· 8 years ago · Mar 01, 2018, 09:45 AM
1
2<!DOCTYPE html>
3<html class="client-nojs" lang="en" dir="ltr">
4<head>
5<meta charset="UTF-8"/>
6<title>Business analysis - Wikipedia</title>
7<script>document.documentElement.className = document.documentElement.className.replace( /(^|\s)client-nojs(\s|$)/, "$1client-js$2" );</script>
8<script>(window.RLQ=window.RLQ||[]).push(function(){mw.config.set({"wgCanonicalNamespace":"","wgCanonicalSpecialPageName":false,"wgNamespaceNumber":0,"wgPageName":"Business_analysis","wgTitle":"Business analysis","wgCurRevisionId":827073811,"wgRevisionId":827073811,"wgArticleId":2371482,"wgIsArticle":true,"wgIsRedirect":false,"wgAction":"view","wgUserName":null,"wgUserGroups":["*"],"wgCategories":["Industrial engineering","Project management","Business analysis"],"wgBreakFrames":false,"wgPageContentLanguage":"en","wgPageContentModel":"wikitext","wgSeparatorTransformTable":["",""],"wgDigitTransformTable":["",""],"wgDefaultDateFormat":"dmy","wgMonthNames":["","January","February","March","April","May","June","July","August","September","October","November","December"],"wgMonthNamesShort":["","Jan","Feb","Mar","Apr","May","Jun","Jul","Aug","Sep","Oct","Nov","Dec"],"wgRelevantPageName":"Business_analysis","wgRelevantArticleId":2371482,"wgRequestId":"WpKA8QpAMFcAADvvm40AAABK","wgIsProbablyEditable":true,"wgRelevantPageIsProbablyEditable":true,"wgRestrictionEdit":[],"wgRestrictionMove":[],"wgFlaggedRevsParams":{"tags":{}},"wgStableRevisionId":null,"wgWikiEditorEnabledModules":[],"wgBetaFeaturesFeatures":[],"wgMediaViewerOnClick":true,"wgMediaViewerEnabledByDefault":true,"wgPopupsShouldSendModuleToUser":true,"wgPopupsConflictsWithNavPopupGadget":false,"wgVisualEditor":{"pageLanguageCode":"en","pageLanguageDir":"ltr","pageVariantFallbacks":"en","usePageImages":true,"usePageDescriptions":true},"wgPreferredVariant":"en","wgMFExpandAllSectionsUserOption":true,"wgMFEnableFontChanger":true,"wgMFDisplayWikibaseDescriptions":{"search":false,"nearby":false,"watchlist":false,"tagline":false},"wgRelatedArticles":null,"wgRelatedArticlesUseCirrusSearch":true,"wgRelatedArticlesOnlyUseCirrusSearch":false,"wgULSCurrentAutonym":"English","wgNoticeProject":"wikipedia","wgCentralNoticeCookiesToDelete":[],"wgCentralNoticeCategoriesUsingLegacy":["Fundraising","fundraising"],"wgCategoryTreePageCategoryOptions":"{\"mode\":0,\"hideprefix\":20,\"showcount\":true,\"namespaces\":false}","wgWikibaseItemId":"Q1518232","wgScoreNoteLanguages":{"arabic":"العربية","catalan":"català ","deutsch":"Deutsch","english":"English","espanol":"español","italiano":"italiano","nederlands":"Nederlands","norsk":"norsk","portugues":"português","suomi":"suomi","svenska":"svenska","vlaams":"West-Vlams"},"wgScoreDefaultNoteLanguage":"nederlands","wgCentralAuthMobileDomain":false,"wgCodeMirrorEnabled":false,"wgVisualEditorToolbarScrollOffset":0,"wgVisualEditorUnsupportedEditParams":["undo","undoafter","veswitched"],"wgEditSubmitButtonLabelPublish":true});mw.loader.state({"ext.gadget.charinsert-styles":"ready","ext.globalCssJs.user.styles":"ready","ext.globalCssJs.site.styles":"ready","site.styles":"ready","noscript":"ready","user.styles":"ready","user":"ready","user.options":"ready","user.tokens":"loading","ext.cite.styles":"ready","wikibase.client.init":"ready","ext.visualEditor.desktopArticleTarget.noscript":"ready","ext.uls.interlanguage":"ready","ext.wikimediaBadges":"ready","mediawiki.legacy.shared":"ready","mediawiki.legacy.commonPrint":"ready","mediawiki.sectionAnchor":"ready","mediawiki.skinning.interface":"ready","skins.vector.styles":"ready","ext.globalCssJs.user":"ready","ext.globalCssJs.site":"ready"});mw.loader.implement("user.tokens@1dqfd7l",function($,jQuery,require,module){/*@nomin*/mw.user.tokens.set({"editToken":"+\\","patrolToken":"+\\","watchToken":"+\\","csrfToken":"+\\"});
9});mw.loader.load(["ext.cite.a11y","site","mediawiki.page.startup","mediawiki.user","mediawiki.hidpi","mediawiki.page.ready","mediawiki.toc","mediawiki.searchSuggest","ext.gadget.teahouse","ext.gadget.ReferenceTooltips","ext.gadget.watchlist-notice","ext.gadget.DRN-wizard","ext.gadget.charinsert","ext.gadget.refToolbar","ext.gadget.extra-toolbar-buttons","ext.gadget.switcher","ext.centralauth.centralautologin","mmv.head","mmv.bootstrap.autostart","ext.popups","ext.visualEditor.desktopArticleTarget.init","ext.visualEditor.targetLoader","ext.eventLogging.subscriber","ext.wikimediaEvents","ext.navigationTiming","ext.uls.eventlogger","ext.uls.init","ext.uls.interface","ext.3d","ext.centralNotice.geoIP","ext.centralNotice.startUp","skins.vector.js"]);});</script>
10<link rel="stylesheet" href="/w/load.php?debug=false&lang=en&modules=ext.cite.styles%7Cext.uls.interlanguage%7Cext.visualEditor.desktopArticleTarget.noscript%7Cext.wikimediaBadges%7Cmediawiki.legacy.commonPrint%2Cshared%7Cmediawiki.sectionAnchor%7Cmediawiki.skinning.interface%7Cskins.vector.styles%7Cwikibase.client.init&only=styles&skin=vector"/>
11<script async="" src="/w/load.php?debug=false&lang=en&modules=startup&only=scripts&skin=vector"></script>
12<meta name="ResourceLoaderDynamicStyles" content=""/>
13<link rel="stylesheet" href="/w/load.php?debug=false&lang=en&modules=ext.gadget.charinsert-styles&only=styles&skin=vector"/>
14<link rel="stylesheet" href="/w/load.php?debug=false&lang=en&modules=site.styles&only=styles&skin=vector"/>
15<meta name="generator" content="MediaWiki 1.31.0-wmf.22"/>
16<meta name="referrer" content="origin"/>
17<meta name="referrer" content="origin-when-crossorigin"/>
18<meta name="referrer" content="origin-when-cross-origin"/>
19<link rel="alternate" href="android-app://org.wikipedia/http/en.m.wikipedia.org/wiki/Business_analysis"/>
20<link rel="alternate" type="application/x-wiki" title="Edit this page" href="/w/index.php?title=Business_analysis&action=edit"/>
21<link rel="edit" title="Edit this page" href="/w/index.php?title=Business_analysis&action=edit"/>
22<link rel="apple-touch-icon" href="/static/apple-touch/wikipedia.png"/>
23<link rel="shortcut icon" href="/static/favicon/wikipedia.ico"/>
24<link rel="search" type="application/opensearchdescription+xml" href="/w/opensearch_desc.php" title="Wikipedia (en)"/>
25<link rel="EditURI" type="application/rsd+xml" href="//en.wikipedia.org/w/api.php?action=rsd"/>
26<link rel="license" href="//creativecommons.org/licenses/by-sa/3.0/"/>
27<link rel="canonical" href="https://en.wikipedia.org/wiki/Business_analysis"/>
28<link rel="dns-prefetch" href="//login.wikimedia.org"/>
29<link rel="dns-prefetch" href="//meta.wikimedia.org" />
30<!--[if lt IE 9]><script src="/w/load.php?debug=false&lang=en&modules=html5shiv&only=scripts&skin=vector&sync=1"></script><![endif]-->
31</head>
32<body class="mediawiki ltr sitedir-ltr mw-hide-empty-elt ns-0 ns-subject page-Business_analysis rootpage-Business_analysis skin-vector action-view"> <div id="mw-page-base" class="noprint"></div>
33 <div id="mw-head-base" class="noprint"></div>
34 <div id="content" class="mw-body" role="main">
35 <a id="top"></a>
36 <div id="siteNotice" class="mw-body-content"><!-- CentralNotice --></div><div class="mw-indicators mw-body-content">
37</div>
38<h1 id="firstHeading" class="firstHeading" lang="en">Business analysis</h1> <div id="bodyContent" class="mw-body-content">
39 <div id="siteSub" class="noprint">From Wikipedia, the free encyclopedia</div> <div id="contentSub"></div>
40 <div id="jump-to-nav" class="mw-jump">
41 Jump to: <a href="#mw-head">navigation</a>, <a href="#p-search">search</a>
42 </div>
43 <div id="mw-content-text" lang="en" dir="ltr" class="mw-content-ltr"><div class="mw-parser-output"><div role="note" class="hatnote navigation-not-searchable">Not to be confused with <a href="/wiki/Business_analytics" title="Business analytics">Business analytics</a>.</div>
44<table class="vertical-navbox nowraplinks hlist" style="float:right;clear:right;width:22.0em;margin:0 0 1.0em 1.0em;background:#f9f9f9;border:1px solid #aaa;padding:0.2em;border-spacing:0.4em 0;text-align:center;line-height:1.4em;font-size:88%">
45<tr>
46<th style="padding:0.2em 0.4em 0.2em;font-size:145%;line-height:1.2em;font-size:130%;"><a href="/wiki/Business_administration" title="Business administration">Business administration</a></th>
47</tr>
48<tr>
49<td style="padding:0.3em 0.4em 0.3em;font-weight:bold;border-top: 1px solid #aaa; border-bottom: 1px solid #aaa;"><a href="/wiki/Management" title="Management">Management</a> of a <a href="/wiki/Business" title="Business">business</a></td>
50</tr>
51<tr>
52<td style="padding:0 0.1em 0.4em">
53<div class="NavFrame collapsed" style="border:none;padding:0">
54<div class="NavHead" style="font-size:105%;background:transparent;text-align:left;background: #eef; text-align: center;"><a href="/wiki/Accounting" title="Accounting">Accounting</a></div>
55<div class="NavContent" style="font-size:105%;padding:0.2em 0 0.4em;text-align:center">
56<ul>
57<li><a href="/wiki/Management_accounting" title="Management accounting">Management accounting</a></li>
58<li><a href="/wiki/Financial_accounting" title="Financial accounting">Financial accounting</a></li>
59<li><a href="/wiki/Financial_audit" title="Financial audit">Financial audit</a></li>
60</ul>
61</div>
62</div>
63</td>
64</tr>
65<tr>
66<td style="padding:0 0.1em 0.4em">
67<div class="NavFrame collapsed" style="border:none;padding:0">
68<div class="NavHead" style="font-size:105%;background:transparent;text-align:left;background: #eef; text-align: center;"><a href="/wiki/Legal_personality" class="mw-redirect" title="Legal personality">Business entities</a></div>
69<div class="NavContent" style="font-size:105%;padding:0.2em 0 0.4em;text-align:center">
70<ul>
71<li><a href="/wiki/Cooperative" title="Cooperative">Cooperative</a></li>
72<li><a href="/wiki/Corporation" title="Corporation">Corporation</a></li>
73<li><a href="/wiki/Limited_liability_company" title="Limited liability company">Limited liability company</a></li>
74<li><a href="/wiki/Partnership" title="Partnership">Partnership</a></li>
75<li><a href="/wiki/Sole_proprietorship" title="Sole proprietorship">Sole proprietorship</a></li>
76<li><a href="/wiki/State-owned_enterprise" title="State-owned enterprise">State-owned enterprise</a></li>
77</ul>
78</div>
79</div>
80</td>
81</tr>
82<tr>
83<td style="padding:0 0.1em 0.4em">
84<div class="NavFrame collapsed" style="border:none;padding:0">
85<div class="NavHead" style="font-size:105%;background:transparent;text-align:left;background: #eef; text-align: center;"><a href="/wiki/Corporate_governance" title="Corporate governance">Corporate governance</a></div>
86<div class="NavContent" style="font-size:105%;padding:0.2em 0 0.4em;text-align:center">
87<ul>
88<li><a href="/wiki/Annual_general_meeting" title="Annual general meeting">Annual general meeting</a></li>
89<li><a href="/wiki/Board_of_directors" title="Board of directors">Board of directors</a></li>
90<li><a href="/wiki/Supervisory_board" title="Supervisory board">Supervisory board</a></li>
91<li><a href="/wiki/Advisory_board" title="Advisory board">Advisory board</a></li>
92<li><a href="/wiki/Audit_committee" title="Audit committee">Audit committee</a></li>
93</ul>
94</div>
95</div>
96</td>
97</tr>
98<tr>
99<td style="padding:0 0.1em 0.4em">
100<div class="NavFrame collapsed" style="border:none;padding:0">
101<div class="NavHead" style="font-size:105%;background:transparent;text-align:left;background: #eef; text-align: center;"><a href="/wiki/Corporate_law" title="Corporate law">Corporate law</a></div>
102<div class="NavContent" style="font-size:105%;padding:0.2em 0 0.4em;text-align:center">
103<ul>
104<li><a href="/wiki/Commercial_law" title="Commercial law">Commercial law</a></li>
105<li><a href="/wiki/Constitutional_documents" title="Constitutional documents">Constitutional documents</a></li>
106<li><a href="/wiki/Contract" title="Contract">Contract</a></li>
107<li><a href="/wiki/Corporate_crime" title="Corporate crime">Corporate crime</a></li>
108<li><a href="/wiki/Corporate_liability" title="Corporate liability">Corporate liability</a></li>
109<li><a href="/wiki/Insolvency_law" class="mw-redirect" title="Insolvency law">Insolvency law</a></li>
110<li><a href="/wiki/International_trade_law" title="International trade law">International trade law</a></li>
111<li><a href="/wiki/Mergers_and_acquisitions" title="Mergers and acquisitions">Mergers and acquisitions</a></li>
112</ul>
113</div>
114</div>
115</td>
116</tr>
117<tr>
118<td style="padding:0 0.1em 0.4em">
119<div class="NavFrame collapsed" style="border:none;padding:0">
120<div class="NavHead" style="font-size:105%;background:transparent;text-align:left;background: #eef; text-align: center;"><a href="/wiki/Economics" title="Economics">Economics</a></div>
