Week 4 The Business Analysis Process Model

  

Analisis Bisnis

Week 4

• – The Business Analysis

  Process Model

AN APPROACH TO PROBLEM-SOLVING

• Creative problem-solving model (Isaksen and

  Treffinger’s, 1985)

  

Creative problem-solving model

Mess finding

  Data finding

Problem

finding

  Idea finding Solution finding

  Understanding the problem Developing solutions

  

Mess Finding

• In business analysis this stage is concerned with finding out about the complexity of the problem situation.
• The rich picture approach is particularly useful to help document and analyze the

  ‘mess’ in problematic business situations.

• Mind maps are similarly helpful.

  

Data Finding

• • Analyzing the opinions, concerns, knowledge and

  ideas uncovered in the previous stage, in order to identify where this information can be quantified and supporting data obtained.

• • It is particularly important to consider which

  information is factual and which is based on opinion.

• • Some techniques that will help you to obtain

  quantitative data are questionnaires and activity

  

Problem Finding

• Finding the right problem to solve is often a necessary part of business analysis, as analysts are often pointed at symptoms and they have to dig deeper in order to find out where the real problems lie.

  

Idea Finding

• Analysts often use brainstorming approaches to uncover ideas, but this can be difficult since it requires a group to generate ideas ‘cold’.
• During this stage it may be useful to employ some creative thinking techniques.

  

Solution Finding

• Focus on the ideas that could provide solutions to the problem(s).
• Isaksen and Treffinger (1985) stress the importance of identifying criteria to help

  evaluate solutions, and this would not be possible without the earlier work.

  

Acceptance Finding

• Managing the implementation of the solution, an aspect that is critical to the success of any change project but often fraught with difficulty

THE PROCESS MODEL

  Business strategy and objectives

  Investigate _situation ^Consider _perspectives

^Analyze

_needs

^Define _requirements ^Evaluate _options

INVESTIGATING THE SITUATION

• This stage is concerned with uncovering issues and problems.
• A key area for the analyst is to clarify the objective of the study and tailor the approach accordingly

INVESTIGATING THE SITUATION

  Procedure

• Study background material: project initiation document, terms of reference.
• Carry out initial investigation with key stakeholders.
• Document the results of the investigation

  using meeting reports plus a diagram such

  as a rich picture or a mind map.

INVESTIGATING THE SITUATION

  Inputs

• Terms of reference or project initiation document
• Business objectives and strategy

  Outputs

• View of the existing business situation, including meeting

  reports and diagrams such as rich pictures, mind maps and

  fishbone diagrams
• List of issues/problems
• Business needs log

INVESTIGATING THE SITUATION

  Techniques

• Investigation techniques such as interviewing, observation and workshops
• Quantitative investigation techniques such as questionnaires, sampling and document analysis
• Rich pictures – from Soft Systems Methodology, developed by Checkland (1981)
• Mind-maps (Buzan and Buzan 2000)
• Spaghetti maps
• Fishbone diagrams, also known as Ishikawa diagrams

CONSIDERING PERSPECTIVES

• This stage is concerned with analyzing stakeholders and their perspectives on the situation.
• Where some of the issues arise from differences in stakeholder view, it is vital that they be explored and, where possible, taken into account when making recommendations for the way forward.

CONSIDERING PERSPECTIVES

  Procedure

• • Identify key stakeholders whose perspectives are important to

  the business analysis project.
• Investigate the values, beliefs and priorities of the key stakeholders.
• Develop and analyze the stakeholder perspectives.

• • Build conceptual models of activities to fulfill the stakeholder

  perspectives.
• Explore and resolve conflicts between stakeholder perspectives.
• Synthesize conceptual models into one view of the desired business system.

CONSIDERING PERSPECTIVES

  Inputs

• Terms of reference or project initiation document
• Business objectives and strategy
• Identified stakeholders (from the documentation of the existing business system)

  Outputs

• Stakeholder perspectives
• Business activity models based upon individual stakeholder perspectives

CONSIDERING PERSPECTIVES

  Techniques

• Investigation and negotiation techniques

• • Stakeholder identification and analysis

• Analysis of stakeholder perspectives
• Business activity modeling

ANALYZING NEEDS

• The focus of this stage is to identify where improvements can be made to the business system.
• The approach used is known as ‘gap analysis’ whereby a current or

  ‘as is’ view is compared with a desired, future or ‘to be’ system.

ANALYZING NEEDS

  Objectives

• The objectives here are to explore the differences between the current and desired situations and to identify the opportunities for

  business change by analyzing these

  differences or ‘gaps’.

