The document is a presentation about business analysis that discusses:
1) The different roles of a business analyst and how they have shifted over time from more technical roles to more collaborative roles.
2) Different frameworks that can be used for business analysis like the 4Ms, 4Ps, 4Ss and POPIT model.
3) The importance of business analysis in helping solve problems and seize opportunities by understanding customer perspectives.
About Business Analysis:
Business analysis is a critical process that drives the project life cycle. The business analyst, acting as an intermediary between the business and technical communities, analyzes competing business needs and develops plans to implement the projects that support stakeholder objectives. In this course, you gain foundational knowledge of the role and function of the business analyst. You also learn to apply a clearly defined business analysis framework.
Target Audience:
Business Analysts, Software Analysts, Functional Analysts, Market Analyst, Project Managers, Software Architects, Senior Programmers, Transition Analysts, Transition Managers, Transition Leads.
Course Highlights and Key Take Away:
100% success rate for CBAP and CCBA certification past record
Question Bank with 450 IIBA model questions for all participants
Adaptive Processes Consulting (www.adaptiveprocesses.com) is an Endorsed Education Provider of IIBA, see the listing here http://tinyurl.com/IIBA-Adaptive-EEP
Complimentary e-learning on Business Analysis skills based on BABOK to all participants
Pre class reading material on BA tools to all participants
Hard copy Course material to all participants based on BABOK 2.0
CBAP/CCBA Preparation help and guidance by experienced CBAP certified faculty
Case study based approach
Complimentary business analysis toolkit for all participants for the session
We cover all essential BA tools and techniques like UML, BPM, Test Automation Tools, Requirement Elicitation
IIBA Endorsed program - You get 21 contact hours for CBAP/CCBA certification by IIBA
Faculty with more than decade long experience in business analysis and software project management, product development experience - Faculty is CBAP and an industry expert with lot of subject matter experience and is well known in the industry
Excellent participant feedback (http:// tinyurl.com/Linkedin-BA-feedback, http:// tinyurl.com/BA-feedback,http://www.adaptiveprocesses.com/Training-Feedback.html)
Complimentary CBAP model questions for all participants
The course also prepares the candidates for the CBAP certification with Mock test and preparation with sample questions.
We provide sample templates, policies and artifacts from our tool kit which helps people in implementation of the concepts in their job.
The program covers BA tools and techniques like UML, BPM, Requirements elicitation, Stakeholder Management, Solution Assessment and Elicitation Techniques etc.
Certified PMP® recipients can claim 21 PDUs for their CDU requirements by attending this workshop.
Program Feedback:
Please find the earlier program feedback under the following link:
http://tinyurl.com/Linkedin-BA-feedback
http://tinyurl.com/BA-feedback
http://www.adaptiveprocesses.com/Training-Feedback.html
BA workshop FAQ:
http://www.adaptiveprocesses.com/faq/BusinessAnalystTrainingFAQ.pdf
From a Business Analyst to A Business Consultant: Unraveling Business ProcessesGeorge Saveliev
Watch on YouTube: https://www.youtube.com/watch?v=R2HDYVtr-vA
Business consulting is a natural extension to the career of a business analyst. These two professions have much in common. We need to analyze a business before giving it any advice, and we are often asked for advice while doing business analysis. Yet, there are important differences between them: they focus on different stakeholders, produce different deliverables, and communicate in different ways.Business consulting is a broad term covering a variety of distinct areas. This presentation focuses on the one business analysts encounter most often: business process consulting.
Business process consulting involves exploring the current processes of an organization and proposing the changes that would help it work better. It sounds simpler than it is, though. In real-world projects, we struggle to
- unravel a hairball of intertwined business processes- collate needs and opinions of diverse stakeholders
- account for process variations across business locations
- produce the documentation that is both concise and comprehensive- convince decision-makers to follow our recommendations
The presentation is intended for experienced business analysts assuming the role of a business process consultant. It explains what the consulting is and how it differs from business analysis. Then, it elaborates on primary and auxiliary deliverables of a business process consulting engagement as well as the ways to produce and present them.
