionally, the recognition that IT systems need to be driven by
business needs, accompanied by necessary business changes, and have
rigorously defined requirements to deliver competitive advantage, helped
increase the profile and define the role of business analysis. The experiences
gained from using external consultants, particularly their lack of accountability
and absence of skills transfer, also played a part in the development of the
internal business analysis role.
What role has technology played in the development of business analysis as
a discipline? Why? Developments in IT have enabled organisations to create
information systems that have improved business operations and
management decision-making. In the past, this was the focus of IT
departments. However, the emphasis has moved to the development of new
services and products, leading to questions like "What can IT do to exploit
business opportunities and enhance the portfolio of products and services?".
Technology's role in delivering competitive advantage also highlighted the need
for business needs to drive IT development, for IT implementation to be
accompanied by business changes, and for requirements to be defined with
rigour and accuracy. The increasing use of Agile approaches has also placed a
greater responsibility on business analysts to understand IT and related issues.
To what extent has the approach to business analysis changed over time?
The approach to business analysis has broadened. Organisations have adopted
a broader view, moving from solely IT projects to comprehensive business
change programmes. Within these programmes, there's a recognition of the
need for roles and skill sets that enable the successful delivery of business
change initiatives. The business analyst role has developed to uncover root
, causes of problems, identify issues, and ensure solutions align with business
needs, requiring clearer definition and recognition. This contrasts with earlier IT
systems analysts who were less comfortable with broader business
requirements.
What is business analysis? Business analysis is a discipline introduced to
ensure that business needs are paramount when new IT systems are
introduced. It involves the methodical investigation, analysis, review, and
documentation of all or part of a business in terms of functions, processes,
information, and data. It defines requirements for improving business aspects,
quantifies potential business benefits, and creates viable specifications and
acceptance criteria for information and communication systems.
Fundamentally, business analysis aims to uncover the root causes of
problems, identify issues, and ensure any solution aligns with business
needs.
What is the primary objective of business analysis? The primary objective of
business analysis is to ensure that business needs are paramount when new
IT systems are introduced. Its rationale includes distinguishing between
symptoms and root causes, investigating and addressing root causes,
considering a holistic view, recognising IT systems as enablers for business
opportunity, analysing opportunities for business improvement, enabling
business agility, challenging pre-determined solutions, identifying and evaluating
options, being aware of constraints, identifying feasible and contributing
requirements, and supporting the entire business change lifecycle. Ultimately, it
aims to deliver predicted business benefits and provide help in finding
potential solutions to business issues and opportunities.
In what ways does business analysis inform decision-making in an
organisation? Business analysis informs decision-making by providing
beneficial advice to organisations. Business analysts uncover root causes of
problems, identify issues, and ensure solutions align with business needs. They
o er objective views that can challenge conventional wisdom. They identify
and evaluate options for meeting business needs, rather than accepting pre-
determined solutions. BAs also help develop rigorous business cases to justify
investment and identify/quantify business benefits.
Which departments/functions within an organisation are likely to benefit
most from business analytics? The sources state that business analysis
ensures business needs are paramount for new IT systems, helps improve
business operations and management decision-making, and supports business
managers in achieving objectives. While the benefits are broad across the
organisation, the sources do not specify which departments/functions benefit
, most from "business analytics" (a term not extensively defined in the context of
specific departments in the sources).
What type(s) of data is used in a business analysis? Business analysis involves
analysing opinions, concerns, knowledge, and ideas, and identifying where
this information can be quantified and supporting data obtained. Specific
types of data relevant to business analysis include system data (documented
via class models and entity relationship diagrams) and information that sta
need to conduct their work e ectively and for managers to make decisions.
Quantitative data may be verified through techniques like record searching or
surveys.
Where does the data used in business analysis, come from? Data for
business analysis comes from various sources during investigation, including
initial interviews or workshops, document analysis, scenario analysis,
prototyping, record searching or surveys. Background material such as
project initiation documents and terms of reference also provide initial inputs.
Information may be subjective, based on opinion, or factual.
What is big data? The sources mention "big data" as one of the trends and new
opportunities that IT brings and how these impact systems and business
development. However, the sources do not provide a definition for "big data".
What does a typical business analyst do? Typical business analysts
investigate business systems holistically, evaluating actions to improve them
(including organisational structures, sta development, processes, IT systems).
They document business requirements for IT system support using
appropriate standards. They also elaborate requirements in support of
business users during evolutionary system development. Beyond these core
responsibilities, BAs may also undertake strategic analysis, support strategy
implementation, produce business cases, manage benefits realisation, and
specify IT requirements using modelling techniques. They uncover root causes,
identify issues, ensure solutions align with business needs, challenge pre-
determined solutions, identify and evaluate options, ensure requirements are
feasible and contribute to objectives, and manage the entire business change
lifecycle.
