BABOK v3 線上讀書會 CH6 20150604 CH6 企業分析 時間 20150604(四) pm8:00 工具 YY語音(yy.com/yy7) 頻道 商業分析(76563901)

1. Business Analysis
策略分析
Moris, CBAP, PMP, PMI-PBA
2015.06.04
商業分析知識體系 (IIBA BABOK v3)

2. 時程規劃
TopicTopic PagePage DateDate OwnerOwner
Ch1 商業分析概論
Ch2 商業分析主要概念
23 5/7
Ch3 商業分析規劃與監控 32 5/14
Ch4 需求導出與協同合作 23 5/21
Ch5 需求生命週期管理 24 5/28
Ch6 策略分析 33 6/4
Ch7 需求分析與設計定義 30 6/11
Ch8 解決方案評價 22 6/18
Ch11 應用觀點 (Agile, BI, IT) 39/71 6/25
Ch11 應用觀點 (BizArc, BPM) 32/71 7/2
註： Skip Ch9 UC, Ch10 Techniques

3. 6. 策略分析
 Analyze Current State
 Define Future State
 Assess Risks
 Define Change Strategy

4. 2.0 與 V3 的差異
BABOK 2.0 BABOK V3
5 Enterprise Analysis 6 Strategy Analysis
5.1 Define Business Need 6.1 Analyze Current State
6.2 Define Future State
5.2 Assess Capability Gaps 6.1 Analyze Current State
6.2 Define Future State
6.4 Define Change Strategy
5.3 Determine Solution Approach 6.2 Define Future State
7.5 Define Design Options
7.6 Analyze Potential Value and
Recommend Solution
5.4 Define Solution Scope 6.4 Define Change Strategy
5.5 Define Business Case 7.6 Analyze Potential Value and
Recommend Solution
10.7 Business Cases

5. 核心概念模型
Core Concept During SA, business analysts...
Change define the future state and develop a change strategy to
achieve the future state.
Need identify needs within the current state and prioritize needs to
determine the desired future state.
Solution define the scope of a solution as part of developing a change
strategy.
Stakeholder collaborate with stakeholders to understand the business need
and to develop a change strategy and future state that will meet
those needs.
Value examine the potential value of the solution to determine if a
change is justified.
Context consider the context of the enterprise in developing a change
strategy.

6. SA 投入產出
Input Needs
Influences (internal, external)
3.2 Stakeholder Engagement Approach
4.2 Elicitation Results (unconfirmed)
4.3 Elicitation Results (confirmed)
5.3 Designs (prioritized)
5.3 Requirements (prioritized)
Tasks 6.1 Analyze Current State
6.2 Define Future State
6.3 Assess Risks
6.4 Define Change Strategy
Output 6.1 Current State Description
6.1 Business Requirements
6.2 Business Objectives
6.2 Potential Value
6.2 Future State Description
6.3 Risk Analysis Results
6.4 Change Strategy
6.4 Solution Scope

7. 6.1 分析現況
 Purpose
to understand the reasons why an enterprise
needs to change some aspect of how it
operates and what would be directly or
indirectly affected by the change.
 Analyze Current State
 The starting point for any change is an understanding
of why the change is needed.
 Change always occurs in a context of existing
stakeholders, processes, technology, and policies
which constitute the current state of the enterprise.

8. Input-Element-Output
• Elicitation Results
• Needs
.1 Business Needs
.2 Organizational Structure and Culture
.3 Capabilities and Processes
.4 Technology and Infrastructure
.5 Policies
• Current State Description
• Business Requirements
Inputs
Elements
Outputs
.6 Business Architecture
.7 Internal Assets
.8 External Influencers

9. Outputs
 Current State Description
 the context of the enterprise’s scope, capabilities,
resources, performance, culture, dependencies,
infrastructure, external influences, and significant
relationships between these elements.
 Business Requirements
 the problem, opportunity, or constraint which is
defined based on an understanding of the current
state.

10. G&T-Stakeholders-Techniques
• BA Approach
• Enterprise Limitation
• Organizational Strategy
• Solution Limitation
• Solution Performance Goals
• Solution Performance Measures
• Stakeholder Analysis Results
• Benchmarking and Market Analysis
• Business Capability Analysis
• Business Model Canvas
• Business Cases
• Concept Modelling:
• Data Mining:
• Document Analysis
• Financial Analysis
• Focus Groups
• Functional Decomposition
• Interviews
• Item Tracking
• Lessons Learned
• Metrics and KPIs
• Mind Mapping
• Observation
• Organizational Modelling
• Process Analysis
• Process Modelling
• Risk Analysis and Management
• Root Cause Analysis
• Scope Modelling
• Survey or Questionnaire
• SWOT Analysis
• Vendor Assessment
• Workshops
• Customer
• Domain SME
• End Users
• Implementation SME
• Operational Support
• Project Manager
• Regulator
• Sponsor
• Supplier
• Tester
Guideline & Tools
Stakeholders
Techniques

11. 6.2 定義未來
 Purpose
 to determine the set of necessary conditions
 to meet the business need.
 Define Future State
 All purposeful change must include a definition of
success
 The future state description can include any context
about the proposed future state.
 Descriptions may include visual models and text to
clearly show the scope boundaries and details.

