Course Introduction

The “BCS Foundation Certificate In Business Analysis” covers concepts, approaches and techniques that apply to Business Analysis. Delegates must show their skills of these aspects relating to Business Analysis. Those who seek to understand the concepts of Business Analysis can opt for this course.

  • Learn to Perform The Duties of A Business Analyst

  • Understand How To Develop Business Strategies

  • Use Techniques For Evaluating And Modeling Of Business Systems

  • Learn from Certified Instructors

  • High Salaries Post Certification

  • Learn from Globally Known Training Providers

What's included


Tutor Support






Key Learning Points


The course has no prerequisites. The delegates should, however, have the abilities and knowledge to understand the objectives of this course.

What Will You Learn

Learn How To

After course completion the delegates will have gained an insight of the following modules:

  • 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

Who should take this course

  • Project Managers
  • System Analysts


This certification provides a foundation for BCS specialist in the areas of Business Analysis, IS Consultancy and Business Change. The certification forms a part of the expert module for the Diploma in Business Analysis and also lays the foundation for professional courses in other disciplines, notably Project Managers and System Developers.


The course comes with 40 questions and 1-hour exam. Delegates are required to have attended the accredited training for this course though it is not a prerequisite. The exam for this course can be given both on paper as well as on-line. To get the certification, the candidate must score 65% i.e. 26 out of 40 minimum pass marks.BCS does not allow using calculators during the exam.


Course Content

Course Content

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 range of analysis activities
    • Strategic analysis and definition
    • IT systems analysis
    • Business analysis
  • Taking a holistic approach
  • Business Analyst – Roles and Responsibilities
    • Description of the business analyst role
    • Further aspects of the business analyst role

The Competencies of a Business Analyst

  • Personal qualities
  • Business knowledge
  • Professional techniques
  • The development of competencies

Strategy Analysis

  • The context for strategy
  • The definition of strategy
  • Policy development
  • External environment analysis
    • PESTLE analysis
    • Porter’s five forces model
  • Internal environment analysis
    • MOST analysis
    • Resource Audit
    • Boston Box
  • SWOT analysis
  • Executing strategy
    • The McKinsey 7-S model
    • The Balanced Business Scorecard
    • Critical Success Factors and Key Performance Indicators

The Business Analysis Process Model

  • An approach to problem-solving
  • Stages of the business analysis process model
    • Investigate the situation
    • Consider the perspectives
    • Analyse the needs
    • Evaluate the options
    • Define the requirements
  • Objectives of the process model stages
  • Procedure for each process model stage
  • Techniques used within each process model stage

Investigation techniques

  • Interviews
    • Advantages and disadvantages of interviewing
    • Preparing for interviewing
    • Conducting the interview
    • Following up the interview
  • Observation
    • Pros and Cons of observation
    • Formal observation
    • Protocol analysis
    • Shadowing
    • Ethnographic studies
  • Workshops
    • Pros and Cons of workshops
    • Preparing for the workshop
    • Facilitating the workshop
    • Techniques
    • Following the workshop
  • Scenarios
    • Situations - Advantages and disadvantages
    • Process for developing scenarios
    • Documenting scenarios
  • Prototyping
  • Prototyping - Advantages and disadvantages
  • Quantitative approaches
    • Surveys or Questionnaires
    • Special Purpose Records
    • Activity Sampling
    • Document Analysis
  • Documenting the current situation
    • Rich Pictures
    • Mind Maps

Stakeholder Analysis and Management

  • Stakeholder categories and identification
    • Customers
    • Partners
    • Suppliers
    • Competitors
    • Regulators
    • Owners
    • Employees
    • Managers
  • Stakeholders Analysis
    • The Power/Interest Grid
  • Stakeholder management strategies
  • No interest and no power
  • Some or high interest but no or little
    • No or low to high interest but some power (or influence)
    • Very less interest but high power
    • Some interest and high power (or influence)
    • Keen interest and high power (or influence)
  • Managing stakeholders
    • Stakeholder plan/assessment
  • The Stakeholder Perspectives – An Understanding
    • Soft Systems Methodology
    • Analysing the perspectives
    • CATWOE
  • Business activity models
    • An Overview Of business activity model
    • Learn About Activity Types
    • Forming a consensus model

Modelling Business Processes

  • Organisational context
    • Functional view of an organisation
  • An alternative view of an organisation
  • The corporate view of business processes
  • Value propositions
  • Process models
    • Business events
    • Developing the business process model
  • Analysing the as-is process model
  • 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

Defining the solution

  • Gap analysis
    • Pointing Out Focus Areas
    • The Gap Analysis Framework
    • Formulating options
  • Introduction to Business Architecture
  • Definition of Business Architecture
  • Business Architecture techniques
    • Definition of a capability model
    • Definition of a value stream

Making a Business and Financial Case

  • The business case in the project lifecycle
  • Identifying options
  • Assessing project feasibility
    • Business feasibility
    • Technical feasibility
    • Financial feasibility
  • Structure of a business case
    • Contents of a business case
    • Categories of costs and benefits
    • Impact assessment
    • Risk assessment
  • Investment Assesment
    • Payback – An Overview
    • Discounted cash flow and Internal Return Rate

Establishing the Requirements

  • A framework for requirements engineering
  • Actors in requirements engineering
    • The business representatives
    • The project team
  • Requirements elicitation
    • Tacit and explicit knowledge
    • Requirements elicitation techniques
  • Requirements analysis
    • Requirements filters
    • SMART requirements
  • Requirements validation

Documenting and Managing Requirements

  • The requirements document
    • Structure
    • Content of the requirements document
  • The requirements catalogue
    • Types of requirements
      • functional and non-functional  
      • general
      • technical
    • Hierarchy of requirements
    • Recording requirements
  • Manage requirements
    • Elements of requirements management

Modelling Requirements

  • Modelling system functions
    • Use case diagrams
  • Modelling system data
    • Entity Relationship Diagrams
      • Entities, attributes and relationships
      • Types of relationships
    • Class Models
      • Objects and classes
      • Attributes
      • Associations

Delivering the Requirements

  • Providing the solution
  • Context
  • Lifecycles
    • The waterfall lifecycle
    • The ‘V’ design lifecycle
    • Incremental lifecycle
    • Iterative systems development lifecycle

Delivering the Business Solution

  • BA role in the organisation change lifecycle
  • Design stage
    • Information and Technology
      • Design
      • Development
      • Testing
  • Implementation stage
    • SARAH model
  • Realisation stage
    • Contents of the benefits plan


BCS Foundation Certificate in Business Analysis Schedules

Course Name Duration Dates Price
BCS Foundation Certificate in Business Analysis 3 days Aberdeen
BCS Foundation Certificate in Business Analysis 3 days London
BCS Foundation Certificate in Business Analysis 3 days Maidstone
BCS Foundation Certificate in Business Analysis 3 days Virtual
BCS Foundation Certificate in Business Analysis 3 days Edinburgh
BCS Foundation Certificate in Business Analysis 3 days Sheffield
BCS Foundation Certificate in Business Analysis 3 days Bristol
BCS Foundation Certificate in Business Analysis 3 days Leeds
BCS Foundation Certificate in Business Analysis 3 days Norwich
BCS Foundation Certificate in Business Analysis 3 days London

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