What is the primary role of a business analyst? The primary role of a business
analyst is to ensure that business needs are paramount when new IT systems
are introduced. They are crucial in uncovering the root causes of problems,
identifying the issues to be addressed, and ensuring any solution will align
with business needs. They act as a "bridging" role between business and IT
sta .
, Which skills/competencies required of a business analyst are the most
important? Why? The sources highlight several important skills and
competencies:
o Communication: "perhaps the most important skill an individual can
possess" because it encompasses building rapport, listening, influencing,
and empathy.
o Analytical skills and critical thinking: These are a "major part of the job,"
meaning not settling for the obvious, digging deeper to uncover the true
situation and define the real problem.
o Self-belief: Often overlooked but "extremely important," providing
confidence to withstand pressure, challenge proposals, analyse impacts,
and sustain arguments when working with stakeholders.
o Business Finance: Essential for evaluating suppliers, delivering process
improvements, or evaluating options in business cases.
o Principles of Information Technology: Necessary for meaningful
communication with IT professionals and appreciating their role,
especially with increasing Agile use.
Other vital skills include relationship building, influencing, team working, political
awareness, attention to detail, problem-solving, leadership, professional development,
and professional techniques like strategy analysis, stakeholder analysis, investigation
techniques, requirements engineering, business modelling, data modelling, gap
analysis, facilitation, portfolio management, benefits management, and Agile thinking.
In what ways does a business analyst di er from a project manager? The
sources state that the project manager is primarily concerned with meeting
cost and time targets, whereas the business analyst's primary consideration
is satisfying quality criteria. While a business analyst may be assigned the
project manager role on smaller projects, it can be problematic due to
conflicting priorities and interests. The project manager breaks down work,
allocates tasks, schedules, monitors progress, and takes corrective action to
ensure the project is completed on time and within budget. The business analyst
is responsible for requirements engineering, ensuring requirements are well-
formed, documented, complete, and aligned with business objectives.
What is meant by business analysis maturity? Business analysis maturity
refers to the progression of business analysis practice within organisations.
The Business Analysis Maturity ModelTM (BAMM) was developed to represent
this development and maturity.
LU1
Why did business analysis come about? Business analysis was introduced to
ensure that business needs are paramount when new IT systems are
introduced. Historically, IT departments focused on creating information
systems to improve business operations and management decision-making.
However, as business operations changed, the emphasis shifted towards
developing new services and products. The delivery of predicted business
benefits from IT implementations proved di icult, with IT outsourcing adding
further complication. Organisations also started seeking help in finding potential
solutions to business issues and opportunities, sometimes where IT might not
be the answer. These factors directly led to the development of the business
analyst role. Additionally, the recognition that IT systems need to be driven by
business needs, accompanied by necessary business changes, and have
rigorously defined requirements to deliver competitive advantage, helped
increase the profile and define the role of business analysis. The experiences
gained from using external consultants, particularly their lack of accountability
and absence of skills transfer, also played a part in the development of the
internal business analysis role.
What role has technology played in the development of business analysis as
a discipline? Why? Developments in IT have enabled organisations to create
information systems that have improved business operations and
management decision-making. In the past, this was the focus of IT
departments. However, the emphasis has moved to the development of new
services and products, leading to questions like "What can IT do to exploit
business opportunities and enhance the portfolio of products and services?".
Technology's role in delivering competitive advantage also highlighted the need
for business needs to drive IT development, for IT implementation to be
accompanied by business changes, and for requirements to be defined with
rigour and accuracy. The increasing use of Agile approaches has also placed a
greater responsibility on business analysts to understand IT and related issues.
To what extent has the approach to business analysis changed over time?
The approach to business analysis has broadened. Organisations have adopted
a broader view, moving from solely IT projects to comprehensive business
change programmes. Within these programmes, there's a recognition of the
need for roles and skill sets that enable the successful delivery of business
change initiatives. The business analyst role has developed to uncover root
, causes of problems, identify issues, and ensure solutions align with business
needs, requiring clearer definition and recognition. This contrasts with earlier IT
systems analysts who were less comfortable with broader business
requirements.
What is business analysis? Business analysis is a discipline introduced to
ensure that business needs are paramount when new IT systems are
introduced. It involves the methodical investigation, analysis, review, and
documentation of all or part of a business in terms of functions, processes,
information, and data. It defines requirements for improving business aspects,
quantifies potential business benefits, and creates viable specifications and
acceptance criteria for information and communication systems.
Fundamentally, business analysis aims to uncover the root causes of
problems, identify issues, and ensure any solution aligns with business
needs.
