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Business Analysis Techniques by Paul Turner, Debra Paul, James Cadle

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INDEX
acceptance criteria definition
188–192
activity sampling see sampling
Agile development approach 30,
167–168, 171–173,
202–203
Ansoff’s
Box
see Ansoffs
matrix
Ansoff’s
matrix
16–17
ARCI
charts
see RASCI
charts
Arlow,
J
57,
221
background
reading
see background
research
background
research
63–64
Balanced
Business
Scorecard
(BBS)
22–24
BAM
see business
activity
modelling
BATNA
(Best
Alternative
to
a
Negotiated
Settlement)
89
BCG
matrix
see Boston
Box
benefit-cost
analysis
(BCA)
see
cost-benefit
analysis
benefits
management
244–248
benefits
realisation
244,
248–250
Bennis,
W
231
Boston
Box
12–14
Boston
Consulting
Group
matrix
see
Boston
Box
Bradley,
G
141,
244,
250
brainstorming
35,
89,
125
Branson,
R
233–234
business
activity
modelling
(BAM)
75–78
business
analyst
(BA)
role
and
responsibilities
1
business
case
preparation
cost-benefit
analysis
133–141,
254–255
impact
analysis
141–143
investment
appraisal
146–151
risk
analysis
143–146
business
case
presentation
154–155
practical
points
155
report
creation
151–154
business
case
report
creation
151–154
practical
points
153–154
business
change
four-view
model
20–21,
121
McKinsey
7-S
model
17–20
business
change
identification
gap
analysis
118–121
business
culture
230–235
business
environment
organisation
diagram
98–100,
254
PESTLE
analysis
3–6
Porter’s
Five
Forces
framework
6–8
business
event
analysis
101–105
context
diagram
102–103
examples
of
business
events
104
business
process
analysis
business
event
analysis
101–105
business
process
modelling
105–110,
253
business
rules
analysis
110–112
decision
tables
112–116,
117,
118
decision
trees
116–118
business
process
modelling
105–110,
253
documenting
tasks
107–108
hierarchical
numbering
system
107,
108
performance
measures
109–110
rationalising
process
models
108–109
business
process
triggers
see
business
event
analysis
business
rules
analysis
110–112
Buzan,
B
56
Buzan,
T
56,
57
cash
cow
see Boston
Box
CATWOE
(customer,
actor,
transformation,
world
view,
owner,
environment)
71–74,
253
CBA
see cost-benefit
analysis
change
management
see benefits
management;
benefits
realisation;
organisational
change;
people
change
Checkland,
P
53,
72
Soft
Systems
methodology
53,
74
class
modelling
219–225
reflexive
association
222–223
Cockburn,
A
205,
208
concept
maps
see mind
maps
conceptual
modelling
see business
activity
modelling
conflict
BATNA
(Best
Alternative
to
a
Negotiated
Settlement)
89
principled
negotiation
87–89
requirements
negotiation
183–184
Thomas-Kilmann
conflict
mode
instrument
84–86
conscious
competence
model
242–244
constraints
analysis
see business
rules
analysis
context
diagram
57–59
business
event
analysis
102–103
example
58
corporate
culture
230–235
cost-benefit
analysis
(CBA)
133–141,
254–255
features
distinct
from
benefits
135
intangible
benefits
139–140
intangible
costs
137–138
one-off
or
initial
tangible
costs
135–137
ongoing
tangible
costs
137
tangible
benefits
138–139
types
of
cost
and
benefit
134–135
using
140–141
critical
success
factors
(CSFs)
21–22
CRUD
(create,
read,
update
and
delete)
matrix
225–227
completeness
check
194,
228
cultural
analysis
230–235
Daniel,
E
141,
244
data
modelling
class
modelling
219–225
entity
relationship
modelling
(ERM)
211–219
DCF
see discounted
cash
flow
Deal,
T
E
230–231
decision
tables
112–116,
117,
118
decision
trees
116–118
DeMarco,
T
57
desk
checking
requirements
validation
197
discounted
cash
flow
(DCF)
148–150,
151
document
analysis
51–53
example
document
specification
form
52
documentation
context
diagram
57–59
mind
maps
37,
55–57,
254
requirements
documentation
184–188
rich
pictures
36,
53–55
scenarios
161
workshops
36–37
dog
see Boston
Box
DSDM/Atern
30,
167,
202
257

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