Ken Fulmer's visit to IIBA Canberra Branch
October 2018
Covering both Soft and Hard/Technical skills for a BA
Hard Skills:
1 - Understand Strategic Imperatives
2 - Customer Experience
3 - Business Process
4 - Embrace Agility
5 - Continuous Stakeholder Collaboration
6 - DATA – Evidence Based Decisions
7 - Understand Technology
Soft Skills
S1 - Infuse Customer Empathy
S2 - Envision the Outcome
S3 - Own the product and the outcome
S4 - Value
S5 –Enable Smart Decisions
S6 – LEARN Continuously
S7 – Change & Engagement
Leading and Running a BA Practice - European BA ConferenceIIBA UK Chapter
Dave Baskerville and Richard Patricks presentation on building and leading BA COPs.
If you have more than one Business Analyst within your organisation, forming a BA practice is a great way of creating a team ethos, ensuring the quality of BA deliverables and sharing best practice.
This presentation will show how a large financial institution, ensures their Business Analysts remain passionate about their employer, deliver top quality results and have great job satisfaction.
The presentation will include:
•The challenges of running a BA practice
•Ideas and solutions to overcome challenges
•An opportunity to discuss and share your own experiences and ideas
•Real-life examples of successful (and some of the not quite so successful!) initiatives.
No matter how big or small your BA community, you will take away some thoughts or ideas about what you could do to improve it.
About Business Analysis:
Business analysis is a critical process that drives the project life cycle. The business analyst, acting as an intermediary between the business and technical communities, analyzes competing business needs and develops plans to implement the projects that support stakeholder objectives. In this course, you gain foundational knowledge of the role and function of the business analyst. You also learn to apply a clearly defined business analysis framework.
Target Audience:
Business Analysts, Software Analysts, Functional Analysts, Market Analyst, Project Managers, Software Architects, Senior Programmers, Transition Analysts, Transition Managers, Transition Leads.
Course Highlights and Key Take Away:
100% success rate for CBAP and CCBA certification past record
Question Bank with 450 IIBA model questions for all participants
Adaptive Processes Consulting (www.adaptiveprocesses.com) is an Endorsed Education Provider of IIBA, see the listing here http://tinyurl.com/IIBA-Adaptive-EEP
Complimentary e-learning on Business Analysis skills based on BABOK to all participants
Pre class reading material on BA tools to all participants
Hard copy Course material to all participants based on BABOK 2.0
CBAP/CCBA Preparation help and guidance by experienced CBAP certified faculty
Case study based approach
Complimentary business analysis toolkit for all participants for the session
We cover all essential BA tools and techniques like UML, BPM, Test Automation Tools, Requirement Elicitation
IIBA Endorsed program - You get 21 contact hours for CBAP/CCBA certification by IIBA
Faculty with more than decade long experience in business analysis and software project management, product development experience - Faculty is CBAP and an industry expert with lot of subject matter experience and is well known in the industry
Excellent participant feedback (http:// tinyurl.com/Linkedin-BA-feedback, http:// tinyurl.com/BA-feedback,http://www.adaptiveprocesses.com/Training-Feedback.html)
Complimentary CBAP model questions for all participants
The course also prepares the candidates for the CBAP certification with Mock test and preparation with sample questions.
We provide sample templates, policies and artifacts from our tool kit which helps people in implementation of the concepts in their job.
The program covers BA tools and techniques like UML, BPM, Requirements elicitation, Stakeholder Management, Solution Assessment and Elicitation Techniques etc.
Certified PMP® recipients can claim 21 PDUs for their CDU requirements by attending this workshop.
Program Feedback:
Please find the earlier program feedback under the following link:
http://tinyurl.com/Linkedin-BA-feedback
http://tinyurl.com/BA-feedback
http://www.adaptiveprocesses.com/Training-Feedback.html
BA workshop FAQ:
http://www.adaptiveprocesses.com/faq/BusinessAnalystTrainingFAQ.pdf
From a Business Analyst to A Business Consultant: Unraveling Business ProcessesGeorge Saveliev
Watch on YouTube: https://www.youtube.com/watch?v=R2HDYVtr-vA
Business consulting is a natural extension to the career of a business analyst. These two professions have much in common. We need to analyze a business before giving it any advice, and we are often asked for advice while doing business analysis. Yet, there are important differences between them: they focus on different stakeholders, produce different deliverables, and communicate in different ways.Business consulting is a broad term covering a variety of distinct areas. This presentation focuses on the one business analysts encounter most often: business process consulting.