121<div class="NavContent" style="font-size:105%;padding:0.2em 0 0.4em;text-align:center">
122<ul>
123<li><a href="/wiki/Commodity" title="Commodity">Commodity</a></li>
124<li><a href="/wiki/Public_economics" title="Public economics">Public economics</a></li>
125<li><a href="/wiki/Labour_economics" title="Labour economics">Labour economics</a></li>
126<li><a href="/wiki/Development_economics" title="Development economics">Development economics</a></li>
127<li><a href="/wiki/International_economics" title="International economics">International economics</a></li>
128<li><a href="/wiki/Mixed_economy" title="Mixed economy">Mixed economy</a></li>
129<li><a href="/wiki/Planned_economy" title="Planned economy">Planned economy</a></li>
130<li><a href="/wiki/Econometrics" title="Econometrics">Econometrics</a></li>
131<li><a href="/wiki/Environmental_economics" title="Environmental economics">Environmental economics</a></li>
132<li><a href="/wiki/Open_economy" title="Open economy">Open economy</a></li>
133<li><a href="/wiki/Market_economy" title="Market economy">Market economy</a></li>
134<li><a href="/wiki/Knowledge_economy" title="Knowledge economy">Knowledge economy</a></li>
135<li><a href="/wiki/Microeconomics" title="Microeconomics">Microeconomics</a></li>
136<li><a href="/wiki/Macroeconomics" title="Macroeconomics">Macroeconomics</a></li>
137<li><a href="/wiki/Economic_development" title="Economic development">Economic development</a></li>
138<li><a href="/wiki/Economic_statistics" title="Economic statistics">Economic statistics</a></li>
139</ul>
140</div>
141</div>
142</td>
143</tr>
144<tr>
145<td style="padding:0 0.1em 0.4em">
146<div class="NavFrame collapsed" style="border:none;padding:0">
147<div class="NavHead" style="font-size:105%;background:transparent;text-align:left;background: #eef; text-align: center;"><a href="/wiki/Finance" title="Finance">Finance</a></div>
148<div class="NavContent" style="font-size:105%;padding:0.2em 0 0.4em;text-align:center">
149<ul>
150<li><a href="/wiki/Financial_statement" title="Financial statement">Financial statement</a></li>
151<li><a href="/wiki/Insurance" title="Insurance">Insurance</a></li>
152<li><a href="/wiki/Factoring_(finance)" title="Factoring (finance)">Factoring</a></li>
153<li><a href="/wiki/Cash_conversion_cycle" title="Cash conversion cycle">Cash conversion cycle</a></li>
154<li><a href="/wiki/Insider_dealing" class="mw-redirect" title="Insider dealing">Insider dealing</a></li>
155<li><a href="/wiki/Capital_budgeting" title="Capital budgeting">Capital budgeting</a></li>
156<li><a href="/wiki/Commercial_bank" title="Commercial bank">Commercial bank</a></li>
157<li><a href="/wiki/Derivative_(finance)" title="Derivative (finance)">Derivative</a></li>
158<li><a href="/wiki/Financial_statement_analysis" title="Financial statement analysis">Financial statement analysis</a></li>
159<li><a href="/wiki/Financial_risk" title="Financial risk">Financial risk</a></li>
160<li><a href="/wiki/Public_finance" title="Public finance">Public finance</a></li>
161<li><a href="/wiki/Corporate_finance" title="Corporate finance">Corporate finance</a></li>
162<li><a href="/wiki/Managerial_finance" title="Managerial finance">Managerial finance</a></li>
163<li><a href="/wiki/International_finance" title="International finance">International finance</a></li>
164<li><a href="/wiki/Liquidation" title="Liquidation">Liquidation</a></li>
165<li><a href="/wiki/Stock_market" title="Stock market">Stock market</a></li>
166<li><a href="/wiki/Financial_market" title="Financial market">Financial market</a></li>
167<li><a href="/wiki/Tax" title="Tax">Tax</a></li>
168<li><a href="/wiki/Financial_institution" title="Financial institution">Financial institution</a></li>
169<li><a href="/wiki/Working_capital" title="Working capital">Working capital</a></li>
170<li><a href="/wiki/Venture_capital" title="Venture capital">Venture capital</a></li>
171</ul>
172</div>
173</div>
174</td>
175</tr>
176<tr>
177<td style="padding:0 0.1em 0.4em">
178<div class="NavFrame collapsed" style="border:none;padding:0">
179<div class="NavHead" style="font-size:105%;background:transparent;text-align:left;background: #eef; text-align: center;"><a href="/wiki/Marketing" title="Marketing">Marketing</a></div>
180<div class="NavContent" style="font-size:105%;padding:0.2em 0 0.4em;text-align:center">
181<ul>
182<li><a href="/wiki/Marketing" title="Marketing">Marketing</a></li>
183<li><a href="/wiki/Marketing_research" title="Marketing research">Marketing research</a></li>
184<li><a href="/wiki/Public_relations" title="Public relations">Public relations</a></li>
185<li><a href="/wiki/Sales" title="Sales">Sales</a></li>
186</ul>
187</div>
188</div>
189</td>
190</tr>
191<tr>
192<td style="padding:0 0.1em 0.4em">
193<div class="NavFrame collapsed" style="border:none;padding:0">
194<div class="NavHead" style="font-size:105%;background:transparent;text-align:left;background: #eef; text-align: center;"><a href="/wiki/Management" title="Management">Types of management</a></div>
195<div class="NavContent" style="font-size:105%;padding:0.2em 0 0.4em;text-align:center">
196<ul>
197<li><a href="/wiki/Asset_management" title="Asset management">Asset</a></li>
198<li><a href="/wiki/Brand_management" title="Brand management">Brand</a></li>
199<li><a href="/wiki/Business_intelligence" title="Business intelligence">Business intelligence</a></li>
200<li><a href="/wiki/Business_development" title="Business development">Business development</a></li>
201<li><a href="/wiki/Capacity_management" title="Capacity management">Capacity</a></li>
202<li><a href="/wiki/Change_management" title="Change management">Change</a>
203<ul>
204<li><a href="/wiki/Innovation_management" title="Innovation management">innovation</a></li>
205</ul>
206</li>
207<li><a href="/wiki/Commercial_management" title="Commercial management">Commercial</a>
208<ul>
209<li><a href="/wiki/Marketing_management" title="Marketing management">marketing</a></li>
210</ul>
211</li>
212<li><a href="/wiki/Communications_management" title="Communications management">Communications</a></li>
213<li><a href="/wiki/Configuration_management" title="Configuration management">Configuration</a></li>
214<li><a href="/wiki/Conflict_management" title="Conflict management">Conflict</a></li>
215<li><a href="/wiki/Content_management" title="Content management">Content</a></li>
216<li><a href="/wiki/Customer_relationship_management" title="Customer relationship management">Customer relationship</a></li>
217<li><a href="/wiki/Distributed_management" title="Distributed management">Distributed</a></li>
218<li><a href="/wiki/Earned_value_management" title="Earned value management">Earned value</a></li>
219<li><a href="/wiki/Electronic_business" title="Electronic business">Electronic business</a></li>
220<li><a href="/wiki/Enterprise_resource_planning" title="Enterprise resource planning">Enterprise resource planning</a> 
221<ul>
222<li><a href="/wiki/Management_information_system" title="Management information system">management information system</a></li>
223</ul>
224</li>
225<li><a href="/wiki/Financial_management" title="Financial management">Financial</a></li>
226<li><a href="/wiki/Human_resource_management" title="Human resource management">Human resource</a> 
227<ul>
228<li><a href="/wiki/Human_resources" title="Human resources">development</a></li>
229</ul>
230</li>
231<li><a href="/wiki/Incident_management" title="Incident management">Incident</a></li>
232<li><a href="/wiki/Integrated_management" title="Integrated management">Integrated</a></li>
233<li><a href="/wiki/Knowledge_management" title="Knowledge management">Knowledge</a></li>
234<li><a href="/wiki/Materials_management" title="Materials management">Materials</a></li>
235<li><a href="/wiki/Network_management" title="Network management">Network</a></li>
236<li><a href="/wiki/Office_management" title="Office management">Office</a></li>
237<li><a href="/wiki/Operations_management" title="Operations management">Operations</a> 
238<ul>
239<li><a href="/wiki/Operations_management_for_services" title="Operations management for services">services</a></li>
240</ul>
241</li>
242<li><a href="/wiki/Performance_management" title="Performance management">Performance</a></li>
243<li><a href="/wiki/Power_management" title="Power management">Power</a></li>
244<li><a href="/wiki/Problem_management" title="Problem management">Problem</a></li>
245<li><a href="/wiki/Process_management" class="mw-redirect" title="Process management">Process</a></li>
246<li><a href="/wiki/Product_life-cycle_management" class="mw-redirect" title="Product life-cycle management">Product life-cycle</a></li>
247<li><a href="/wiki/Product_management" title="Product management">Product</a></li>
248<li><a href="/wiki/Project_management" title="Project management">Project</a></li>
249<li><a href="/wiki/Quality_management" title="Quality management">Quality</a></li>
250<li><a href="/wiki/Records_management" title="Records management">Records</a></li>
251<li><a href="/wiki/Resource_management" title="Resource management">Resource</a></li>
252<li><a href="/wiki/Risk_management" title="Risk management">Risk</a> 
253<ul>
254<li><a href="/wiki/Crisis_management" title="Crisis management">crisis</a></li>
255</ul>
256</li>
257<li><a href="/wiki/Sales_management" title="Sales management">Sales</a></li>
258<li><a href="/wiki/Security_management" title="Security management">Security</a></li>
259<li><a href="/wiki/Service_management" title="Service management">Service</a></li>
260<li><a href="/wiki/Strategic_management" title="Strategic management">Strategic</a></li>
261<li><a href="/wiki/Supply_chain_management" title="Supply chain management">Supply chain</a></li>
262<li><a href="/wiki/Systems_management" title="Systems management">Systems</a>
263<ul>
264<li><a href="/wiki/System_administrator" title="System administrator">administrator</a></li>
265</ul>
266</li>
267<li><a href="/wiki/Talent_management" title="Talent management">Talent</a></li>
268<li><a href="/wiki/Technology_management" title="Technology management">Technology</a></li>
269</ul>
270</div>
271</div>
272</td>
273</tr>
274<tr>
275<td style="padding:0 0.1em 0.4em">
276<div class="NavFrame collapsed" style="border:none;padding:0">
277<div class="NavHead" style="font-size:105%;background:transparent;text-align:left;background: #eef; text-align: center;"><a href="/wiki/Organization" title="Organization">The Organization</a></div>
278<div class="NavContent" style="font-size:105%;padding:0.2em 0 0.4em;text-align:center">
279<ul>
280<li><a href="/wiki/Organizational_architecture" title="Organizational architecture">Architecture</a></li>
281<li><a href="/wiki/Organizational_behavior" title="Organizational behavior">Behavior</a></li>
282<li><a href="/wiki/Organizational_communication" title="Organizational communication">Communication</a></li>
283<li><a href="/wiki/Organizational_culture" title="Organizational culture">Culture</a></li>
284<li><a href="/wiki/Organizational_conflict" title="Organizational conflict">Conflict</a></li>
285<li><a href="/wiki/Organization_development" title="Organization development">Development</a></li>
286<li><a href="/wiki/Organizational_engineering" title="Organizational engineering">Engineering</a></li>
287<li><a href="/wiki/Hierarchical_organization" title="Hierarchical organization">Hierarchy</a></li>
288<li><a href="/wiki/Organizational_patterns" title="Organizational patterns">Patterns</a></li>
289<li><a href="/wiki/Organizational_space" title="Organizational space">Space</a></li>
290<li><a href="/wiki/Organizational_structure" title="Organizational structure">Structure</a></li>
291</ul>
292</div>
293</div>
294</td>
295</tr>
296<tr>
297<td style="padding:0 0.1em 0.4em">
298<div class="NavFrame collapsed" style="border:none;padding:0">
299<div class="NavHead" style="font-size:105%;background:transparent;text-align:left;background: #eef; text-align: center;"><a href="/wiki/Supply_Chain_Management" class="mw-redirect" title="Supply Chain Management">Supply Chain</a> & <a href="/wiki/Operations_Management" class="mw-redirect" title="Operations Management">Ops Mgmt</a></div>
300<div class="NavContent" style="font-size:105%;padding:0.2em 0 0.4em;text-align:center">
301<ul>
302<li><a href="/wiki/Logistics" title="Logistics">Logistics</a></li>
303<li><a href="/wiki/Procurement" title="Procurement">Procurement</a></li>
304<li><a href="/wiki/Operations_management" title="Operations management">Operations management</a></li>
305<li><a href="/wiki/Supply_chain_management" title="Supply chain management">Supply chain management</a></li>
306<li><a href="/wiki/Bullwhip_effect" title="Bullwhip effect">Bullwhip effect</a></li>
307<li><a href="/wiki/Value_creation" class="mw-redirect" title="Value creation">Value creation</a></li>