ANALYZING NEEDS

  Procedure • Examine the activities on the business activity model.

• Consider how well each activity is carried out in the current business system and how well it is supported by the organization's information systems.
• Identify the key business events to be handled within the business system and develop ‘as is’ business process models for the key business events.
• Develop ‘to be’ business process models for the key business events.

• • Analyze the gaps between the existing and the desired situation.

  Use these as a basis for identifying potential business system

ANALYZING NEEDS

  Inputs

• Agreed business activity model
• View of the existing business system
• Business objectives and strategy

  Outputs

• • Analysis of activities, including identified weaknesses

• ‘As is’ and ‘to be’ business process models

ANALYZING NEEDS

  Techniques

• Gap analysis
• Activity analysis

• •Business process modeling

EVALUATING OPTIONS

• This stage is concerned with examining the potential improvements identified so far, developing some business options and evaluating them for acceptability and feasibility.

EVALUATING OPTIONS

  Objectives

• The objective of this stage is to collect together the range of potential changes into packages of improvement actions. These packages form the basis for developing a set of options that are then developed and documented in further detail. They are then presented to business managers for consideration.

EVALUATING OPTIONS

  Procedure • Identify a range of business options.

• • Explore the acceptability of options and reduce

  them to a shortlist.

• • Develop and document each option in detail. In

  particular, consider the business, technical and financial feasibility of each option.
• Develop a business case, including presenting options and recommendations to business managers.

EVALUATING OPTIONS

  Inputs

• Project initiation document / terms of reference
• Business objectives and strategy

• • List of potential improvements to the business system

  Outputs

• Shortlist of business options
• Business case, including options, feasibility assessment and recommendations

EVALUATING OPTIONS

  Techniques

• Business options identification
• Cost/benefit analysis, including

  quantification of costs and benefits

  and investment appraisal techniques
• Impact analysis
• Risk analysis

DEFINING REQUIREMENTS

• • This stage is concerned with gathering and

  documenting the detailed requirements for changes to the business system.

• • These changes may be to any (or all) of the four

  aspects of a business system : the business processes, the supporting IT systems, the people carrying out the work or the organization structure.

• • Business analysts have a responsibility to define the

  requirements comprehensively and accurately, since their documentation will form the basis for the development of the system.

DEFINING REQUIREMENTS

  Objectives

• The objective of this stage is to produce a well-formed requirements document setting out the business requirements for the new business system.

• • This document must include clear textual descriptions of

  the requirements and sufficient information to trace each requirement from its origin through to its resolution.
• Modeling techniques may be used to represent the process and data requirements diagrammatically and

  hence improve the rigor of the requirements definition.

DEFINING REQUIREMENTS

  Procedure

• Gather the requirements:

• • Elicit and analyze the business requirements for the new

  business system.
• Document and manage the requirements.
• Validate the documented requirements.
• Document the requirements for the new business system, including as appropri>business process models;
• catalogue of business requirements;
• models of the IT processing and data;

DEFINING REQUIREMENTS

  Inputs

• Selected option for revised business system

• •Business objectives and strategy

• Terms of reference/project initiation document

DEFINING REQUIREMENTS

  Outputs

• ‘To be’ process models
• Job definitions
• Revised organizational structure
• Validated requirements document, includ>requirements catalogue;
• models of business process and system requirements;

DEFINING REQUIREMENTS

  Techniques

• Business process modeling
• Job design
• Investigation techniques

• • Requirements elicitation, analysis and validation

• • Requirements documentation and management

• IT systems modeling techniques

DELIVERING CHANGES

• it is important to consider how the requirements are to be delivered, the changes implemented and the business benefits realized.
• In the main this work is not the responsibility of the business analyst, but we have to carry out certain tasks and provide support to the project team.

DELIVERING CHANGES

  Procedure • Decide the lifecycle and approach to be adopted.

• Develop the business change solution.
• Plan the implementation: • Consider the environment for the change.
• Consider the culture of the organization.
• Define the learning approach and develop the required learning materials.
• Review the predicted benefits.

DELIVERING CHANGES

  Inputs

• •Business change process and

  organization design
• IT software solution
• Business case

DELIVERING CHANGES

  Outputs

• Business change plan
• Communication plan
• Training approach and materials
• Revised job roles and descriptions
• Post-implementation review document
• Benefits realization plan

DELIVERING CHANGES

  Techniques

• •Power/impact stakeholder analysis