Business process consulting involves exploring the current processes of an organization and proposing the changes that would help it work better. It sounds simpler than it is, though. In real-world projects, we struggle to
- unravel a hairball of intertwined business processes- collate needs and opinions of diverse stakeholders
- account for process variations across business locations
- produce the documentation that is both concise and comprehensive- convince decision-makers to follow our recommendations
The presentation is intended for experienced business analysts assuming the role of a business process consultant. It explains what the consulting is and how it differs from business analysis. Then, it elaborates on primary and auxiliary deliverables of a business process consulting engagement as well as the ways to produce and present them.
Ken Fulmer's visit to IIBA Canberra Branch
October 2018
Covering both Soft and Hard/Technical skills for a BA
Hard Skills:
1 - Understand Strategic Imperatives
2 - Customer Experience
3 - Business Process
4 - Embrace Agility
5 - Continuous Stakeholder Collaboration
6 - DATA – Evidence Based Decisions
7 - Understand Technology
Soft Skills
S1 - Infuse Customer Empathy
S2 - Envision the Outcome
S3 - Own the product and the outcome
S4 - Value
S5 –Enable Smart Decisions
S6 – LEARN Continuously
S7 – Change & Engagement
Leading and Running a BA Practice - European BA ConferenceIIBA UK Chapter
Dave Baskerville and Richard Patricks presentation on building and leading BA COPs.
If you have more than one Business Analyst within your organisation, forming a BA practice is a great way of creating a team ethos, ensuring the quality of BA deliverables and sharing best practice.
This presentation will show how a large financial institution, ensures their Business Analysts remain passionate about their employer, deliver top quality results and have great job satisfaction.
The presentation will include:
•The challenges of running a BA practice
•Ideas and solutions to overcome challenges
•An opportunity to discuss and share your own experiences and ideas
•Real-life examples of successful (and some of the not quite so successful!) initiatives.
No matter how big or small your BA community, you will take away some thoughts or ideas about what you could do to improve it.
Building an Analytics CoE (Center of Excellence)Rahul Saxena
This deck is from a workshop I conducted at the Indian Institute of Management, Bangalore (IIMB) on 20th July, 2013.
Agenda:
* What does the organization want to do with analytics? What is the role of the CoE that they envision?
* What is the organizational context? Current providers of analytics? Leadership support?
* What will the Analytics CoE need to be like (now and in the future, up to the planning horizon)?
* Where do we stand with analytics capabilities now, compared to what we need?
* How will we evolve the CoE? Set expectations, drive the evolution, establish the value.
ITSM Academy Webinar - Establishing A Business Process GroupITSM Academy, Inc.
Elaine, who is the Process Improvement Manager with a large healthcare provider, shares her Practitioner’s experience of establishing a Business Process Group.
With many organisations re-thinking the execution of their innovation lifecycles in an attempt to gain better productivity, some of the key questions that keep recurring are:
• When does a BA get allocated to a new business initiative?
• When does the business initiative become a project and require some form of project management?
• How does enterprise analysis fit into the systems development lifecycle?
• Who creates a business case?
• Who is assigned first: PM or BA?
Robin Grace, a business analysis principal consultants at IndigoCube, contributor to an IIBA white paper, CBAP, and author of Aligning Business Analysis, Assessing business analysis from a results focus, tells all.
Creating your Center of Excellence (CoE) for data driven use casesFrank Vullers
NEED FOR CHANGE: Data is changing the world. We all know that. The real challenge will be to keep up with those changes by hiring the right team to help you take on the data that is already in your organization.
STAFF FOR SUCCES: Make sure you have an executive sponsor that has a vision for how the organization can become data-driven; hire experienced team members to lead the data engineering, and architecture teams; and adopt agile methodologies to allow for quick experimentation and quick failures.
SKILL UP: In a recent survey focused on Spark, over 60 percent indicated that the skills/training gap was their biggest organizational challenges with Spark, but 65% of respondents indicated that they either did not know or had no future plans for training. Cloudera University to get them ramped up quickly. Cloudera University helps organizations tackle the skill gaps issue they encounter when growing their teams and helps them stay up to date on the latest supported technologies.
