BCS Foundation Certificate in Business Analysis

Foundation Certificate in Business Analysis is the first step to shape your career in business analysis and suitable for consultants, business analysts and business analysis aspirants. Fhyzics offers end-to-end support to help you attain this credential, which includes 3-Day Training, Preparation Materials and Examination.


BCS Foundation Certificate in Business Analysis

Download a specimen paper
Download the answer key


Chapter-1: What is Business Analysis?

The Origins of Business Analysis
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
The Scope of Business Analysis Work – The rage of analysis activities, Strategic analysis and definition, IT systems analysis, Business analysis, Realising business benefits, Taking a holistic approach, Agile systems development, Supporting business change
The Role and Responsibilities of a Business Analyst
The Business Analysis Maturity Model
Professionalism and Business Analysis – Qualifications, Standards, Continuing Professional Development, Professional Body
The Future of Business Analysis

Chapter-3: Strategy Analysis

The Context for Strategy
What is Strategy?
Strategy Development
External Environment Analysis – PESTLE Analysis, Porter’s Five Forces Model
Internal Environment Analysis – MOST, The Boston Box
SWOT Analysis
Executing Strategy – McKinsey’s 7-S Model, The Balanced Business Scorecard

Chapter-5: Investigation Techniques

Prior Research – Study website, Study company reports, Study procedure manuals and documentation, Study the organization chart
Investigation Techniques – Qualitative and Quantitative
Interviews – Advantages and disadvantages of interviewing, Preparation for interviewing, STOP model, Conducting the interview (introduction, body of the interview and closure), Following up the interview
Observation – Advantages and disadvantages of observation, Formal observation, Protocol analysis, Shadowing, Ethnographic studies
Workshops – Advantages and disadvantages of workshops, Preparing for the workshop, Facilitating the workshop, Techniques (brainstorming, round robin, brainwriting, sticky note exercises, stepwise refinement, syndicate groups), Following the workshop
Focus Groups
Scenarios – Advantages and disadvantages of scenarios, Process of developing scenarios, Documenting scenarios
User Analysis
Prototyping – Advantages and disadvantages of prototyping
Quantitative Approaches – Surveys or questionnaires (heading section, classification section, data section), Special purpose records, Activity sampling, Document analysis
Suitability of Techniques
Documenting the Current Situation – Rich pictures, Mind maps, Business process models, Spaghetti maps, Fishbone diagrams

Chapter-7: Modelling Business Processes

Organisational Context
An Alternative View of An Organisation
The Organisational View of Business Processes
Porter’s Value Chain
Value Propositions
Business Process Models – Business events, Developing the business process model, Analysing tasks, Hierarchy of process models, beginning and ending the process
Analysing The AS IS Process – Identifying problems, Analysing the hand-offs, Analysing the processing, Other factors causing inadequate performance of a process
Improving Business Processes – Business rules, Simplify the process, Extend the processing, Remove bottlenecks, Change the sequence of tasks, Redefine process boundary, Automate the processing, Redesign the process
Process Measurement – Internal measures, External measures, Process and task measures, Performance issues
Business Process Model and Notation
Six Sigma

Chapter-9: Making a Business Case

The Business Case in the Project Lifecycle
Identifying Options
Assessing Project Feasibility – Business feasibility, Technical feasibility, Financial feasibility
Structure of a Business Case – Introduction, Management summary, Description of the current situation, Option considered, Analysis of cost and benefits, Tangible costs, Intangible costs, Tangible benefits, Intangible benefits, Avoided costs, Presenting the financial cost and benefits, Impact assessment, Risk assessment, Recommendations, Appendices and supporting information
Investment Appraisal
Presentation of a Business Case
RAID and Cardilogs