308</ul>
309</div>
310</div>
311</td>
312</tr>
313<tr>
314<td style="padding:0 0.1em 0.4em">
315<div class="NavFrame collapsed" style="border:none;padding:0">
316<div class="NavHead" style="font-size:105%;background:transparent;text-align:left;background: #eef; text-align: center;"><a href="/wiki/Trade" title="Trade">Trade</a></div>
317<div class="NavContent" style="font-size:105%;padding:0.2em 0 0.4em;text-align:center">
318<ul>
319<li><a class="mw-selflink selflink">Business analysis</a></li>
320<li><a href="/wiki/Business_ethics" title="Business ethics">Business ethics</a></li>
321<li><a href="/wiki/Business_plan" title="Business plan">Business plan</a></li>
322<li><a href="/wiki/Business_judgment_rule" title="Business judgment rule">Business judgment rule</a></li>
323<li><a href="/wiki/Consumer_behaviour" title="Consumer behaviour">Consumer behaviour</a></li>
324<li><a href="/wiki/Business_operations" title="Business operations">Business operations</a></li>
325<li><a href="/wiki/International_business" title="International business">International business</a></li>
326<li><a href="/wiki/Business_model" title="Business model">Business model</a></li>
327<li><a href="/wiki/International_trade" title="International trade">International trade</a></li>
328<li><a href="/wiki/Business_process" title="Business process">Business process</a></li>
329<li><a href="/wiki/Business_statistics" title="Business statistics">Business statistics</a></li>
330</ul>
331</div>
332</div>
333</td>
334</tr>
335<tr>
336<td style="padding:0.3em 0.4em 0.3em;font-weight:bold;border-top: 1px solid #aaa; border-bottom: 1px solid #aaa;">
337<ul>
338<li><a href="/wiki/File:Emblem-money.svg" class="image"><img alt="Emblem-money.svg" src="//upload.wikimedia.org/wikipedia/commons/thumb/f/f3/Emblem-money.svg/16px-Emblem-money.svg.png" width="16" height="16" class="noviewer" srcset="//upload.wikimedia.org/wikipedia/commons/thumb/f/f3/Emblem-money.svg/24px-Emblem-money.svg.png 1.5x, //upload.wikimedia.org/wikipedia/commons/thumb/f/f3/Emblem-money.svg/32px-Emblem-money.svg.png 2x" data-file-width="48" data-file-height="48" /></a> <a href="/wiki/Portal:Business_and_economics" title="Portal:Business and economics">Business and economics portal</a></li>
339</ul>
340</td>
341</tr>
342<tr>
343<td style="text-align:right;font-size:115%;padding-top: 0.6em;">
344<div class="plainlinks hlist navbar mini">
345<ul>
346<li class="nv-view"><a href="/wiki/Template:Business_administration" title="Template:Business administration"><abbr title="View this template">v</abbr></a></li>
347<li class="nv-talk"><a href="/wiki/Template_talk:Business_administration" title="Template talk:Business administration"><abbr title="Discuss this template">t</abbr></a></li>
348<li class="nv-edit"><a class="external text" href="//en.wikipedia.org/w/index.php?title=Template:Business_administration&action=edit"><abbr title="Edit this template">e</abbr></a></li>
349</ul>
350</div>
351</td>
352</tr>
353</table>
354<p><b>Business analysis</b> is a research <a href="/wiki/List_of_academic_disciplines" class="mw-redirect" title="List of academic disciplines">discipline</a><sup id="cite_ref-1" class="reference"><a href="#cite_note-1">[1]</a></sup> of identifying <a href="/wiki/Business_needs" class="mw-redirect" title="Business needs">business needs</a> and determining solutions to business problems. Solutions often include a software-systems development component, but may also consist of process improvement, organizational change or strategic planning and policy development. The person who carries out this task is called a <a href="/wiki/Business_analyst" title="Business analyst">business analyst</a> or BA.<sup id="cite_ref-2" class="reference"><a href="#cite_note-2">[2]</a></sup></p>
355<p>Business analysts do not work solely on developing software systems. Those who attempt to do so run the risk of developing an incomplete solution.<sup id="cite_ref-3" class="reference"><a href="#cite_note-3">[3]</a></sup></p>
356<p>Although there are different role definitions, depending upon the organization, there does seem to be an area of common ground where most <a href="/wiki/Business_analyst" title="Business analyst">business analysts</a> work. The responsibilities appear to be:</p>
357<ul>
358<li>To investigate business systems, taking a holistic view of the situation. This may include examining elements of the organisation structures and staff development issues as well as current processes and IT systems.</li>
359<li>To evaluate actions to improve the operation of a business system. Again, this may require an examination of organisational structure and staff development needs, to ensure that they are in line with any proposed process redesign and IT system development.</li>
360<li>To document the business requirements for the IT system support using appropriate documentation standards.</li>
361</ul>
362<p>In line with this, the core business analyst role could be defined as an internal consultancy role that has the responsibility for investigating business situations, identifying and evaluating options for improving business systems, defining requirements and ensuring the effective use of information systems in meeting the needs of the business.</p>
363<p></p>
364<div id="toc" class="toc">
365<div class="toctitle" lang="en" dir="ltr" xml:lang="en">
366<h2>Contents</h2>
367</div>
368<ul>
369<li class="toclevel-1 tocsection-1"><a href="#Sub-disciplines"><span class="tocnumber">1</span> <span class="toctext">Sub-disciplines</span></a>
370<ul>
371<li class="toclevel-2 tocsection-2"><a href="#Enterprise_analysis_or_company_analysis"><span class="tocnumber">1.1</span> <span class="toctext">Enterprise analysis or company analysis</span></a></li>
372<li class="toclevel-2 tocsection-3"><a href="#Requirements_planning_and_management"><span class="tocnumber">1.2</span> <span class="toctext">Requirements planning and management</span></a></li>
373<li class="toclevel-2 tocsection-4"><a href="#Requirements_elicitation"><span class="tocnumber">1.3</span> <span class="toctext">Requirements elicitation</span></a></li>
374<li class="toclevel-2 tocsection-5"><a href="#Requirements_analysis_and_documentation"><span class="tocnumber">1.4</span> <span class="toctext">Requirements analysis and documentation</span></a>
375<ul>
376<li class="toclevel-3 tocsection-6"><a href="#Analysis"><span class="tocnumber">1.4.1</span> <span class="toctext">Analysis</span></a></li>
377<li class="toclevel-3 tocsection-7"><a href="#Documentation"><span class="tocnumber">1.4.2</span> <span class="toctext">Documentation</span></a></li>
378</ul>
379</li>
380<li class="toclevel-2 tocsection-8"><a href="#Requirements_communication"><span class="tocnumber">1.5</span> <span class="toctext">Requirements communication</span></a></li>
381<li class="toclevel-2 tocsection-9"><a href="#Solution_assessment_and_validation"><span class="tocnumber">1.6</span> <span class="toctext">Solution assessment and validation</span></a></li>
382</ul>
383</li>
384<li class="toclevel-1 tocsection-10"><a href="#Techniques"><span class="tocnumber">2</span> <span class="toctext">Techniques</span></a>
385<ul>
386<li class="toclevel-2 tocsection-11"><a href="#PESTLE"><span class="tocnumber">2.1</span> <span class="toctext">PESTLE</span></a></li>
387<li class="toclevel-2 tocsection-12"><a href="#Heptalysis"><span class="tocnumber">2.2</span> <span class="toctext">Heptalysis</span></a></li>
388<li class="toclevel-2 tocsection-13"><a href="#STEER"><span class="tocnumber">2.3</span> <span class="toctext">STEER</span></a></li>
389<li class="toclevel-2 tocsection-14"><a href="#MOST"><span class="tocnumber">2.4</span> <span class="toctext">MOST</span></a></li>
390<li class="toclevel-2 tocsection-15"><a href="#SWOT"><span class="tocnumber">2.5</span> <span class="toctext">SWOT</span></a></li>
391<li class="toclevel-2 tocsection-16"><a href="#CATWOE"><span class="tocnumber">2.6</span> <span class="toctext">CATWOE</span></a></li>
392<li class="toclevel-2 tocsection-17"><a href="#de_Bono's_Six_Thinking_Hats"><span class="tocnumber">2.7</span> <span class="toctext">de Bono's Six Thinking Hats</span></a></li>
393<li class="toclevel-2 tocsection-18"><a href="#Five_Whys"><span class="tocnumber">2.8</span> <span class="toctext">Five Whys</span></a></li>
394<li class="toclevel-2 tocsection-19"><a href="#MoSCoW"><span class="tocnumber">2.9</span> <span class="toctext">MoSCoW</span></a></li>
395<li class="toclevel-2 tocsection-20"><a href="#VPEC-T"><span class="tocnumber">2.10</span> <span class="toctext">VPEC-T</span></a></li>
396<li class="toclevel-2 tocsection-21"><a href="#SCRS"><span class="tocnumber">2.11</span> <span class="toctext">SCRS</span></a></li>
397<li class="toclevel-2 tocsection-22"><a href="#Business_Analysis_Canvas"><span class="tocnumber">2.12</span> <span class="toctext">Business Analysis Canvas</span></a></li>
398</ul>
399</li>
400<li class="toclevel-1 tocsection-23"><a href="#Roles_of_business_analysts"><span class="tocnumber">3</span> <span class="toctext">Roles of business analysts</span></a></li>
401<li class="toclevel-1 tocsection-24"><a href="#Function_within_the_organizational_structure"><span class="tocnumber">4</span> <span class="toctext">Function within the organizational structure</span></a></li>
402<li class="toclevel-1 tocsection-25"><a href="#Goals"><span class="tocnumber">5</span> <span class="toctext">Goals</span></a>
403<ul>
404<li class="toclevel-2 tocsection-26"><a href="#Reduce_waste_and_complete_projects_on_time"><span class="tocnumber">5.1</span> <span class="toctext">Reduce waste and complete projects on time</span></a></li>
405<li class="toclevel-2 tocsection-27"><a href="#Document_the_right_requirements"><span class="tocnumber">5.2</span> <span class="toctext">Document the right requirements</span></a></li>
406<li class="toclevel-2 tocsection-28"><a href="#Improve_project_efficiency"><span class="tocnumber">5.3</span> <span class="toctext">Improve project efficiency</span></a></li>
407</ul>
408</li>
409<li class="toclevel-1 tocsection-29"><a href="#Business_analysis_qualifications"><span class="tocnumber">6</span> <span class="toctext">Business analysis qualifications</span></a></li>
410<li class="toclevel-1 tocsection-30"><a href="#See_also"><span class="tocnumber">7</span> <span class="toctext">See also</span></a></li>
411<li class="toclevel-1 tocsection-31"><a href="#References"><span class="tocnumber">8</span> <span class="toctext">References</span></a></li>
412</ul>
413</div>
414<p></p>
415<h2><span class="mw-headline" id="Sub-disciplines">Sub-disciplines</span><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Business_analysis&action=edit&section=1" title="Edit section: Sub-disciplines">edit</a><span class="mw-editsection-bracket">]</span></span></h2>
416<p>Business analysis as a discipline includes <a href="/wiki/Requirements_analysis" title="Requirements analysis">requirements analysis</a>, sometimes also called requirements engineering. It focuses on ensuring the changes made to an organisation are aligned with its strategic goals. These changes include changes to strategies, structures, policies, business rules, processes, and information systems.</p>
417<p>Examples of business analysis includes:</p>
418<h3><span class="mw-headline" id="Enterprise_analysis_or_company_analysis">Enterprise analysis or company analysis</span><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Business_analysis&action=edit&section=2" title="Edit section: Enterprise analysis or company analysis">edit</a><span class="mw-editsection-bracket">]</span></span></h3>
419<p>Focuses on understanding the needs of the business as a whole, its strategic direction, and identifying initiatives that will allow a business to meet those strategic goals. It also includes:</p>
420<ul>
421<li>Creating and maintaining the <a href="/wiki/Business_architecture" title="Business architecture">business architecture</a></li>
422<li>Conducting <a href="/wiki/Feasibility_study" title="Feasibility study">feasibility studies</a></li>
423<li>Identifying new <a href="/wiki/Business_opportunity" title="Business opportunity">business opportunities</a></li>
424<li>Scoping and defining new business opportunities</li>
425<li>Preparing the <a href="/wiki/Business_case" title="Business case">business case</a></li>
426<li>Conducting the initial <a href="/wiki/Risk_assessment" title="Risk assessment">risk assessment</a></li>
427</ul>
428<h3><span class="mw-headline" id="Requirements_planning_and_management">Requirements planning and management</span><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Business_analysis&action=edit&section=3" title="Edit section: Requirements planning and management">edit</a><span class="mw-editsection-bracket">]</span></span></h3>