Building an Analytics CoE (Center of Excellence)Rahul Saxena
This deck is from a workshop I conducted at the Indian Institute of Management, Bangalore (IIMB) on 20th July, 2013.
Agenda:
* What does the organization want to do with analytics? What is the role of the CoE that they envision?
* What is the organizational context? Current providers of analytics? Leadership support?
* What will the Analytics CoE need to be like (now and in the future, up to the planning horizon)?
* Where do we stand with analytics capabilities now, compared to what we need?
* How will we evolve the CoE? Set expectations, drive the evolution, establish the value.
ITSM Academy Webinar - Establishing A Business Process GroupITSM Academy, Inc.
Elaine, who is the Process Improvement Manager with a large healthcare provider, shares her Practitioner’s experience of establishing a Business Process Group.
With many organisations re-thinking the execution of their innovation lifecycles in an attempt to gain better productivity, some of the key questions that keep recurring are:
• When does a BA get allocated to a new business initiative?
• When does the business initiative become a project and require some form of project management?
• How does enterprise analysis fit into the systems development lifecycle?
• Who creates a business case?
• Who is assigned first: PM or BA?
Robin Grace, a business analysis principal consultants at IndigoCube, contributor to an IIBA white paper, CBAP, and author of Aligning Business Analysis, Assessing business analysis from a results focus, tells all.
Creating your Center of Excellence (CoE) for data driven use casesFrank Vullers
NEED FOR CHANGE: Data is changing the world. We all know that. The real challenge will be to keep up with those changes by hiring the right team to help you take on the data that is already in your organization.
STAFF FOR SUCCES: Make sure you have an executive sponsor that has a vision for how the organization can become data-driven; hire experienced team members to lead the data engineering, and architecture teams; and adopt agile methodologies to allow for quick experimentation and quick failures.
SKILL UP: In a recent survey focused on Spark, over 60 percent indicated that the skills/training gap was their biggest organizational challenges with Spark, but 65% of respondents indicated that they either did not know or had no future plans for training. Cloudera University to get them ramped up quickly. Cloudera University helps organizations tackle the skill gaps issue they encounter when growing their teams and helps them stay up to date on the latest supported technologies.
Career Development Programmes for Digital Business Analysts (for Individuals)NUS-ISS
Specially designed for the Digital Change Agents of tomorrow, this session is for individuals (PMEs) who wish to know more about the Industry Transformation Programme landscape. We provide an overview of NUS-ISS career development schemes and pathways, and will also deep dive into the specific programme modules in detail. Be guided through frequently asked questions related to the programmes and get your questions answered at our Q&A session.
Max Blumberg: How can #PeopleAnalytics prevent incidents like the Twitter fir...Edunomica
Max Blumberg: How can #PeopleAnalytics prevent incidents like the Twitter firings?
People Analytics Conference 2022 Winter
Website: https://pacamp.org
Youtube: https://www.youtube.com/channel/UCeHtPZ_ZLZ-nHFMUCXY81RQ
FB: https://www.facebook.com/pacamporg
Workshops with subject matter experts to elicit insights for the discovery phase or requirements for a new solution should follow a disciplined approach described in this slide deck.
3 perspectives on performance that every talent leader should knowNewton Day Uploads
In this presentation we summarize the study we're working on to understand the actionable insights required by talent leaders in the noughties - and the feedback we've captured so far. This is work-in-progress so sorry about the format ;-) ...but the content is rich!
Predictive Analytics & Decision Solutions [PrADS], a subsidiary of Dun & Bradstreet provides cutting edge analytics solutions and actionable insights to leading organizations globally , The following presentation provides an overview of the services offered
In this business analysis training session, you will learn about Introduction to Business Analysis. Topics covered in this course are:
Introduction to Business Analysis
• Business Process – What and Why?
• Who is a Project Manager?
• Who is a Business Analyst?
• What is Business Analysis and why is it important?
• Roles, Responsibilities and necessary Skills for a Business Analyst
To know more, visit this link: https://www.mindsmapped.com/courses/business-analysis/getting-started-with-business-analysis-fundamentals/
The Business Analyst Role Within Solution Driven Projects IIBA UK Chapter
Slides from a presentation given by Stuart Peek to a meeting of IIBA UK's South West branch on 22 October 2014.