Chapter-11: Managing Requirements

The Importance of Documentation
The Requirements Document – Structure, Content of the requirements document (introduction and background, business process models, function models, data model, requirements catalog, glossary of terms)
The Requirements Catalog – Types of requirements (general requirements, business constraints, business policies, legal, branding, cultural, language), Technical requirements (hardware, software, interoperability, internet), Functional requirements (data entry, data maintenance, procedure, retrieval), Non-functional requirements (speed of performance, level of security, access, permissions and constraints, backup and recovery, archiving and retention, maintainability, business continuity, availability, usability, accessibility, capacity), Hierarchy of requirements, Documenting a requirement (requirement identifier, requirement name, requirement description, source, owner, author, type of requirement, priority, business area, stakeholders, associated non-functional requirements, acceptance criterial, related requirements, related documents, comments, rationale, resolution, version history)
Managing Requirements – Requirements identification, Cross referencing, Origin and ownership, Configuration management (configuration identification, configuration control, configuration management in an agile environment), Change control, Software support

Chapter-13: Delivering the Requirements

Delivering the Solution – Context, Lifecycle, Approach, Roles, Deliverables, Techniques
Delivery Lifecycle – The concept of a systems development lifecycle, The waterfall lifecycle, The ‘V’ model, Extended ‘V’ model, Incremental delivery, Iterative systems development (evolutionary, empowerment and collaboration, fitness for purpose, testing all the time, re-factoring, incremental delivery, prioritization, timeboxing, Advantages and disadvantages of lifecycles, Developing the business solution
Development and Delivery Approach – Software development approaches (unified process, scrum), The importance of prioritization, Software package approach

Chapter-2: The Competencies of a BA

Personal Qualities – Communication, Relationship building, Influencing, Team working, Political awareness, Analytical skills and critical thinking, Attention to detail, Problem solving, Leadership, Self-belief
Professional Development – Business finance, Business case development, Domain knowledge, Subject matter expertise, Principles of information technology, Organisation structures, Supplier management, Business architecture
Professional techniques – Project management, Strategy analysis, Stakeholder analysis and management, Investigation techniques, Requirements engineering, Business modelling, Data modelling, Gap analysis, Facilitation skills, Portfolio management, Benefits management, Agile thinking
The Right Skills for the Right Situation
How Can I Develop My Skills? – Training, Self-Study, Workplace experience, Industry engagement
Industry Skills Frameworks – Skills Framework for the Information Age (SFIA), The business analysis skill
Industry Qualifications – BCS, The Chartered Institute for IT, BCS Foundation in Business Analysis and BCS International Diploma in Business Analysis

Chapter-4: The Business Analysis Process Model

An Approach to Problem Solving – Mess finding, Data finding, Problem finding, Idea finding, Solution finding and Acceptance finding
The Business Analysis Process Model
Investigate Situation – Investigation techniques, Documenting business situations, Stage summary
Consider Perspectives – Stakeholder identification and analysis, Stakeholder perspectives, Business activity modelling, Stage summary
Analysis Needs – Analysing activities, Analysing business processes, Stage summary
Evaluate Options – Identify potential options, Assess feasibility, Stage summary
Define Requirements – Requirements engineering, Modelling systems, Stage summary
Deliver Changes – Delivering the requirements, Implementing the business changes, Stage summary

Chapter-6: Stakeholder Analysis and Management

Stakeholder Categories and Identification – Stakeholder wheel (customers, partners, suppliers, competitors, regulators, owners, employees, managers and other stakeholders)
Analyzing Stakeholders
Stakeholder Management Strategies – No or low interest and no or low power/influence, some or high interest but no or low power/includence, No or low to high interest but some power/influence, No or low interest but high power/influence, Some interest and high power/influence, High interest and high power/influence, individuals and groups or stakeholders
Summary or Stakeholder Management Strategies
Managing Stakeholders – Name of stakeholder, Current power/influence, Current interest, Issues and interests, Current attitude, Desired support, Desired role, Desired actions, Messages to convey, Actions and communications
Defining Stakeholder Involvement – RACI and RASCI Charts
Using Social Media in Stakeholder Management
Understanding Stakeholder Perspectives – Introduction, Soft systems methodology, Analysing the perspectives – CATWOE, Illustrating the perspectives – business activity models, A note on notation for business activity models, Activity ‘threads’ in business activity models