429<p>Involves planning the requirements development process, determining which requirements are the highest priority for implementation, and managing change.</p>
430<h3><span class="mw-headline" id="Requirements_elicitation">Requirements elicitation</span><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Business_analysis&action=edit&section=4" title="Edit section: Requirements elicitation">edit</a><span class="mw-editsection-bracket">]</span></span></h3>
431<p>Describes techniques for collecting requirements from <a href="/wiki/Stakeholder_(corporate)" title="Stakeholder (corporate)">stakeholders</a> in a project. Techniques for requirements elicitation include:</p>
432<ul>
433<li><a href="/wiki/Brainstorming" title="Brainstorming">Brainstorming</a></li>
434<li><a href="/wiki/Content_analysis" title="Content analysis">Document analysis</a></li>
435<li><a href="/wiki/Focus_group" title="Focus group">Focus group</a></li>
436<li><a href="/wiki/User_interface" title="User interface">Interface</a> analysis</li>
437<li><a href="/wiki/Interviews" class="mw-redirect" title="Interviews">Interviews</a></li>
438<li><a href="/wiki/Workshops" class="mw-redirect" title="Workshops">Workshops</a></li>
439<li><a href="/wiki/Reverse_engineering" title="Reverse engineering">Reverse engineering</a></li>
440<li><a href="/wiki/Statistical_survey" class="mw-redirect" title="Statistical survey">Surveys</a></li>
441<li>User <a href="/wiki/Task_analysis" title="Task analysis">task analysis</a></li>
442<li><a href="/wiki/Business_process_mapping" title="Business process mapping">Process mapping</a></li>
443<li>Observation/<a href="/wiki/Job_shadowing" class="mw-redirect" title="Job shadowing">job shadowing</a></li>
444<li><a href="/wiki/Design_thinking" title="Design thinking">Design thinking</a></li>
445</ul>
446<h3><span class="mw-headline" id="Requirements_analysis_and_documentation">Requirements analysis and documentation</span><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Business_analysis&action=edit&section=5" title="Edit section: Requirements analysis and documentation">edit</a><span class="mw-editsection-bracket">]</span></span></h3>
447<p>Describes how to develop and specify requirements in enough detail to allow them to be successfully implemented by a project team.</p>
448<h4><span class="mw-headline" id="Analysis">Analysis</span><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Business_analysis&action=edit&section=6" title="Edit section: Analysis">edit</a><span class="mw-editsection-bracket">]</span></span></h4>
449<p>The major forms of analysis are:</p>
450<ul>
451<li><a href="/wiki/Architecture_analysis_and_design_language" class="mw-redirect" title="Architecture analysis and design language">Architecture analysis</a></li>
452<li><a href="/wiki/Business_process" title="Business process">Business process</a> analysis</li>
453<li><a href="/wiki/Object-oriented_analysis_and_design" title="Object-oriented analysis and design">Object-oriented analysis</a></li>
454<li><a href="/wiki/Structured_analysis" title="Structured analysis">Structured analysis</a></li>
455<li><a href="/wiki/Data_warehouse" title="Data warehouse">Data warehouse</a> analysis, storage and databases analysis</li>
456</ul>
457<h4><span class="mw-headline" id="Documentation">Documentation</span><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Business_analysis&action=edit&section=7" title="Edit section: Documentation">edit</a><span class="mw-editsection-bracket">]</span></span></h4>
458<p>Requirements documentation can take several forms:</p>
459<ul>
460<li>Textual – for example, stories that summarize specific information</li>
461<li><a href="/wiki/Traceability_matrix" title="Traceability matrix">Matrix</a> – for example, a table of requirements with priorities</li>
462<li><a href="/wiki/Use_case_diagram" title="Use case diagram">Diagrams</a> – for example, how data flows from one structure to the other</li>
463<li><a href="/wiki/Website_wireframe" title="Website wireframe">Wireframe</a> – for example, how elements are required in a website,</li>
464<li>Models – for example, <a href="/wiki/Wire-frame_model" title="Wire-frame model">3-D models</a> that describes a character in a computer game</li>
465</ul>
466<h3><span class="mw-headline" id="Requirements_communication">Requirements communication</span><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Business_analysis&action=edit&section=8" title="Edit section: Requirements communication">edit</a><span class="mw-editsection-bracket">]</span></span></h3>
467<p>Describes techniques for ensuring that stakeholders have a shared understanding of the requirements and how they will be implemented.</p>
468<h3><span class="mw-headline" id="Solution_assessment_and_validation">Solution assessment and validation</span><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Business_analysis&action=edit&section=9" title="Edit section: Solution assessment and validation">edit</a><span class="mw-editsection-bracket">]</span></span></h3>
469<p>Describes how the business analyst can perform correctness of a proposed solution, how to support the implementation of a solution, and how to assess possible shortcomings in the implementation.</p>
470<h2><span class="mw-headline" id="Techniques">Techniques</span><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Business_analysis&action=edit&section=10" title="Edit section: Techniques">edit</a><span class="mw-editsection-bracket">]</span></span></h2>
471<p>There are a number of generic business techniques that a business analyst will use when facilitating business change.</p>
472<p>Some of these techniques include:</p>
473<h3><span class="mw-headline" id="PESTLE">PESTLE</span><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Business_analysis&action=edit&section=11" title="Edit section: PESTLE">edit</a><span class="mw-editsection-bracket">]</span></span></h3>
474<div role="note" class="hatnote navigation-not-searchable">Main article: <a href="/wiki/PESTLE" class="mw-redirect" title="PESTLE">PESTLE</a></div>
475<p>This is used to perform an external <a href="/wiki/Environmental_analysis" title="Environmental analysis">environmental analysis</a> by examining the many different external factors affecting an organization.</p>
476<p>The six attributes of <a href="/wiki/PESTLE" class="mw-redirect" title="PESTLE">PESTLE</a>:</p>
477<dl>
478<dd>Political (current and potential influences from political pressures)</dd>
479<dd><a href="/wiki/Economic" class="mw-redirect" title="Economic">Economic</a> (the local, national and world economy impact)</dd>
480<dd><a href="/wiki/Sociological" class="mw-redirect" title="Sociological">Sociological</a> (the ways in which a society can affect an organization)</dd>
481<dd><a href="/wiki/Technological" class="mw-redirect" title="Technological">Technological</a> (the effect of new and emerging technology)</dd>
482<dd>Legal (the effect of national and world legislation)</dd>
483<dd>Environmental (the local, national and world environmental issues)</dd>
484</dl>
485<h3><span class="mw-headline" id="Heptalysis">Heptalysis</span><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Business_analysis&action=edit&section=12" title="Edit section: Heptalysis">edit</a><span class="mw-editsection-bracket">]</span></span></h3>
486<p>This is used to perform an in-depth analysis of early stage businesses/ventures on seven important categories:<sup id="cite_ref-4" class="reference"><a href="#cite_note-4">[4]</a></sup></p>
487<dl>
488<dd><a href="/wiki/Market_opportunity" class="mw-redirect" title="Market opportunity">Market opportunity</a></dd>
489<dd><a href="/wiki/Product_breakdown_structure" title="Product breakdown structure">Product</a>/solution</dd>
490<dd><a href="/wiki/Execution_plan" class="mw-redirect" title="Execution plan">Execution plan</a></dd>
491<dd>Financial engine</dd>
492<dd><a href="/wiki/Human_capital" title="Human capital">Human capital</a></dd>
493<dd>Potential return</dd>
494<dd>Margin of safety</dd>
495</dl>
496<h3><span class="mw-headline" id="STEER">STEER</span><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Business_analysis&action=edit&section=13" title="Edit section: STEER">edit</a><span class="mw-editsection-bracket">]</span></span></h3>
497<p>It is an analysis that puts into consideration – the following</p>
498<dl>
499<dd>Socio-cultural</dd>
500<dd>Technological</dd>
501<dd>Economic</dd>
502<dd>Ecological</dd>
503<dd>Regulatory Factors</dd>
504</dl>
505<h3><span class="mw-headline" id="MOST">MOST</span><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Business_analysis&action=edit&section=14" title="Edit section: MOST">edit</a><span class="mw-editsection-bracket">]</span></span></h3>
506<p>This is used to perform an internal environmental analysis by defining the attributes of MOST to ensure that the project you are working on is aligned to each of the four attributes.</p>
507<p>The four attributes of MOST<sup id="cite_ref-5" class="reference"><a href="#cite_note-5">[5]</a></sup></p>
508<dl>
509<dd><a href="/wiki/Mission_statement" title="Mission statement">Mission</a> (where the business intends to go)</dd>
510<dd><a href="/wiki/Goal" title="Goal">Objectives</a> (the key goals which will help achieve the mission)</dd>
511<dd><a href="/wiki/Strategies" class="mw-redirect" title="Strategies">Strategies</a> (options for moving forward)</dd>
512<dd><a href="/wiki/Tactic_(method)" title="Tactic (method)">Tactics</a> (how strategies are put into action)</dd>
513</dl>
514<h3><span class="mw-headline" id="SWOT">SWOT</span><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Business_analysis&action=edit&section=15" title="Edit section: SWOT">edit</a><span class="mw-editsection-bracket">]</span></span></h3>
515<p>It is used to help focus activities into areas of strength and where the greatest opportunities lie. This is used to identify the dangers that take the form of weaknesses and both internal and external threats.</p>
516<p>The four attributes of <a href="/wiki/SWOT_analysis" title="SWOT analysis">SWOT analysis</a>:</p>
517<dl>
518<dd><a href="/wiki/Values_in_Action_Inventory_of_Strengths" title="Values in Action Inventory of Strengths">Strengths</a> – What are the advantages? What is currently done well? (e.g. key area of best-performing activities of your <a href="/wiki/Company" title="Company">company</a>)</dd>
519<dd><a href="/wiki/Weaknesses" class="mw-redirect" title="Weaknesses">Weaknesses</a> – What should be improved? What is there to overcome? (e.g. key area where you are performing unsatisfactorily)</dd>
520<dd>Opportunities – What good opportunities face the <a href="/wiki/Organization" title="Organization">organization</a>? (e.g. key area where your competitors are performing poorly)</dd>
521<dd><a href="/wiki/Threats" class="mw-redirect" title="Threats">Threats</a> – What obstacles does the organization face? (e.g. key area where your competitor will perform well)</dd>
522</dl>
523<h3><span class="mw-headline" id="CATWOE">CATWOE</span><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Business_analysis&action=edit&section=16" title="Edit section: CATWOE">edit</a><span class="mw-editsection-bracket">]</span></span></h3>
524<p>This is used to prompt thinking about what the business is trying to achieve. Business perspectives help the business analyst to consider the impact of any proposed solution on the people involved.</p>
525<p>There are six elements of CATWOE:<sup id="cite_ref-6" class="reference"><a href="#cite_note-6">[6]</a></sup></p>
526<dl>
527<dd>Customers – Who are the beneficiaries of the highest level business process and how does the issue affect them?</dd>
528<dd>Actors – Who is involved in the situation, who will be involved in implementing solutions and what will impact their success?</dd>
529<dd>Transformation Process – What processes or systems are affected by the issue?</dd>
530<dd>World View – What is the big picture and what are the wider impacts of the issue?</dd>
531<dd>Owner – Who owns the process or situation being investigated and what role will they play in the solution?</dd>
532<dd>Environmental Constraints – What are the constraints and limitations that will impact the solution and its success?</dd>
533</dl>
534<h3><span id="de_Bono.27s_Six_Thinking_Hats"></span><span class="mw-headline" id="de_Bono's_Six_Thinking_Hats">de Bono's Six Thinking Hats</span><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Business_analysis&action=edit&section=17" title="Edit section: de Bono's Six Thinking Hats">edit</a><span class="mw-editsection-bracket">]</span></span></h3>