Many Business Analysts cherish the opportunity to be involved in strategic thinking with business stakeholders. However, what happens when a Business Analyst is engaged in solution-driven projects with little involvement in those early stages? Furthermore, how can a Business Analyst support business change without even a BRD to put their name to? The role of a Business Analyst may differ slightly within these environments, but that does not reduce the value they add. Indeed, solid application of Business Analysis skills is fundamental to enabling success. Attendees will benefit from experience and learnings of the speaker in this field, and be more prepared should they encounter similar scenarios.
You will learn:
- The importance of Business Analysts in solution driven projects
- How Business Analysts needs to adapt
- How Business Analysts should engage with stakeholders
- The dangers of omitting Business Analysts
- The business benefits enabled by effectively utilising Business Analysts
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
FIA officials brutally tortured innocent and snatched 200 Bitcoins of worth 4...jamalseoexpert1978
Farman Ayaz Khattak and Ehtesham Matloob are government officials in CTW Counter terrorism wing Islamabad, in Federal Investigation Agency FIA Headquarters. CTW and FIA kidnapped crypto currency owner from Islamabad and snatched 200 Bitcoins those worth of 4 billion rupees in Pakistan currency. There is not Cryptocurrency Regulations in Pakistan & CTW is official dacoit and stealing digital assets from the innocent crypto holders and making fake cases of terrorism to keep them silent.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
An introduction to the cryptocurrency investment platform Binance Savings.Any kyc Account
Learn how to use Binance Savings to expand your bitcoin holdings. Discover how to maximize your earnings on one of the most reliable cryptocurrency exchange platforms, as well as how to earn interest on your cryptocurrency holdings and the various savings choices available.
3. www.businesschange.academy 3
How’s business analysis going?03
Consider purpose, scope
– in and out,
responsibilities,
deliervables
Consider stakeholders,
projects, delivery,
methods and tools
What is business
analysis?
QUICK STARTERS What are your
challenges?
• The 4 M’s: Methods, Machines,
Materials, Manpower
• The 4 P’s: Place, Procedure,
People, Policies
• The 4 S’s: Surroundings, Suppliers,
Systems, Skills
• The 6 Ps: People, Place, Processes,
Physical Evidence,
Product/Service, Performance
Measures
• POPIT: Process, Organisation,
People, Information Technology
• Or any combination you choose
4. The four shifts of business analysis04
• Request receiver
• Programme labour
• Surrogate SME
• Information facilitator
• Systems analyser
• Logical reasoner
• Intuitive empathizer
• Pattern recognizer
• Meaning maker
1.0 2.0 3.0 4.0
• Business scribe
• Needs translator
• Project courier
4
5. www.businesschange.academy 5
Business Analysis is helping someone to
solve their problem or seize an opportunity.
Understanding the customer's perspectives,
desires, and world-view. Satisfying the wish
for products that match peoples needs.
Building relationships to create meaningful
change and make a positive difference.