12. Input-Element-Output
• Business Requirements
.1 Business Goals and Objectives
.2 Scope of Solution Space
.3 Constraints
.4 Organizational Structure and Culture
.5 Capabilities and Processes
.6 Technology and Infrastructure
• Business Objectives
• Future State Description
• Potential Value
Inputs
Elements
Outputs
.7 Policies
.8 Business Architecture
.9 Internal Assets
.10 Identify Assumptions
.11 Potential Value

13. Output
 Business Objectives
 the desired direction that the business wishes to
pursue in order to achieve the future state.
 Future State Description
 the future state description includes boundaries of the
proposed new, removed, and modified components of
the enterprise and the potential value expected from
the future state.
 Potential Value
 the value that may be realized by implementing the
proposed future state.

14. G&T-Stakeholders-Techniques
• Current State Description
• Metrics and KPIs
• Organizational Strategy
• Acceptance and Evaluation Criteria
• Balanced Scorecard
• Benchmarking and Market Analysis
• Brainstorming
• Business Capability Analysis
• Business Cases
• Business Model Canvas
• Decision Analysis
• Decision Modelling
• Financial Analysis
• Functional Decomposition
• Interviews
• Lessons Learned
• Metrics and KPIs
• Mind Mapping
• Organizational Modelling
• Process Modelling
• Prototyping
• Scope Modelling
• Survey or Questionnaire
• SWOT Analysis
• Vendor Assessment
• Workshops
• Customer
• Domain SME
• End Users
• Implementation SME
• Operational Support
• Project Manager
• Regulator
• Sponsor
• Supplier
• Tester
Guideline & Tools
Stakeholders
Techniques

15. 6.3 評估風險
 Purpose
 to understand the undesirable consequences of
internal and external forces on the enterprise during a
transition to, or once in, the future state.
 Assess Risks
 Assessing risks includes analyzing and managing
them
 The collection of risks is used as an input for selecting
or coordinating a change strategy
 Some methods include 'positive risk' as a way of
managing opportunities. But BABOK doesn't preclude
this usage, 'opportunities' are captured as needs

16. Input-Element-Output
6.2 Business Objectives
5.3 Designs (prioritized)
4.3 Elicitation Results (confirmed)
.1 Unknowns
.2 Constraints, Assumptions, and Dependencies
.3 Negative Impact to Value
.4 Risk Tolerance
.5 Recommendation
• Risk Analysis Results
Inputs
Elements
Outputs
• Influences
6.2 Potential Value
5.3 Requirements (prioritized)

17. Output
 Risk Analysis Results
 an understanding of the risks associated with
achieving the future state, and the mitigation
strategies which will be used to prevent those risks,
reduce the impact of the risk, or reduce the likelihood
of the risk occurring.

18. G&T-Stakeholders-Techniques
• BA Approach
• Business Policies
• Change Strategy
• Current State Description
• Future State Description
• Identified Risks
• Stakeholder Engagement Approach
• Brainstorming
• Business Cases
• Decision Analysis
• Document Analysis
• Financial Analysis
• Interviews
• Lessons Learned
• Mind Mapping
• Risk Analysis and Management
• Root Cause Analysis
• Survey or Questionnaire
• Workshops
• Domain SME
• Implementation SME
• Operational Support
• Project Manager
• Regulator
• Sponsor
• Supplier
• Tester
Guideline & Tools
Stakeholders
Techniques

19. 5.4 定義變更策略
 Purpose
 to develop and assess alternative approaches to the
change, and then select the recommended approach.
 Define Change Strategy
 Developing a change strategy is simpler when the
current state and the future state are already defined
 The appropriate representation of a change strategy
depends on the perspective of the change team and
their stakeholders
 Defining a change strategy usually involves identifying
several strategies and ultimately selecting the
strategy that is most appropriate for the situation

20. Input-Element-Output
6.1 Current State Description
6.2 Future State Description
6.3 Risks Analysis Results
3.2 Stakeholder Engagement Approach
.1 Solution Scope
.2 Gap Analysis
.3 Change Scope
.4 Enterprise Readiness Assessment
.5 Change Strategy
.6 Transition States and Release Planning
• Change Strategy
• Solution Scope
Inputs
Elements
Outputs

21. Output
 Change Strategy
 the approach that the organization will follow to guide
change.
 Solution Scope
 the solution scope that will be achieved through
execution of the change strategy.

22. G&T-Stakeholders-Techniques
• BA Approach
• Design Options
• Solution Recommendations
• Balanced Scorecard
• Benchmarking and Market Analysis
• Brainstorming
• Business Capability Analysis
• Business Cases
• Business Model Canvas
• Decision Analysis
• Estimation
• Financial Analysis
• Focus Groups
• Functional Decomposition
• Interviews
• Lessons Learned
• Mind Mapping
• Organizational Modelling
• Process Modelling
• Scope Modelling
• SWOT Analysis
• Vendor Assessment
• Workshops
• Customer
• Domain SME
• End User
• Implementation SME
• Operational Support
• Project Manager
• Regulator
• Sponsor
• Supplier
• Tester
Guideline & Tools
Stakeholders
Techniques

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