3 4 Customer service is a component of the product Service is an element of product strategy S

1. Strategic and
Tactical Business

2. BI strategy
Defining a BI strategy
• There are many ways to define a BI strategy. Typically, when you define a
BI strategy, you begin by identifying the focus areas for which you describe
your BI objectives.
• Based upon these objectives, you define time-bound, prioritized actions in
key results. To achieve these key results, you build solutions and enact
specific key initiatives.
• You then incrementally scale your BI strategy to encompass more focus
areas and additional objectives as you experience success.
• The following diagram depicts how you can define your BI strategy at three
different planning levels, as depicted in the following diagram.

3. Strategic planning
• Strategic planning: You begin by defining your strategic BI focus
areas and objectives, and how they support your business
strategy. These BI objectives are high-level descriptions of what
you want to achieve and why. It describes how you can form a
working team to lead the initiative to define your BI strategy. The
working team prepares workshops with key stakeholders to
understand and document the business strategy. The team then
assesses the effectiveness of BI in supporting the business
strategy. This assessment helps to define the strategic BI focus
areas and objectives. After strategic planning, the working team
proceeds to tactical planning.

4. BI tactical planning
This describes how the working team can identify measurable, time-
bound key results to achieve the BI objectives.
As part of these key results, the working team creates a prioritized
backlog of BI solutions and key initiatives. Finally, the working team
commits to revise tactical planning every quarter.
After tactical planning, you proceed to solution planning. Tactical
planning: You then identify your specific BI key results. These key results are
specific, measurable, short-term actions that describe how you'll make
progress toward your long-term, strategic BI objectives.

5. BI solution planning
• This describes how you design and build BI solutions that
support the BI key results. You first assemble a project team
that's responsible for a solution in the prioritized solution
backlog.
• The project team then gathers requirements to define the
solution design. Next, it plans for deployment and conducts a
proof of concept (POC) of the solution to validate assumptions.
• If the POC is successful, the project team creates and tests
content with iterative cycles that gradually onboard the user
community. When ready, the project team deploys the solution
to production, supporting and monitoring it as needed.

6. • Strategic Business Analysis
• Strategic Business Analysis (encompasses all of the pre-project work
to identify business problems, define business opportunities, develop a
business case, and recommend whether to initiate a project.
• This level of business analysis is relatively methodology independent
because it has nothing to do with software development per se.
• The only impact is the form in which the outcome is expressed. If
a traditional methodology is in place, Strategic Business Analysis
delivers business strategies, goals, and objectives and develops Project
Scope and Business Requirements.
• For Strategic Business Analysis defines the high-level of the project in
terms of Themes and Business Epics, which are less formal and postpone
details until the developers need them.
• In either case, those performing this level of business analysis need a
broad set of tools and techniques to ensure that the resulting projects
support the organization’s business goals and objectives.

8. • Tactical Business Analysis
• targets the project level and is more the traditional “Business (System) Analyst” role.
The selected SDM will impact this level of business analysis in two ways:
• Timing of Analysis
• Level of Detail of the Outcome
• Fundamentally, Agile software development depends on Just-In-Time (JIT) analysis.
Developers clarify the User Epic and/or User Story that they will develop today. This
form of Tactical Business Analysis exists in traditional methodologies to ferret
out Stakeholder Requirements based on the business requirements for the project.
This level is most heavily impacted by Agile methodologies.
• Tactical Business Analysis assumes sufficient knowledge of specific business
analysis techniques to get the current job done. People who do not have a business
analyst title often perform this function.

10. • What Is Tactical Business Analysis and When Do You Need It?
• Tactical business analysis starts when the organization initiates a project
or initiative that will result in change for some subset of the organization.
• The purpose of tactical business analysis is effective communication
between those affected by the change (typically the business community)
and those responsible for instigating the change (typically the IT group).
• When and where this communication takes place and how you express
the results depends on the System Development Methodology (SDM) the
project follows.
• At this level, Agile primarily implies a change in the timing and depth of
business analysis activities. Whoever is wearing the business analyst hat
maintains a backlog of Stakeholder Requirements in the form of user
stories and decomposes Epics into User Stories as the development team
needs them. This moves all analysis results closer to their moment of
impact. The Agile team’s ability to do effective business analysis activities
is one of the primary determinants of their likely success.

11. Waterfall SDM Iterative SDM (RUP) Agile SDM
When During the Analysis
Phase of the project
and while assessing
each change request
During the Analysis
Phase of the initial
iteration and during
the analysis stage of
each iteration
On-going, especially
during Release
Planning, Iteration or
Sprint Planning, and
during User Story
Elaboration meetings
Where Ideally at the SME’s
workplace
Ideally at the SME’s
workplace
In the project team
room for co-located
teams, via video
conferencing for
distributed teams
Results Expressed in refined
Business and
Stakeholder
Requirements which
are maintained in a
Requirements
Definition Document
Expressed in User
and System
Requirements which
are maintained in a
Requirements
Repository
Expressed in User
Story Epics, User
Stories, and Work
Items maintained in
appropriate Product,
Release, Iteration
and Team Backlogs

12. summarize
Strategic planning:
 Supports long-term goals
 Are broad, general ideas
 Is big-picture thinking
Tactical planning:
 Supports short-term goals
 Focuses on specific actions
• Involves detailed deliverables

13. Benefits of Strategic Planning
• This long-term view also empowers organizations to:
 Move your organization from reactive to proactive: Having strategic plans in place enables your
organization to anticipate things that may happen and plan accordingly. This also helps your
organization to take necessary precautions to avoid unfavorable scenarios. In the event disruptions
do occur, your business is more prepared to handle them
 Create clear direction and alignment around enterprise objectives and goals: A strategic plan
provides the entire organization with something to work toward. It enables leaders to appropriately
allocate resources and make effective business decisions. Using both strategic and tactical planning
further aligns teams and provides employees with both a long- and short-term vision
 Implement stronger decision-making: Strategic plans can be used to back or enhance decision-
making by using data and diverse points of view captured as teams work toward completing
strategic goals
 Measure and improve performance: Providing employees with a purpose or goal to achieve can
help increase satisfaction and retention. By regularly checking on goal progress, employees can
clearly see how their performance is furthering progress or where more effort is needed
 Manage expectations and bolster employee trust: Strategic plans increase organizational
transparency. This helps to improve trust among employees and eliminate ambiguity

14. Benefits of Tactical Planning
 Making it easier to reach business goals: Achieve strategic goals by translating the
bigger picture into several specific, smaller goals. This ensures everyone knows
who is doing what and when it needs to be completed
 Boosting employee engagement and performance: When used together, strategic
and tactical planning provide employees with a clear understanding of roles and
responsibilities. This helps employees feel more engaged and motivated to do their
best work
 Focusing team efforts: Most tactical plans must be completed as quickly as
possible. A clear tactical plan keeps teams focused on completing goals and
objectives that support the company’s mission and vision
 Promoting transparency: If there’s any uncertainty about who’s doing what, your
strategic plan is unlikely to succeed. Implementing tactical plans encourages
employees to be organized and ready
• Creating tangible goals: High-level goals can feel daunting to employees; tactical
planning makes these goals more digestible and actionable. With a concrete plan in
place, teams have a clear path forward and know exactly which actions to take to
realize strategic goals