535<p>This is often used in a <a href="/wiki/Brainstorming" title="Brainstorming">brainstorming</a> session to generate and analyse <a href="/wiki/Ideas" class="mw-redirect" title="Ideas">ideas</a> and options. It is useful to encourage specific types of thinking and can be a convenient and symbolic way to request someone to "switch gears". It involves restricting the group to only thinking in specific ways – giving ideas & analysis in the "mood" of the time. Also known as the <a href="/wiki/Six_Thinking_Hats" title="Six Thinking Hats">Six Thinking Hats</a>.</p>
536<dl>
537<dd>White: Pure facts, logical.</dd>
538<dd>Green: Creative.</dd>
539<dd>Yellow: Bright, optimistic, positive.</dd>
540<dd>Black: Negative, devil’s advocate.</dd>
541<dd>Red: Emotional.</dd>
542<dd>Blue: Cold, control.</dd>
543</dl>
544<p>Not all colors / moods have to be used</p>
545<h3><span class="mw-headline" id="Five_Whys">Five Whys</span><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Business_analysis&action=edit&section=18" title="Edit section: Five Whys">edit</a><span class="mw-editsection-bracket">]</span></span></h3>
546<p><a href="/wiki/5_Whys" title="5 Whys">Five Whys</a> is used to get to the root of what is really happening in a single instance. For each answer given a further 'why' is asked.</p>
547<h3><span class="mw-headline" id="MoSCoW">MoSCoW</span><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Business_analysis&action=edit&section=19" title="Edit section: MoSCoW">edit</a><span class="mw-editsection-bracket">]</span></span></h3>
548<p>This is used to prioritize requirements by allocating an appropriate priority, gauging it against the validity of the requirement itself and its priority against other requirements.</p>
549<p><a href="/wiki/MoSCoW" class="mw-redirect" title="MoSCoW">MoSCoW</a> comprises:</p>
550<dl>
551<dd>Must have – or else delivery will be a failure</dd>
552<dd>Should have – otherwise will have to adopt a workaround</dd>
553<dd>Could have – to increase delivery satisfaction</dd>
554<dd>Won't have this time – useful to the exclude requirements from this delivery timeframe</dd>
555</dl>
556<h3><span class="mw-headline" id="VPEC-T">VPEC-T</span><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Business_analysis&action=edit&section=20" title="Edit section: VPEC-T">edit</a><span class="mw-editsection-bracket">]</span></span></h3>
557<div role="note" class="hatnote navigation-not-searchable">Main article: <a href="/wiki/VPEC-T" title="VPEC-T">VPEC-T</a></div>
558<p>This technique is used when analyzing the expectations of multiple parties having different views of a system in which they all have an interest in common, but have different priorities and different responsibilities.</p>
559<dl>
560<dd>Values – constitute the objectives, beliefs and concerns of all parties participating. They may be financial, social, tangible and intangible</dd>
561<dd>Policies – constraints that govern what may be done and the manner in which it may be done</dd>
562<dd>Events – real-world proceedings that stimulate activity</dd>
563<dd>Content – the meaningful portion of the documents, conversations, messages, etc. that are produced and used by all aspects of business activity</dd>
564<dd>Trust – between users of the system and their right to access and change information within it</dd>
565</dl>
566<h3><span class="mw-headline" id="SCRS">SCRS</span><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Business_analysis&action=edit&section=21" title="Edit section: SCRS">edit</a><span class="mw-editsection-bracket">]</span></span></h3>
567<p>The SCRS approach in business analysis claims<sup id="cite_ref-7" class="reference"><a href="#cite_note-7">[7]</a></sup> that the analysis should flow from the high-level business strategy to the solution, through the current state and the requirements. SCRS stands for:</p>
568<dl>
569<dd>Strategy</dd>
570<dd>Current State</dd>
571<dd>Requirements</dd>
572<dd>Solution</dd>
573</dl>
574<h3><span class="mw-headline" id="Business_Analysis_Canvas">Business Analysis Canvas</span><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Business_analysis&action=edit&section=22" title="Edit section: Business Analysis Canvas">edit</a><span class="mw-editsection-bracket">]</span></span></h3>
575<p>The Business Analysis Canvas is a tool that enables Business Analyst to quickly present a high level view of the activities that will be completed as part of the business analysis work allocation. The Business Analysis Canvas is broken into several sections.</p>
576<dl>
577<dd>Project Objective</dd>
578<dd>Stakeholder</dd>
579<dd>Deliverables</dd>
580<dd>Impact to Target Operating Model</dd>
581<dd>Communication Approach</dd>
582<dd>Responsibilities</dd>
583<dd>Scheduling</dd>
584<dd>Key Dates</dd>
585</dl>
586<p>The Canvas has activities and questions the Business analyst can ask the organization to help build out the content. <a rel="nofollow" class="external free" href="https://www.batimes.com/articles/business-analysis-canvas-roadmap-to-effective-ba-excellence.html#">https://www.batimes.com/articles/business-analysis-canvas-roadmap-to-effective-ba-excellence.html#</a></p>
587<p><br /></p>
588<h2><span class="mw-headline" id="Roles_of_business_analysts">Roles of business analysts</span><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Business_analysis&action=edit&section=23" title="Edit section: Roles of business analysts">edit</a><span class="mw-editsection-bracket">]</span></span></h2>
589<p>As the scope of business analysis is very wide, there has been a tendency for business analysts to specialize in one of the three sets of activities which constitute the scope of business analysis, the primary role for business analysts is to identify business needs and provide solutions to business problems these are done as being a part of following set of activities.</p>
590<dl>
591<dt>Strategist</dt>
592<dd>Organizations need to focus on strategic matters on a more or less continuous basis in the modern business world. Business analysts, serving this need, are well-versed in analyzing the strategic profile of the organization and its environment, advising <a href="/wiki/Senior_management" title="Senior management">senior management</a> on suitable <a href="/wiki/Policy" title="Policy">policies</a>, and the effects of policy decisions.</dd>
593</dl>
594<dl>
595<dt>Architect</dt>
596<dd>Organizations may need to introduce change to solve business problems which may have been identified by the strategic analysis, referred to above. Business analysts contribute by analyzing objectives, processes and resources, and suggesting ways by which re-design (<a href="/wiki/Business_process_reengineering" title="Business process reengineering">BPR</a>), or improvements (BPI) could be made. Particular skills of this type of analyst are "soft skills", such as knowledge of the business, <a href="/wiki/Requirements_engineering" title="Requirements engineering">requirements engineering</a>, <a href="/wiki/Stakeholder_analysis" title="Stakeholder analysis">stakeholder analysis</a>, and some "hard skills", such as <a href="/wiki/Business_process_modeling" title="Business process modeling">business process modeling</a>. Although the role requires an awareness of technology and its uses, it is not an <a href="/wiki/Information_Technology" class="mw-redirect" title="Information Technology">IT</a>-focused role.</dd>
597</dl>
598<dl>
599<dd>Three elements are essential to this aspect of the business analysis effort: the redesign of core business processes; the application of enabling technologies to support the new core processes; and the management of <a href="/wiki/Organizational_change" class="mw-redirect" title="Organizational change">organizational change</a>. This aspect of business analysis is also called "business process improvement" (BPI), or "<a href="/wiki/Business_process_reengineering" title="Business process reengineering">reengineering</a>".</dd>
600</dl>
601<dl>
602<dt>IT-Systems analyst</dt>
603<dd>There is the need to align IT Development with the business-system as a whole. A long-standing problem in business is how to get the best <a href="/wiki/Return_on_investment" title="Return on investment">return</a> from IT <a href="/wiki/Investment" title="Investment">investments</a>, which are generally very expensive and of critical, often strategic, importance. IT departments, aware of the problem, often create a business analyst role to better understand, and define the requirements for their IT systems. Although there may be some overlap with the developer and testing roles, the focus is always on the IT part of the <a href="/wiki/Change_management_(people)" class="mw-redirect" title="Change management (people)">change process</a>, and generally, this type of business analyst gets involved, only when a case for change has already been made and decided upon.</dd>
604</dl>
605<p>In any case, the term "analyst" is lately considered somewhat misleading, insofar as analysts (i.e. problem investigators) also do design work (solution definers).</p>
606<p>The key responsibility areas of a business analyst are to collate client's software requirements, understand and analyze them further a business perspective. Business Analyst is required to collaborate with the business and assist them in improvising their processes and operational discipline followed.<sup id="cite_ref-8" class="reference"><a href="#cite_note-8">[8]</a></sup></p>
607<h2><span class="mw-headline" id="Function_within_the_organizational_structure">Function within the organizational structure</span><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Business_analysis&action=edit&section=24" title="Edit section: Function within the organizational structure">edit</a><span class="mw-editsection-bracket">]</span></span></h2>
608<p>The role of business analysis can exist in a variety of structures within an organizational framework. Because Business Analysts typically act as a liaison between the business and technology functions of a company, the role can be often successful either aligned to a line of business, within IT or sometimes both.<sup id="cite_ref-9" class="reference"><a href="#cite_note-9">[9]</a></sup></p>
609<dl>
610<dt>Business Alignment</dt>
611<dd>When Business Analysts report up through the business side, they are often subject matter experts for a specific line of business. These Business Analysts typically work solely on project work for a particular business, pulling in Business Analysts from other areas for cross-functional projects. In this case, there are usually Business Systems Analysts on the IT side to focus on more technical requirements.</dd>
612</dl>
613<dl>
614<dt>IT alignment</dt>
615<dd>In many cases, Business Analysts live solely within IT and they focus on both business and systems requirements for a project, consulting with various subject matter experts (SMEs) to ensure thorough understanding. Depending on the <a href="/wiki/Organizational_structure" title="Organizational structure">organizational structure</a>, Business Analysts may be aligned to a specific development lab or they might be grouped together in a resource pool and allocated to various projects based on availability and expertise. The former builds specific subject matter expertise while the latter provides the ability to acquire cross-functional knowledge.</dd>
616</dl>
617<dl>
618<dt>Business analysis center of excellence</dt>
619<dd>Whether business analysts are grouped together or are dispersed in terms of reporting structure, many companies have created business analysis centers of excellence. A center of excellence provides a framework by which all business analysts in an organization conduct their work, usually consisting of processes, <a href="/wiki/Procedure_(business)" title="Procedure (business)">procedures</a>, templates and best practices. In addition to providing guidelines and deliverables, it also provides a forum to focus on continuous improvement for the business analysis function.</dd>
620</dl>
621<h2><span class="mw-headline" id="Goals">Goals</span><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Business_analysis&action=edit&section=25" title="Edit section: Goals">edit</a><span class="mw-editsection-bracket">]</span></span></h2>
622<p>Ultimately, business analysis wants to achieve the following outcomes:</p>
623<ul>
624<li>Create solutions</li>
625<li>Give enough tools for robust project management</li>
626<li>Improve efficiency and reduce waste</li>
627<li>Provide essential documentation, like requirements document, <a href="/wiki/Project_initiation_document" class="mw-redirect" title="Project initiation document">project initiation documents</a> and others.</li>
