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Joint Analysis Design
…groups making strategic decisions together
May, 2012
A BUSINESS STRATEGY SERIES case study
…collaborative workgroups that cultivate a common
understanding of the issues and buy-in across constituents
www.axistechnologyllc.com Boston | Dallas | Charlotte | New York
Led by experienced Axis JAD practitioners, sessions provided successful gathering of cross-
functional information and requirements. Axis practitioners identified gaps and
interdependencies that the client had not before considered, providing mutual consensus
reached by both IT and the business. The outcome of the JAD workshops provided the basis for
the client to make cost effective decisions of how to move forward in enhancing their global
reporting systems.
In Closing
Introduction
System and business managers possessed
tremendous subject knowledge, but
communication across the groups was not
resulting in mutual decisions or requirements.
Cultivating ownership and buy-in across the
groups remained a challenge, despite the
organization’s commitment to the globalization
effort, and despite the benefits they would all
realize from decisive team action.
The Axis team facilitated information gathering
sessions to explore trading system delivery of
timely global report processing. Subject matter
experts were interviewed to understand their
requirements and to ensure the process from
their respective areas were understood. Workshops brought together subject matter experts from the business and IT to
collectively review issues and make decisions in order to move forward.
Findings from the different groups evolved into
collaborative workgroups that cultivated ownership
and buy-in across the different groups that
resulted in focusing on critical issues that needed
solving. Interdependencies surfaced that had not
surfaced in prior scoping discussions. Workshops
with the participants provided a forum to discuss
research from individual interviews and analysis
from the workgroup meetings.
Requirements were confirmed and in some cases
eliminated, and a prioritized approach was put in
place.
Portfolio Managers need up to date holding information to make decisions. With a centralized
investment management system that runs batch processing based on the US market open and
close, non-US Portfolio Managers invariably receive market data after the start of some their
local markets. Although the reporting information was available the systems weren’t originally
developed to prioritize differentiate reporting requirements by locale and market time zone
sensitive securities. The key questions that needed to be resolved across the groups included:
(1) How and when does information flow (both batch and real time), (2) what are the
globalization requirements and gaps and (3) how do we prioritize the work. Both IT and the
business needed a reduction in system development time and improved system quality in order
to succeed. Axis partnered with the client, facilitating a joint venture among participants to make
key decisions affecting multiple areas of the organization.

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Joint Analysis Design

  • 1. Joint Analysis Design …groups making strategic decisions together May, 2012 A BUSINESS STRATEGY SERIES case study …collaborative workgroups that cultivate a common understanding of the issues and buy-in across constituents www.axistechnologyllc.com Boston | Dallas | Charlotte | New York Led by experienced Axis JAD practitioners, sessions provided successful gathering of cross- functional information and requirements. Axis practitioners identified gaps and interdependencies that the client had not before considered, providing mutual consensus reached by both IT and the business. The outcome of the JAD workshops provided the basis for the client to make cost effective decisions of how to move forward in enhancing their global reporting systems. In Closing Introduction System and business managers possessed tremendous subject knowledge, but communication across the groups was not resulting in mutual decisions or requirements. Cultivating ownership and buy-in across the groups remained a challenge, despite the organization’s commitment to the globalization effort, and despite the benefits they would all realize from decisive team action. The Axis team facilitated information gathering sessions to explore trading system delivery of timely global report processing. Subject matter experts were interviewed to understand their requirements and to ensure the process from their respective areas were understood. Workshops brought together subject matter experts from the business and IT to collectively review issues and make decisions in order to move forward. Findings from the different groups evolved into collaborative workgroups that cultivated ownership and buy-in across the different groups that resulted in focusing on critical issues that needed solving. Interdependencies surfaced that had not surfaced in prior scoping discussions. Workshops with the participants provided a forum to discuss research from individual interviews and analysis from the workgroup meetings. Requirements were confirmed and in some cases eliminated, and a prioritized approach was put in place. Portfolio Managers need up to date holding information to make decisions. With a centralized investment management system that runs batch processing based on the US market open and close, non-US Portfolio Managers invariably receive market data after the start of some their local markets. Although the reporting information was available the systems weren’t originally developed to prioritize differentiate reporting requirements by locale and market time zone sensitive securities. The key questions that needed to be resolved across the groups included: (1) How and when does information flow (both batch and real time), (2) what are the globalization requirements and gaps and (3) how do we prioritize the work. Both IT and the business needed a reduction in system development time and improved system quality in order to succeed. Axis partnered with the client, facilitating a joint venture among participants to make key decisions affecting multiple areas of the organization.