6. www.businesschange.academy 6
Breaking business analysis down06
Establishing the
requirements for the IT
system
Improving business
processes to enhance the
operations
Defining tactics to align
performance with
strategy
IT Improvement Process Improvement Business Improvement
AUTHORITY
SCOPE
Less More
Less More
7. THE FOUR AMBITIONS
THE FIVE TYPES OF PEOPLE THIS IS PERFECT FOR
• You already have a business analyst career and you’re
ready to take it to the next level
• You’re in a business or an IT project role and are looking
to transition (or you need to ‘leverage’ business analysis
skills for your current role)
• You’ve no experience or have recently graduated from
university, and you’re looking to start a business analyst
career
• You’re a contractor or want to be contractor… and you’re
responsible for your own project delivery and career
development
• You want to be a business analysis coach or mentor and
help other people and organisations with their business
analysis
www.businesschange.academy 7
Business analysis is aspirational07
Professional
Growth
Project
Goals
Personal
Recognition
Meaningful
Work
8. www.businesschange.academy 8
Technique Driven Analysis08
• Activates analysis
• Elasticity of ‘technique stacking’
• Meets the situations needs
• Brings business relevance
• Stimulates systems thinking
• Brings meaningful collaboration
• Mobilises stakeholders
• Opens up future possibility
• Pedestals documentation
• ‘One size fits all’ form
• Limits the approach
• Encourages content fodder
• Stagnates the business analyst
• Builds organisational silos
• Keeps roots in ‘bridging the gap’
• Dumbs down business analysis
Template Driven Analysis Technique Driven Analysis
9. The seven step business analysis process model09
9www.businesschange.academy
1.Investigate the
business
situation
5.Define the
holistic
requirements
4.Propose the
business
solution
7.Realise the
business
benefits
2.Understand the
stakeholders’
views
3.Analyse the
business needs
6.Implement the
business
changes
10. Six behavioural triggers10
10www.businesschange.academy
Team WorkingAnalytical Thinking
Influencing LeadershipCommunication
Problem Solving
Approaching an issue with the outlook
that the problem can be solved, and
pragmatically find alternatives
Collecting information from many
sources, and understanding your role
and what needs to be done
Communicate with business and
project stakeholders in a language and
style they are comfortable with
Understanding factors that influence
the decision and defining a course of
action to take the decision forward
Creating a vision of what needs to be
done in order to address a business
issue and driving its achievement
Digging deeper and deeper until the
true situation is uncovered and the real
problem is defined
11. Activating business analysis11
11www.businesschange.academy
1.Investigate the
business
situation
5.Define the
holistic
requirements
4.Propose the
business
solution
7.Realise the
business
benefits
2.Understand the
stakeholders’
views
3.Analyse the
business needs
6.Implement the
business
changes
Influencing Leadership
Analytical ThinkingProblem Solving
Communication
Team Working
12. Every successful business, every successful
project, every successful solution starts with
successful business analysis.
Whether you’re looking to start a career in business analysis or
grow your existing career… you need a solid approach.
www.businesschange.academy
Your business analysis role inside projects12
12
The
Business
Project
The
Process
Project
The
Systems
Project
13. The Business Project13
13www.businesschange.academy
Business objectives and strategy
Explore the
business gap
Analyse the
stakeholder views
Recommend the
business solution
Investigate the
business situation
Conceptualise the
business activities
View of current
business situation
View of perceived
situation
View of desired
business situation
Set of potential
actions
Business Case
• PESTLE
• 5-Forces
• MOST Analysis
• Resource Audit
• CSFs, KPIs and PTs
• Interview
• Workshop
• Observation
• Document Analysis
• Rich Picture
• Mind Map
• Fish Bone Diagram
• Stakeholder wheel
• Power/Interest
Grid
• Stakeholder
management plan
• Network analysis
• CATWOE Analysis
• Root definitions
• Business Activity
Modelling
• Principled
negotiation
• Business activity
assessment
• POPIT Model
• As-`is and To-Be
Business Process
modelling
• Feasibility Analysis
• Force-field analysis
• Impact analysis
• Cost/Benefit
analysis
• Investment
appraisal methods
• Risk analysis
OutputInput
14. www.businesschange.academy 14
Understand business objectives and strategy14
Element Description
Political Governmental influences on the organisation’s environment
Economical Aspects within the economy that have an impact on the organisation and market
Socio-cultural Behaviour, preferences and attitudes of the target markets
Technological Technological advances that are occurring and causing changes
Legal Regulatory and legal changes likely to affect the industry
Environmental ‘Green’ issues that may impact on the industry or organisation
PESTLE Analysis
Q. Let’s analyse The
City of Cape Town
water crisis
15. www.businesschange.academy 15
Analyse the stakeholders’ views15
Element Description
Customer The beneficiaries (or victims) of the outputs from the business system