Chapter-8: Defining the Solution

Gap Analysis - Identifying areas of concern, Framework of gap analysis, Processes, Information and technology (IT support, accessibility, alignment with the enterprise architecture), Organisation, People (skills, recruitment, staff development, motivation and reward)
Formulating Options
Defining Business Requirements
Introduction to Business Architecture
Definition of Business Architecture
Structure of a Business Architecture
Business Architecture Techniques – Business capability modelling, Value stream analysis

Chapter-10: Establishing the Requirements

The Problems with the Requirements – Objectives, Scope, Constraints, Authority, Resources
A Framework for Requirements Engineering
Actors – The business representatives, The project team
Requirements Elicitation – Tacit knowledge (skills, taken for granted information, front-story / back-story, conceptualizing requirements, your finger - you fool, intuitive understanding)
Requirements Elicitation Techniques
Building Requirements List
Requirements Analysis – Requirements filters
Requirements Validation
Agile Approach to Requirements – Levels of agile requirements

Chapter-12: Modelling Requirements

Modelling Business Use Cases
Modelling System Use Cases – Actors, Use Case, System Boundary, Associations, The <include> and <extend> constructs
Modelling System Data
Entity Relationship Diagrams – Physical, Conceptual, Active, Attributes, Relationships, One-to-many relationships, One-to-one relationships, Optionality, Many-to-many relationships, Relationship names, Exclusive relationships, Alternative notation
Class Models – Objects, Classes, Associations, Generalisation and inheritance
Modelling in Agile Approaches
The Use of Models in System Maintenance

Chapter-14: Delivering the Business Solution

Stages of the Business Change Lifecylce – Alignment, Definition, Design, Implementation, Realisation
BA Role in the Business Change Lifecycle – Design stage, Implementation stage, Realisation stage, Managing the business cases, Benefits reviews


  • Text Book
  • By BCS, UK
  • Aligned with Exam
  • 14 Chapters
  • 280 Pages
  • Register Now
  • Training
  • Classroom / Online
  • 21 Hours of Training
  • Case Study Approach
  • Certified Faculties
  • Register Now
  • Examination
  • 40 MCQs
  • 60 Minutes
  • Pass Score >= 65%
  • Life Time Certification
  • Register Now


Schedule Meeting with Our Principal Consultant


Profile Of Principal Consultant

Venkadesh Narayanan is the Principal Consultant at Fhyzics Business Consultants Private Limited and President at Product Development and Management Association (India) - An Indian affiliate of PDMA, USA. He is a Mechanical Engineer and an MBA with over 25 years of experience in Consulting, Business Analysis, Supply Chain Management, New Product Development and Process Improvement. Narayanan is a former member of Indian Civil Services [IRAS 2000 Batch] and served at Indian Railways, Larsen & Toubro – ECC, Siemens (USA), Euro-Pro LLC (USA) and Latex International (USA) prior to joining Fhyzics.

Venkadesh Narayanan is the Recognized Instructor from APICS, USA and represents APICS, USA in India as an International Channel Partner. He is also functioning as an Approved WAREX Assessor for Confederation of Indian Industry (CII) – Institute of Logistics. He pioneered the application of business analysis in movie industry for the first-time in India through Thani Oruvan in 2015 and subsequently consulted for 5 other movies such as Mersal 2017 and Velaikkaran 2017.

Narayanan is also a member of several professional bodies and holds the below certifications:
Certified Business Analysis Professional (CBAP®), IIBA®, Canada
Certified PMI - Professional in Business Analysis (PMI-PBA®), USA
Certified Professional in Requirements Engineering (CPRE-FL), IREB®, Germany
Certified Supply Chain Professional (CSCP), APICS, USA
New Product Development Professional (NPDP), PDMA, USA
Certified Packaging Professional (CPP), IoPP, USA
Certified Business Process Professional (CBPP), ABPMP, USA
Certified in Production and Inventory Management (BSCM), APICS, USA
Certified in Lean from Society of Manufacturing Engineers, USA
Certified in Six Sigma from Motorola University, USA.   

Business Plan Cover Page