628</ul>
629<p>One way to assess these goals is to measure the <a href="/wiki/Return_on_investment" title="Return on investment">return on investment</a> (ROI) for all projects. According to <a href="/wiki/Forrester_Research" title="Forrester Research">Forrester Research</a>, more than $100 billion is spent annually in the U.S. on custom and internally developed software projects. For all of these software development projects, keeping accurate data is important and business leaders are constantly asking for the return or ROI on a proposed project or at the conclusion of an active project. However, asking for the ROI without sufficient data of where value is created or destroyed may result with inaccurate projections.</p>
630<h3><span class="mw-headline" id="Reduce_waste_and_complete_projects_on_time">Reduce waste and complete projects on time</span><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Business_analysis&action=edit&section=26" title="Edit section: Reduce waste and complete projects on time">edit</a><span class="mw-editsection-bracket">]</span></span></h3>
631<div role="note" class="hatnote navigation-not-searchable">See also: <a href="/wiki/Project_cancellation" title="Project cancellation">Project cancellation</a></div>
632<p>Project delays are costly in several ways:</p>
633<ul>
634<li>Project costs – For every month of delay, the project team costs and expenses continue to accumulate. When a large part of the development team has been outsourced, the costs will start to add up quickly and are very visible if contracted on a time and materials basis (T&M). Fixed price contracts with external parties limit this risk. For internal resources, the costs of delays are not as readily apparent, unless time spent by resources is being tracked against the project, as labor costs are essentially ‘fixed’ costs.</li>
635<li>Opportunity costs – Opportunity costs come in two types – lost revenue and unrealized expense reductions. Some projects are specifically undertaken with the purpose of driving new or additional revenues to the bottom line. For every month of delay, a company foregoes a month of this new revenue stream. The purpose of other projects is to improve efficiencies and reduce costs. Again, each month of failure postpones the realization of these expense reductions by another month. In the vast majority of cases, these opportunities are never captured or analyzed, resulting in misleading ROI calculations. Of the two opportunity costs, the lost revenue is the most egregious – and the effects are greater and longer lasting.</li>
636</ul>
637<p>N.B. On a lot of projects (particularly larger ones) the project manager is the one responsible for ensuring that a project is completed on time. The BA's job is more to ensure that if a project is not completed on time then at least the highest priority requirements are met.</p>
638<h3><span class="mw-headline" id="Document_the_right_requirements">Document the right requirements</span><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Business_analysis&action=edit&section=27" title="Edit section: Document the right requirements">edit</a><span class="mw-editsection-bracket">]</span></span></h3>
639<p>Business analysts want to make sure that they define the requirements in a way that meets the business needs, for example, in IT applications the requirements need to meet end-users' needs. Essentially, they want to define the right application. This means that they must document the right requirements through listening carefully to ‘customer’ feedback, and by delivering a complete set of clear requirements to the technical architects and coders who will write the program. If a <a href="/wiki/Business_analyst" title="Business analyst">business analyst</a> has limited tools or skills to help him elicit the right requirements, then the chances are fairly high that he will end up documenting requirements that will not be used or that will need to be re-written – resulting in rework as discussed below. The time wasted to document unnecessary requirements not only impacts the business analyst, it also impacts the rest of the <a href="/wiki/Development_cycle" class="mw-redirect" title="Development cycle">development cycle</a>. Coders need to generate application code to perform these unnecessary requirements and testers need to make sure that the wanted features actually work as documented and coded. Experts estimate that 10% to 40% of the features in new software applications are unnecessary or go unused. Being able to reduce the amount of these extra features by even one-third can result in significant savings. An approach of minimalism or "Keep it Simple" and minimum technology supports a reduced cost number for the end result and on going <a href="/wiki/Preventive_maintenance" title="Preventive maintenance">maintenance</a> of the implemented solution.</p>
640<h3><span class="mw-headline" id="Improve_project_efficiency">Improve project efficiency</span><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Business_analysis&action=edit&section=28" title="Edit section: Improve project efficiency">edit</a><span class="mw-editsection-bracket">]</span></span></h3>
641<p>Efficiency can be achieved in two ways: by reducing rework and by shortening project length.</p>
642<p>Rework is a common industry headache and it has become so common at many organizations that it is often built into project budgets and time lines. It generally refers to extra work needed in a project to fix errors due to incomplete or missing requirements and can impact the entire software development process from definition to coding and testing. The need for rework can be reduced by ensuring that the requirements gathering and definition processes are thorough and by ensuring that the business and technical members of a project are involved in these processes from an early stage.</p>
643<p>Shortening project length presents two potential benefits. For every month that a project can be shortened, project resource costs can be diverted to other projects. This can lead to savings on the current project and lead to earlier start times of future projects (thus increasing revenue potential).</p>
644<h2><span class="mw-headline" id="Business_analysis_qualifications">Business analysis qualifications</span><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Business_analysis&action=edit&section=29" title="Edit section: Business analysis qualifications">edit</a><span class="mw-editsection-bracket">]</span></span></h2>
645<p>The three most widely recognised Business Analysis Qualifications are:</p>
646<ul>
647<li><a href="/wiki/International_Institute_of_Business_Analysis" title="International Institute of Business Analysis">International Institute of Business Analysis</a> (IIBA) <a href="/wiki/Certified_Business_Analysis_Professional" title="Certified Business Analysis Professional">Certified Business Analysis Professional</a>
648<ul>
649<li>Level 1 – Entry-level Certificate in Business Analysis (ECBA)<sup id="cite_ref-10" class="reference"><a href="#cite_note-10">[10]</a></sup></li>
650<li>Level 2 – Certification of Capability in Business Analysis (CCBA)<sup id="cite_ref-11" class="reference"><a href="#cite_note-11">[11]</a></sup></li>
651<li>Level 3 – Certified Business Analysis Professional (CBAP)<sup id="cite_ref-12" class="reference"><a href="#cite_note-12">[12]</a></sup></li>
652<li>Level 4 (not yet available) – Certified Business Analysis Thought Leader (CBATL)<sup id="cite_ref-13" class="reference"><a href="#cite_note-13">[13]</a></sup></li>
653</ul>
654</li>
655<li><a rel="nofollow" class="external text" href="https://www.pmi.org/certifications/types/business-analysis-pba">Project Management Institute - Professional in Business Analysis (PMI-PBA)</a></li>
656<li><a href="/wiki/British_Computer_Society" title="British Computer Society">BCS</a> Int. Diploma in Business Analysis<sup id="cite_ref-14" class="reference"><a href="#cite_note-14">[14]</a></sup></li>
657</ul>
658<h2><span class="mw-headline" id="See_also">See also</span><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Business_analysis&action=edit&section=30" title="Edit section: See also">edit</a><span class="mw-editsection-bracket">]</span></span></h2>
659<ul>
660<li><a href="/wiki/Cost_overrun" title="Cost overrun">Cost overrun</a></li>
661<li><a href="/wiki/Data_Presentation_Architecture" class="mw-redirect" title="Data Presentation Architecture">Data Presentation Architecture</a></li>
662<li><a href="/wiki/Enterprise_Life_Cycle" class="mw-redirect" title="Enterprise Life Cycle">Enterprise Life Cycle</a></li>
663<li><a href="/wiki/International_Institute_of_Business_Analysis" title="International Institute of Business Analysis">International Institute of Business Analysis</a> (IIBA)</li>
664<li><a href="/wiki/Operations_research" title="Operations research">Operations research</a></li>
665<li><a href="/wiki/Real_options_valuation" title="Real options valuation">Real options valuation</a></li>
666<li><a href="/wiki/Requirements_analysis" title="Requirements analysis">Requirements analysis</a></li>
667<li><a href="/wiki/Revenue_shortfall" class="mw-redirect" title="Revenue shortfall">Revenue shortfall</a></li>
668<li><a href="/wiki/Spreadmart" title="Spreadmart">Spreadmart</a></li>
669<li><a href="/wiki/Viability_study" title="Viability study">Viability study</a></li>
670<li>cf. <a href="/wiki/Business_analytics" title="Business analytics">business analytics</a></li>
671</ul>
672<h2><span class="mw-headline" id="References">References</span><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Business_analysis&action=edit&section=31" title="Edit section: References">edit</a><span class="mw-editsection-bracket">]</span></span></h2>
673<div class="reflist" style="list-style-type: decimal;">
674<div class="mw-references-wrap mw-references-columns">
675<ol class="references">
676<li id="cite_note-1"><span class="mw-cite-backlink"><b><a href="#cite_ref-1">^</a></b></span> <span class="reference-text">Kathleen B Hass, Richard Vander Horst, Kimi Ziemski (2008). <i>From Analyst to Leader: Elevating the Role of the Business Analyst</i> Management Concepts, 2008. <a href="/wiki/International_Standard_Book_Number" title="International Standard Book Number">ISBN</a> <a href="/wiki/Special:BookSources/1-56726-213-9" title="Special:BookSources/1-56726-213-9">1-56726-213-9</a>. p94: "As the discipline of business analysis becomes professionalized"</span></li>
677<li id="cite_note-2"><span class="mw-cite-backlink"><b><a href="#cite_ref-2">^</a></b></span> <span class="reference-text"><cite class="citation web"><a rel="nofollow" class="external text" href="http://parisfr.theiiba.org/download/BABOK20overview.pdf">"Business Analysis Body of Knowledge v2.0"</a> <span style="font-size:85%;">(PDF)</span>. IIBA<span class="reference-accessdate">. Retrieved <span class="nowrap">2012-08-26</span></span>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=unknown&rft.btitle=Business+Analysis+Body+of+Knowledge+v2.0&rft.pub=IIBA&rft_id=http%3A%2F%2Fparisfr.theiiba.org%2Fdownload%2FBABOK20overview.pdf&rfr_id=info%3Asid%2Fen.wikipedia.org%3ABusiness+analysis" class="Z3988"><span style="display:none;"> </span></span></span></li>
678<li id="cite_note-3"><span class="mw-cite-backlink"><b><a href="#cite_ref-3">^</a></b></span> <span class="reference-text"><a rel="nofollow" class="external text" href="http://www.bcs.org/upload/pdf/business-analysis2.pdf">Alternaltive definition of Business Analysis</a> from <a href="/wiki/British_Computer_Society" title="British Computer Society">BCS</a> <a href="/wiki/ISEB" class="mw-redirect" title="ISEB">ISEB</a>.</span></li>
679<li id="cite_note-4"><span class="mw-cite-backlink"><b><a href="#cite_ref-4">^</a></b></span> <span class="reference-text"><cite class="citation web"><a rel="nofollow" class="external text" href="http://www.heptalysis.com/whitepaper.htm">"Heptalysis – The Venture Assessment Framework"</a>. Pejman Makhfi, VentureChoice, Inc<span class="reference-accessdate">. Retrieved <span class="nowrap">2005-10-22</span></span>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=unknown&rft.btitle=Heptalysis+%E2%80%93+The+Venture+Assessment+Framework&rft.pub=Pejman+Makhfi%2C+VentureChoice%2C+Inc.&rft_id=http%3A%2F%2Fwww.heptalysis.com%2Fwhitepaper.htm&rfr_id=info%3Asid%2Fen.wikipedia.org%3ABusiness+analysis" class="Z3988"><span style="display:none;"> </span></span></span></li>