Actors The stakeholder roles that carry out the activities within the transformation
Transformation The main business activity/core process that delivers the outputs to the customer
Worldview The underlying beliefs and meaning that explains why the business activity exists
Owner The overall authority who can instigate change (or cause the system to cease)
Environment The constraints imposed within the environment surrounding the business activity
CATWOE Analysis
Q. Let’s consider
perspectives for the
Prison Service
16. The Process Project16
16www.businesschange.academy
Business objective and strategy
Redesign the
business process
Model the current
situation
Implement the
process changes
Document the
business enterprise
Analyse the
business process
Organisational
Model
As-Is Process
Models
Process Analysis
Worksheets
To-Be Process
Models
Operationalised
processes
• PESTLE analysis
• 5 Forces analysis
• Stakeholder
analysis
• Value chain analysis
• Value proposition
• Organisational
modelling
• Business event
analysis
• Business activity
Modelling
• Swimlane diagram
• OPOPOT check
• Business rules
analysis
• As-is analysis
• Task analysis
worksheet
• Activity diagram
• Human
performance
analysis worksheet
• Performance
analysis
• Performance
analysis
• Process
measurement
• Value proposition
• Customer analysis
• Redesign strategies
• Redesign patterns
• Improvement
approaches
• Swimlane diagrams
• Task worksheets
• POPIT
• Impact analysis
• Risk analysis
• Organisational
design
• Job modelling
• Stakeholder
analysis
• Force-field analysis
• Use case diagram
• Benefits
confirmation
OutputInput
17. www.businesschange.academy 17
Document the business enterprise17
Value proposition
Q. Let’s analyse a
variety of popular
shoe brands
Functionality Price Quality Choice Availability
RelationshipImage
Influenced by organisation
Influenced by product / service attributes
18. Customer perspective Adds value to the customer, including less obvious customers
Simplify the process Streamline, remove redundancy, check for bottlenecks and loops
Automation Examine the tasks and consider how they could be carried out by IT
Manage the process Communication failures, handoffs and goals, management issues
Manage the staff Skills, education, resourcing, motivation, reward, enriching
Refine the process Self service, flexibility, challenge rules, benchmark, service levels
Reengineering Start with a blank sheet and focus on the goals
www.businesschange.academy 18
Redesign the business process18
Improvement
approaches
Q. Let’s reimagine
applying for an ID at
Home Affairs
19. The IT Project19
19www.businesschange.academy
Business objective and strategy
Validate the
requirements
Document the
requirements
Deliver the
requirements
Elicit the
requirements
Analyse the
requirements
Requirements List Requirements
Catalogue
System models
Packaged
Requirements
Implemented
requirements
• Interview
• Workshop
• Observation
• Document analysis
• Activity sampling
• Focus group
• Record searching
• Survey
• Special purpose
record
• Scenario Analysis
• Prototype
• Requirements list /
catalogue
• Context diagram
• User stories
• Use Case Diagram
• Use Case Narrative
(Discovered/brief)
• Class Diagram
• State Transition
Diagram
• Business
• Traceability analysis
• Business / System
Use Case
(Narrative/Fully
dressed)
• Class diagram
• State charts
• Organisation and
categorisation
• Necessity and
feasibility checking
• Quality criteria
• MoSCoW
• Requirement / use
case matrix
• CRUD
• Formal reviews
• Informal reviews
• Prototyping
• Confirmations
• Acceptance criteria
• Requirements
filters
• Positional/principle
d negotiation
• Package selection
• Gap analysis
• POPIT risk/impact
• User acceptance
tests
• Standard operating
procedures
• Change control /
collaboration
• Benefits
confirmation
• Lesson learned
OutputInput
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External business environment analysis20
Use Case Diagram
Q. Let’s model the
functions of an bank
ATM
Order Processing System
Record order
Sales
Clerk
System boundary
Use case
Communication or
association
Actor
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External business environment analysis21
Use case name The name of the function (noun verb)
Primary actor(s) The person that interacts with the system
Preconditions What must be true at the outset of the use case
Trigger/event The event or condition that causes the use case to start
Success guarantee Things that are true at the conclusion of the use case sequence
Main success scenario The sequence of user and system interactions and related behaviour
Alternate flows (or exceptions) Variations when the sequence doesn’t follow the ‘happy path’
Use Case Narrative
Q. Let’s document
making an ATM
withdrawal
22. Project and technique stacking22
www.businesschange.academy
Explore the
business gap
Analyse the
stakeholders’ views
Recommend the
business solution
Investigate the
business situation
Conceptualise the
business activities
Redesign the
business process
Model the existing
processes
Implement the
process changes
Document the
business enterprise
Analyse the
business process
Validate the
Requirements
Document the
requirements
Deliver the
Requirements
Elicit the
requirements
Analyse the
requirements
22