What is the primary objective of business analysis? The primary objective of
business analysis is to ensure that business needs are paramount when new
IT systems are introduced. Its rationale includes distinguishing between
symptoms and root causes, investigating and addressing root causes,
considering a holistic view, recognising IT systems as enablers for business
opportunity, analysing opportunities for business improvement, enabling
business agility, challenging pre-determined solutions, identifying and evaluating
options, being aware of constraints, identifying feasible and contributing
requirements, and supporting the entire business change lifecycle. Ultimately, it
aims to deliver predicted business benefits and provide help in finding
potential solutions to business issues and opportunities.
In what ways does business analysis inform decision-making in an
organisation? Business analysis informs decision-making by providing
beneficial advice to organisations. Business analysts uncover root causes of
problems, identify issues, and ensure solutions align with business needs. They
o er objective views that can challenge conventional wisdom. They identify
and evaluate options for meeting business needs, rather than accepting pre-
determined solutions. BAs also help develop rigorous business cases to justify
investment and identify/quantify business benefits.
Which departments/functions within an organisation are likely to benefit
most from business analytics? The sources state that business analysis
ensures business needs are paramount for new IT systems, helps improve
business operations and management decision-making, and supports business
managers in achieving objectives. While the benefits are broad across the
organisation, the sources do not specify which departments/functions benefit
, most from "business analytics" (a term not extensively defined in the context of
specific departments in the sources).
What type(s) of data is used in a business analysis? Business analysis involves
analysing opinions, concerns, knowledge, and ideas, and identifying where
this information can be quantified and supporting data obtained. Specific
types of data relevant to business analysis include system data (documented
via class models and entity relationship diagrams) and information that sta
need to conduct their work e ectively and for managers to make decisions.
Quantitative data may be verified through techniques like record searching or
surveys.
Where does the data used in business analysis, come from? Data for
business analysis comes from various sources during investigation, including
initial interviews or workshops, document analysis, scenario analysis,
prototyping, record searching or surveys. Background material such as
project initiation documents and terms of reference also provide initial inputs.
Information may be subjective, based on opinion, or factual.
What is big data? The sources mention "big data" as one of the trends and new
opportunities that IT brings and how these impact systems and business
development. However, the sources do not provide a definition for "big data".
What does a typical business analyst do? Typical business analysts
investigate business systems holistically, evaluating actions to improve them
(including organisational structures, sta development, processes, IT systems).
They document business requirements for IT system support using
appropriate standards. They also elaborate requirements in support of
business users during evolutionary system development. Beyond these core
responsibilities, BAs may also undertake strategic analysis, support strategy
implementation, produce business cases, manage benefits realisation, and
specify IT requirements using modelling techniques. They uncover root causes,
identify issues, ensure solutions align with business needs, challenge pre-
determined solutions, identify and evaluate options, ensure requirements are
feasible and contribute to objectives, and manage the entire business change
lifecycle.
What is the primary role of a business analyst? The primary role of a business
analyst is to ensure that business needs are paramount when new IT systems
are introduced. They are crucial in uncovering the root causes of problems,
identifying the issues to be addressed, and ensuring any solution will align
with business needs. They act as a "bridging" role between business and IT
sta .
, Which skills/competencies required of a business analyst are the most
important? Why? The sources highlight several important skills and
competencies:
o Communication: "perhaps the most important skill an individual can
possess" because it encompasses building rapport, listening, influencing,
and empathy.
o Analytical skills and critical thinking: These are a "major part of the job,"
meaning not settling for the obvious, digging deeper to uncover the true
situation and define the real problem.
o Self-belief: Often overlooked but "extremely important," providing
confidence to withstand pressure, challenge proposals, analyse impacts,
and sustain arguments when working with stakeholders.
o Business Finance: Essential for evaluating suppliers, delivering process
improvements, or evaluating options in business cases.
o Principles of Information Technology: Necessary for meaningful
communication with IT professionals and appreciating their role,
especially with increasing Agile use.
Other vital skills include relationship building, influencing, team working, political
awareness, attention to detail, problem-solving, leadership, professional development,
and professional techniques like strategy analysis, stakeholder analysis, investigation
techniques, requirements engineering, business modelling, data modelling, gap
analysis, facilitation, portfolio management, benefits management, and Agile thinking.
In what ways does a business analyst di er from a project manager? The
sources state that the project manager is primarily concerned with meeting
cost and time targets, whereas the business analyst's primary consideration
is satisfying quality criteria. While a business analyst may be assigned the
project manager role on smaller projects, it can be problematic due to
conflicting priorities and interests. The project manager breaks down work,
allocates tasks, schedules, monitors progress, and takes corrective action to
ensure the project is completed on time and within budget. The business analyst
is responsible for requirements engineering, ensuring requirements are well-
formed, documented, complete, and aligned with business objectives.
What is meant by business analysis maturity? Business analysis maturity
refers to the progression of business analysis practice within organisations.
The Business Analysis Maturity ModelTM (BAMM) was developed to represent
this development and maturity.