680<li id="cite_note-5"><span class="mw-cite-backlink"><b><a href="#cite_ref-5">^</a></b></span> <span class="reference-text"><cite class="citation web"><a rel="nofollow" class="external text" href="https://web.archive.org/web/20090412213341/http://www.strategyconsultinglimited.co.uk/most.html">"Exploring Corporate Strategy Using M.O.S.T. Analysis"</a>. Strategy Consulting Ltd. Archived from <a rel="nofollow" class="external text" href="http://www.strategyconsultinglimited.co.uk/most.html">the original</a> on 2009-04-12<span class="reference-accessdate">. Retrieved <span class="nowrap">2009-04-09</span></span>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=unknown&rft.btitle=Exploring+Corporate+Strategy+Using+M.O.S.T.+Analysis&rft.pub=Strategy+Consulting+Ltd&rft_id=http%3A%2F%2Fwww.strategyconsultinglimited.co.uk%2Fmost.html&rfr_id=info%3Asid%2Fen.wikipedia.org%3ABusiness+analysis" class="Z3988"><span style="display:none;"> </span></span></span></li>
681<li id="cite_note-6"><span class="mw-cite-backlink"><b><a href="#cite_ref-6">^</a></b></span> <span class="reference-text"><cite class="citation web"><a rel="nofollow" class="external text" href="http://www.bola.biz/research/ssm.html">"Business Open Learning Archive"</a>. Chris Jarvis for the BOLA Project<span class="reference-accessdate">. Retrieved <span class="nowrap">2009-04-09</span></span>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=unknown&rft.btitle=Business+Open+Learning+Archive&rft.pub=Chris+Jarvis+for+the+BOLA+Project&rft_id=http%3A%2F%2Fwww.bola.biz%2Fresearch%2Fssm.html&rfr_id=info%3Asid%2Fen.wikipedia.org%3ABusiness+analysis" class="Z3988"><span style="display:none;"> </span></span></span></li>
682<li id="cite_note-7"><span class="mw-cite-backlink"><b><a href="#cite_ref-7">^</a></b></span> <span class="reference-text"><cite class="citation web"><a rel="nofollow" class="external text" href="https://web.archive.org/web/20130505002855/http://www.business-analysis.co.nz/?page_id=39">"Business Analysis SCRS approach"</a>. Business-analysis NZ. Archived from <a rel="nofollow" class="external text" href="http://www.business-analysis.co.nz/?page_id=39">the original</a> on 2013-05-05<span class="reference-accessdate">. Retrieved <span class="nowrap">2012-08-28</span></span>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=unknown&rft.btitle=Business+Analysis+SCRS+approach&rft.pub=Business-analysis+NZ&rft_id=http%3A%2F%2Fwww.business-analysis.co.nz%2F%3Fpage_id%3D39&rfr_id=info%3Asid%2Fen.wikipedia.org%3ABusiness+analysis" class="Z3988"><span style="display:none;"> </span></span></span></li>
683<li id="cite_note-8"><span class="mw-cite-backlink"><b><a href="#cite_ref-8">^</a></b></span> <span class="reference-text"><a rel="nofollow" class="external free" href="http://businessanalystmentor.com/2009/06/29/why-should-you-become-a-business-analyst/">http://businessanalystmentor.com/2009/06/29/why-should-you-become-a-business-analyst/</a> <a rel="nofollow" class="external free" href="http://news.dice.com/2013/06/13/5-steps-to-becoming-a-business-analyst/">http://news.dice.com/2013/06/13/5-steps-to-becoming-a-business-analyst/</a></span></li>
684<li id="cite_note-9"><span class="mw-cite-backlink"><b><a href="#cite_ref-9">^</a></b></span> <span class="reference-text">IRM, <a rel="nofollow" class="external free" href="https://irm.com.au/ba-training-roadmap/">https://irm.com.au/ba-training-roadmap/</a></span></li>
685<li id="cite_note-10"><span class="mw-cite-backlink"><b><a href="#cite_ref-10">^</a></b></span> <span class="reference-text"><a rel="nofollow" class="external free" href="http://www.iiba.org/Certification-Recognition/certificationlevels/level1-ecba.aspx">http://www.iiba.org/Certification-Recognition/certificationlevels/level1-ecba.aspx</a></span></li>
686<li id="cite_note-11"><span class="mw-cite-backlink"><b><a href="#cite_ref-11">^</a></b></span> <span class="reference-text"><a rel="nofollow" class="external free" href="http://www.iiba.org/Certification-Recognition/certificationlevels/level2-ccba.aspx">http://www.iiba.org/Certification-Recognition/certificationlevels/level2-ccba.aspx</a></span></li>
687<li id="cite_note-12"><span class="mw-cite-backlink"><b><a href="#cite_ref-12">^</a></b></span> <span class="reference-text"><a rel="nofollow" class="external free" href="http://www.iiba.org/Certification-Recognition/certificationlevels/level3-cbap.aspx">http://www.iiba.org/Certification-Recognition/certificationlevels/level3-cbap.aspx</a></span></li>
688<li id="cite_note-13"><span class="mw-cite-backlink"><b><a href="#cite_ref-13">^</a></b></span> <span class="reference-text"><a rel="nofollow" class="external free" href="http://www.iiba.org/Certification-Recognition/certificationlevels/level4-cbatl.aspx">http://www.iiba.org/Certification-Recognition/certificationlevels/level4-cbatl.aspx</a></span></li>
689<li id="cite_note-14"><span class="mw-cite-backlink"><b><a href="#cite_ref-14">^</a></b></span> <span class="reference-text"><cite class="citation web"><a rel="nofollow" class="external text" href="http://certifications.bcs.org/category/15680">"BCS BA Diploma"</a><span class="reference-accessdate">. Retrieved <span class="nowrap">2 November</span> 2016</span>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=unknown&rft.btitle=BCS+BA+Diploma&rft_id=http%3A%2F%2Fcertifications.bcs.org%2Fcategory%2F15680&rfr_id=info%3Asid%2Fen.wikipedia.org%3ABusiness+analysis" class="Z3988"><span style="display:none;"> </span></span></span></li>
690</ol>
691</div>
692</div>
693<div role="navigation" class="navbox" aria-labelledby="Industrial_engineering_methods" style="padding:3px">
694<table class="nowraplinks hlist collapsible autocollapse navbox-inner" style="border-spacing:0;background:transparent;color:inherit">
695<tr>
696<th scope="col" class="navbox-title" colspan="2">
697<div class="plainlinks hlist navbar mini">
698<ul>
699<li class="nv-view"><a href="/wiki/Template:IE_7_Tools" title="Template:IE 7 Tools"><abbr title="View this template" style=";;background:none transparent;border:none;-moz-box-shadow:none;-webkit-box-shadow:none;box-shadow:none;">v</abbr></a></li>
700<li class="nv-talk"><a href="/wiki/Template_talk:IE_7_Tools" title="Template talk:IE 7 Tools"><abbr title="Discuss this template" style=";;background:none transparent;border:none;-moz-box-shadow:none;-webkit-box-shadow:none;box-shadow:none;">t</abbr></a></li>
701<li class="nv-edit"><a class="external text" href="//en.wikipedia.org/w/index.php?title=Template:IE_7_Tools&action=edit"><abbr title="Edit this template" style=";;background:none transparent;border:none;-moz-box-shadow:none;-webkit-box-shadow:none;box-shadow:none;">e</abbr></a></li>
702</ul>
703</div>
704<div id="Industrial_engineering_methods" style="font-size:114%;margin:0 4em"><a href="/wiki/Industrial_engineering" title="Industrial engineering">Industrial engineering</a> methods</div>
705</th>
706</tr>
707<tr>
708<td colspan="2" class="navbox-list navbox-odd" style="width:100%;padding:0px">
709<div style="padding:0em 0.25em">
710<ul>
711<li><a class="mw-selflink selflink">Process analysis</a></li>
712<li><a href="/wiki/Time_and_motion_study#Motion_studies" title="Time and motion study">Motion studies</a></li>
713<li><a href="/wiki/Time_and_motion_study" title="Time and motion study">Time and motion study</a></li>
714<li><a href="/wiki/Performance_operational_analysis" title="Performance operational analysis">Performance operational analysis</a></li>
715<li><a href="/wiki/Cognitive_work_analysis" title="Cognitive work analysis">Cognitive work analysis</a></li>
716<li><a href="/wiki/Production_leveling" title="Production leveling">Production leveling</a></li>
717<li><a href="/wiki/Material_handling" title="Material handling">Material handling</a></li>
718</ul>
719</div>
720</td>
721</tr>
722</table>
723</div>
724
725
726<!--
727NewPP limit report
728Parsed by mw1247
729Cached time: 20180225070340
730Cache expiry: 1900800
731Dynamic content: false
732CPU time usage: 0.192 seconds
733Real time usage: 0.250 seconds
734Preprocessor visited node count: 984/1000000
735Preprocessor generated node count: 0/1500000
736Postâ€expand include size: 43242/2097152 bytes
737Template argument size: 553/2097152 bytes
738Highest expansion depth: 16/40
739Expensive parser function count: 0/500
740Lua time usage: 0.070/10.000 seconds
741Lua memory usage: 3.11 MB/50 MB
742-->
743<!--
744Transclusion expansion time report (%,ms,calls,template)
745100.00% 185.640 1 -total
746 59.49% 110.439 1 Template:Reflist
747 34.99% 64.960 6 Template:Cite_web
748 12.27% 22.775 1 Template:ISBN
749 12.03% 22.338 1 Template:Business_administration
750 11.64% 21.609 1 Template:Distinguish
751 10.58% 19.646 1 Template:Sidebar_with_collapsible_lists
752 7.34% 13.618 1 Template:IE_7_Tools
753 6.46% 11.993 1 Template:Navbox
754 5.26% 9.758 1 Template:Catalog_lookup_link
755-->
756</div>
757<!-- Saved in parser cache with key enwiki:pcache:idhash:2371482-0!canonical and timestamp 20180225070339 and revision id 827073811
758 -->
759<noscript><img src="//en.wikipedia.org/wiki/Special:CentralAutoLogin/start?type=1x1" alt="" title="" width="1" height="1" style="border: none; position: absolute;" /></noscript></div> <div class="printfooter">
760 Retrieved from "<a dir="ltr" href="https://en.wikipedia.org/w/index.php?title=Business_analysis&oldid=827073811">https://en.wikipedia.org/w/index.php?title=Business_analysis&oldid=827073811</a>" </div>
761 <div id="catlinks" class="catlinks" data-mw="interface"><div id="mw-normal-catlinks" class="mw-normal-catlinks"><a href="/wiki/Help:Category" title="Help:Category">Categories</a>: <ul><li><a href="/wiki/Category:Industrial_engineering" title="Category:Industrial engineering">Industrial engineering</a></li><li><a href="/wiki/Category:Project_management" title="Category:Project management">Project management</a></li><li><a href="/wiki/Category:Business_analysis" title="Category:Business analysis">Business analysis</a></li></ul></div></div> <div class="visualClear"></div>
762 </div>
763 </div>
764 <div id="mw-navigation">
765 <h2>Navigation menu</h2>
766 <div id="mw-head">
767 <div id="p-personal" role="navigation" class="" aria-labelledby="p-personal-label">
768 <h3 id="p-personal-label">Personal tools</h3>
769 <ul>
770 <li id="pt-anonuserpage">Not logged in</li><li id="pt-anontalk"><a href="/wiki/Special:MyTalk" title="Discussion about edits from this IP address [n]" accesskey="n">Talk</a></li><li id="pt-anoncontribs"><a href="/wiki/Special:MyContributions" title="A list of edits made from this IP address [y]" accesskey="y">Contributions</a></li><li id="pt-createaccount"><a href="/w/index.php?title=Special:CreateAccount&returnto=Business+analysis" title="You are encouraged to create an account and log in; however, it is not mandatory">Create account</a></li><li id="pt-login"><a href="/w/index.php?title=Special:UserLogin&returnto=Business+analysis" title="You're encouraged to log in; however, it's not mandatory. [o]" accesskey="o">Log in</a></li> </ul>
771 </div>
772 <div id="left-navigation">
773 <div id="p-namespaces" role="navigation" class="vectorTabs" aria-labelledby="p-namespaces-label">
774 <h3 id="p-namespaces-label">Namespaces</h3>
775 <ul>
776 <li id="ca-nstab-main" class="selected"><span><a href="/wiki/Business_analysis" title="View the content page [c]" accesskey="c">Article</a></span></li><li id="ca-talk"><span><a href="/wiki/Talk:Business_analysis" rel="discussion" title="Discussion about the content page [t]" accesskey="t">Talk</a></span></li> </ul>
777 </div>
778 <div id="p-variants" role="navigation" class="vectorMenu emptyPortlet" aria-labelledby="p-variants-label">
779 <input type="checkbox" class="vectorMenuCheckbox" aria-labelledby="p-variants-label" />
780 <h3 id="p-variants-label">
781 <span>Variants</span>
782 </h3>
783 <div class="menu">
784 <ul>
785 </ul>
786 </div>
787 </div>
788 </div>
789 <div id="right-navigation">
790 <div id="p-views" role="navigation" class="vectorTabs" aria-labelledby="p-views-label">
791 <h3 id="p-views-label">Views</h3>
792 <ul>
793 <li id="ca-view" class="collapsible selected"><span><a href="/wiki/Business_analysis">Read</a></span></li><li id="ca-edit" class="collapsible"><span><a href="/w/index.php?title=Business_analysis&action=edit" title="Edit this page [e]" accesskey="e">Edit</a></span></li><li id="ca-history" class="collapsible"><span><a href="/w/index.php?title=Business_analysis&action=history" title="Past revisions of this page [h]" accesskey="h">View history</a></span></li> </ul>
794 </div>
795 <div id="p-cactions" role="navigation" class="vectorMenu emptyPortlet" aria-labelledby="p-cactions-label">
796 <input type="checkbox" class="vectorMenuCheckbox" aria-labelledby="p-cactions-label" />
797 <h3 id="p-cactions-label"><span>More</span></h3>
798 <div class="menu">
799 <ul>
800 </ul>
801 </div>
802 </div>
803 <div id="p-search" role="search">
804 <h3>
805 <label for="searchInput">Search</label>
806 </h3>
807 <form action="/w/index.php" id="searchform">
808 <div id="simpleSearch">
809 <input type="search" name="search" placeholder="Search Wikipedia" title="Search Wikipedia [f]" accesskey="f" id="searchInput"/><input type="hidden" value="Special:Search" name="title"/><input type="submit" name="fulltext" value="Search" title="Search Wikipedia for this text" id="mw-searchButton" class="searchButton mw-fallbackSearchButton"/><input type="submit" name="go" value="Go" title="Go to a page with this exact name if it exists" id="searchButton" class="searchButton"/> </div>
810 </form>
811 </div>
812 </div>
813 </div>
814 <div id="mw-panel">
815 <div id="p-logo" role="banner"><a class="mw-wiki-logo" href="/wiki/Main_Page" title="Visit the main page"></a></div>
816 <div class="portal" role="navigation" id='p-navigation' aria-labelledby='p-navigation-label'>
817 <h3 id='p-navigation-label'>Navigation</h3>
818 <div class="body">
819 <ul>
820 <li id="n-mainpage-description"><a href="/wiki/Main_Page" title="Visit the main page [z]" accesskey="z">Main page</a></li><li id="n-contents"><a href="/wiki/Portal:Contents" title="Guides to browsing Wikipedia">Contents</a></li><li id="n-featuredcontent"><a href="/wiki/Portal:Featured_content" title="Featured content – the best of Wikipedia">Featured content</a></li><li id="n-currentevents"><a href="/wiki/Portal:Current_events" title="Find background information on current events">Current events</a></li><li id="n-randompage"><a href="/wiki/Special:Random" title="Load a random article [x]" accesskey="x">Random article</a></li><li id="n-sitesupport"><a href="https://donate.wikimedia.org/wiki/Special:FundraiserRedirector?utm_source=donate&utm_medium=sidebar&utm_campaign=C13_en.wikipedia.org&uselang=en" title="Support us">Donate to Wikipedia</a></li><li id="n-shoplink"><a href="//shop.wikimedia.org" title="Visit the Wikipedia store">Wikipedia store</a></li> </ul>
821 </div>
822 </div>
823 <div class="portal" role="navigation" id='p-interaction' aria-labelledby='p-interaction-label'>
824 <h3 id='p-interaction-label'>Interaction</h3>
825 <div class="body">
826 <ul>
827 <li id="n-help"><a href="/wiki/Help:Contents" title="Guidance on how to use and edit Wikipedia">Help</a></li><li id="n-aboutsite"><a href="/wiki/Wikipedia:About" title="Find out about Wikipedia">About Wikipedia</a></li><li id="n-portal"><a href="/wiki/Wikipedia:Community_portal" title="About the project, what you can do, where to find things">Community portal</a></li><li id="n-recentchanges"><a href="/wiki/Special:RecentChanges" title="A list of recent changes in the wiki [r]" accesskey="r">Recent changes</a></li><li id="n-contactpage"><a href="//en.wikipedia.org/wiki/Wikipedia:Contact_us" title="How to contact Wikipedia">Contact page</a></li> </ul>
828 </div>
829 </div>
830 <div class="portal" role="navigation" id='p-tb' aria-labelledby='p-tb-label'>
831 <h3 id='p-tb-label'>Tools</h3>
832 <div class="body">
833 <ul>
834 <li id="t-whatlinkshere"><a href="/wiki/Special:WhatLinksHere/Business_analysis" title="List of all English Wikipedia pages containing links to this page [j]" accesskey="j">What links here</a></li><li id="t-recentchangeslinked"><a href="/wiki/Special:RecentChangesLinked/Business_analysis" rel="nofollow" title="Recent changes in pages linked from this page [k]" accesskey="k">Related changes</a></li><li id="t-upload"><a href="/wiki/Wikipedia:File_Upload_Wizard" title="Upload files [u]" accesskey="u">Upload file</a></li><li id="t-specialpages"><a href="/wiki/Special:SpecialPages" title="A list of all special pages [q]" accesskey="q">Special pages</a></li><li id="t-permalink"><a href="/w/index.php?title=Business_analysis&oldid=827073811" title="Permanent link to this revision of the page">Permanent link</a></li><li id="t-info"><a href="/w/index.php?title=Business_analysis&action=info" title="More information about this page">Page information</a></li><li id="t-wikibase"><a href="https://www.wikidata.org/wiki/Special:EntityPage/Q1518232" title="Link to connected data repository item [g]" accesskey="g">Wikidata item</a></li><li id="t-cite"><a href="/w/index.php?title=Special:CiteThisPage&page=Business_analysis&id=827073811" title="Information on how to cite this page">Cite this page</a></li> </ul>
835 </div>
836 </div>
837 <div class="portal" role="navigation" id='p-coll-print_export' aria-labelledby='p-coll-print_export-label'>
838 <h3 id='p-coll-print_export-label'>Print/export</h3>
839 <div class="body">
840 <ul>
841 <li id="coll-create_a_book"><a href="/w/index.php?title=Special:Book&bookcmd=book_creator&referer=Business+analysis">Create a book</a></li><li id="coll-download-as-rdf2latex"><a href="/w/index.php?title=Special:ElectronPdf&page=Business+analysis&action=show-download-screen">Download as PDF</a></li><li id="t-print"><a href="/w/index.php?title=Business_analysis&printable=yes" title="Printable version of this page [p]" accesskey="p">Printable version</a></li> </ul>
842 </div>
843 </div>
844 <div class="portal" role="navigation" id='p-lang' aria-labelledby='p-lang-label'>
845 <h3 id='p-lang-label'>Languages</h3>
846 <div class="body">
847 <ul>
848 <li class="interlanguage-link interwiki-ar"><a href="https://ar.wikipedia.org/wiki/%D8%AA%D8%AD%D9%84%D9%8A%D9%84_%D8%A7%D9%84%D8%A3%D8%B9%D9%85%D8%A7%D9%84" title="تØليل الأعمال – Arabic" lang="ar" hreflang="ar" class="interlanguage-link-target">العربية</a></li><li class="interlanguage-link interwiki-be"><a href="https://be.wikipedia.org/wiki/%D0%91%D1%96%D0%B7%D0%BD%D0%B5%D1%81-%D0%B0%D0%BD%D0%B0%D0%BB%D1%96%D0%B7" title="БізнеÑ-аналіз – Belarusian" lang="be" hreflang="be" class="interlanguage-link-target">БеларуÑкаÑ</a></li><li class="interlanguage-link interwiki-be-x-old"><a href="https://be-x-old.wikipedia.org/wiki/%D0%91%D1%96%D0%B7%D0%BD%D1%8D%D1%81-%D0%B0%D0%BD%D0%B0%D0%BB%D1%96%D0%B7" title="БізнÑÑ-аналіз – Belarusian (TaraÅ¡kievica orthography)" lang="be-x-old" hreflang="be-x-old" class="interlanguage-link-target">БеларуÑÐºÐ°Ñ (тарашкевіца)‎</a></li><li class="interlanguage-link interwiki-de"><a href="https://de.wikipedia.org/wiki/Business-Analyse" title="Business-Analyse – German" lang="de" hreflang="de" class="interlanguage-link-target">Deutsch</a></li><li class="interlanguage-link interwiki-fa"><a href="https://fa.wikipedia.org/wiki/%D8%AA%D8%AD%D9%84%DB%8C%D9%84_%DA%A9%D8%B3%D8%A8%E2%80%8C%D9%88%DA%A9%D8%A7%D8%B1" title="تØلیل کسب‌وکار – Persian" lang="fa" hreflang="fa" class="interlanguage-link-target">Ùارسی</a></li><li class="interlanguage-link interwiki-gu"><a href="https://gu.wikipedia.org/wiki/%E0%AA%B5%E0%AB%8D%E0%AA%AF%E0%AA%BE%E0%AA%AA%E0%AA%BE%E0%AA%B0_%E0%AA%B5%E0%AA%BF%E0%AA%B6%E0%AB%8D%E0%AA%B2%E0%AB%87%E0%AA%B7%E0%AA%A3" title="વà«àª¯àª¾àªªàª¾àª° વિશà«àª²à«‡àª·àª£ – Gujarati" lang="gu" hreflang="gu" class="interlanguage-link-target">ગà«àªœàª°àª¾àª¤à«€</a></li><li class="interlanguage-link interwiki-hi"><a href="https://hi.wikipedia.org/wiki/%E0%A4%B5%E0%A5%8D%E0%A4%AF%E0%A4%BE%E0%A4%AA%E0%A4%BE%E0%A4%B0_%E0%A4%B5%E0%A4%BF%E0%A4%B6%E0%A5%8D%E0%A4%B2%E0%A5%87%E0%A4%B7%E0%A4%A3" title="वà¥à¤¯à¤¾à¤ªà¤¾à¤° विशà¥à¤²à¥‡à¤·à¤£ – Hindi" lang="hi" hreflang="hi" class="interlanguage-link-target">हिनà¥à¤¦à¥€</a></li><li class="interlanguage-link interwiki-nl"><a href="https://nl.wikipedia.org/wiki/Bedrijfsanalyse" title="Bedrijfsanalyse – Dutch" lang="nl" hreflang="nl" class="interlanguage-link-target">Nederlands</a></li><li class="interlanguage-link interwiki-no"><a href="https://no.wikipedia.org/wiki/Forretningsanalyse" title="Forretningsanalyse – Norwegian" lang="no" hreflang="no" class="interlanguage-link-target">Norsk</a></li><li class="interlanguage-link interwiki-pl"><a href="https://pl.wikipedia.org/wiki/Analiza_biznesowa" title="Analiza biznesowa – Polish" lang="pl" hreflang="pl" class="interlanguage-link-target">Polski</a></li><li class="interlanguage-link interwiki-pt"><a href="https://pt.wikipedia.org/wiki/An%C3%A1lise_administrativa" title="Análise administrativa – Portuguese" lang="pt" hreflang="pt" class="interlanguage-link-target">Português</a></li><li class="interlanguage-link interwiki-ro"><a href="https://ro.wikipedia.org/wiki/Analiza_afacerii" title="Analiza afacerii – Romanian" lang="ro" hreflang="ro" class="interlanguage-link-target">Română</a></li><li class="interlanguage-link interwiki-ru"><a href="https://ru.wikipedia.org/wiki/%D0%91%D0%B8%D0%B7%D0%BD%D0%B5%D1%81-%D0%B0%D0%BD%D0%B0%D0%BB%D0%B8%D0%B7" title="БизнеÑ-анализ – Russian" lang="ru" hreflang="ru" class="interlanguage-link-target">РуÑÑкий</a></li> </ul>
849 <div class="after-portlet after-portlet-lang"><span class="wb-langlinks-edit wb-langlinks-link"><a href="https://www.wikidata.org/wiki/Special:EntityPage/Q1518232#sitelinks-wikipedia" title="Edit interlanguage links" class="wbc-editpage">Edit links</a></span></div> </div>
850 </div>
851 </div>
852 </div>
853 <div id="footer" role="contentinfo">
854 <ul id="footer-info">
855 <li id="footer-info-lastmod"> This page was last edited on 22 February 2018, at 16:45.</li>
856 <li id="footer-info-copyright">Text is available under the <a rel="license" href="//en.wikipedia.org/wiki/Wikipedia:Text_of_Creative_Commons_Attribution-ShareAlike_3.0_Unported_License">Creative Commons Attribution-ShareAlike License</a><a rel="license" href="//creativecommons.org/licenses/by-sa/3.0/" style="display:none;"></a>;
857additional terms may apply. By using this site, you agree to the <a href="//wikimediafoundation.org/wiki/Terms_of_Use">Terms of Use</a> and <a href="//wikimediafoundation.org/wiki/Privacy_policy">Privacy Policy</a>. Wikipedia® is a registered trademark of the <a href="//www.wikimediafoundation.org/">Wikimedia Foundation, Inc.</a>, a non-profit organization.</li>
858 </ul>
859 <ul id="footer-places">
860 <li id="footer-places-privacy"><a href="https://wikimediafoundation.org/wiki/Privacy_policy" class="extiw" title="wmf:Privacy policy">Privacy policy</a></li>
861 <li id="footer-places-about"><a href="/wiki/Wikipedia:About" title="Wikipedia:About">About Wikipedia</a></li>
862 <li id="footer-places-disclaimer"><a href="/wiki/Wikipedia:General_disclaimer" title="Wikipedia:General disclaimer">Disclaimers</a></li>
863 <li id="footer-places-contact"><a href="//en.wikipedia.org/wiki/Wikipedia:Contact_us">Contact Wikipedia</a></li>
864 <li id="footer-places-developers"><a href="https://www.mediawiki.org/wiki/Special:MyLanguage/How_to_contribute">Developers</a></li>
865 <li id="footer-places-cookiestatement"><a href="https://wikimediafoundation.org/wiki/Cookie_statement">Cookie statement</a></li>
866 <li id="footer-places-mobileview"><a href="//en.m.wikipedia.org/w/index.php?title=Business_analysis&mobileaction=toggle_view_mobile" class="noprint stopMobileRedirectToggle">Mobile view</a></li>
867 </ul>
868 <ul id="footer-icons" class="noprint">
869 <li id="footer-copyrightico">
870 <a href="https://wikimediafoundation.org/"><img src="/static/images/wikimedia-button.png" srcset="/static/images/wikimedia-button-1.5x.png 1.5x, /static/images/wikimedia-button-2x.png 2x" width="88" height="31" alt="Wikimedia Foundation"/></a> </li>
871 <li id="footer-poweredbyico">
872 <a href="//www.mediawiki.org/"><img src="/static/images/poweredby_mediawiki_88x31.png" alt="Powered by MediaWiki" srcset="/static/images/poweredby_mediawiki_132x47.png 1.5x, /static/images/poweredby_mediawiki_176x62.png 2x" width="88" height="31"/></a> </li>
873 </ul>
874 <div style="clear: both;"></div>
875 </div>
876 <script>(window.RLQ=window.RLQ||[]).push(function(){mw.config.set({"wgPageParseReport":{"limitreport":{"cputime":"0.192","walltime":"0.250","ppvisitednodes":{"value":984,"limit":1000000},"ppgeneratednodes":{"value":0,"limit":1500000},"postexpandincludesize":{"value":43242,"limit":2097152},"templateargumentsize":{"value":553,"limit":2097152},"expansiondepth":{"value":16,"limit":40},"expensivefunctioncount":{"value":0,"limit":500},"entityaccesscount":{"value":0,"limit":400},"timingprofile":["100.00% 185.640 1 -total"," 59.49% 110.439 1 Template:Reflist"," 34.99% 64.960 6 Template:Cite_web"," 12.27% 22.775 1 Template:ISBN"," 12.03% 22.338 1 Template:Business_administration"," 11.64% 21.609 1 Template:Distinguish"," 10.58% 19.646 1 Template:Sidebar_with_collapsible_lists"," 7.34% 13.618 1 Template:IE_7_Tools"," 6.46% 11.993 1 Template:Navbox"," 5.26% 9.758 1 Template:Catalog_lookup_link"]},"scribunto":{"limitreport-timeusage":{"value":"0.070","limit":"10.000"},"limitreport-memusage":{"value":3261169,"limit":52428800}},"cachereport":{"origin":"mw1247","timestamp":"20180225070340","ttl":1900800,"transientcontent":false}}});});</script><script>(window.RLQ=window.RLQ||[]).push(function(){mw.config.set({"wgBackendResponseTime":72,"wgHostname":"mw1252"});});</script>
877 </body>
878</html>