The document discusses preparing for requirements elicitation and collaboration. It covers the key elements to consider which include understanding the scope of elicitation, selecting elicitation techniques, setting up logistics, securing supporting materials, and preparing stakeholders. An example is provided of preparing for an elicitation session with prison wardens to understand the problems faced in managing offender records. The document emphasizes thoroughly planning elicitation activities and selecting techniques appropriate for the stakeholders, goals, and circumstances.
Needs assessments can be applied to a variety of functions in the construction firm—from figuring
out what kind of technology the company requires to a service that could open your business up
to work in new construction markets to assessing an employee’s performance and what training
he could benefit from. Once you’ve decided that it’s time to conduct a needs analysis, you will be
working to determine exactly what your company has to do to drive improvements in its operations.
Learn more at the http://na.sage.com/sage-construction-and-real-estate
This document discusses project planning and feasibility studies. It provides details on the importance of project planning, the basic components of a project plan, and the project planning process which involves 20 steps such as developing the project management plan, collecting requirements, defining the scope, and planning risk management. It also discusses what a feasibility study entails, including examining the market, organizational/technical, and financial aspects of a proposed project to determine its viability before significant resources are invested. A feasibility study aims to identify any issues that could prevent a project from being successful in the marketplace.
The document provides information about developing an operational plan, including defining key components of an operational plan, the strategic planning process, consultation processes, developing performance indicators, contingency planning, developing proposals, and monitoring and reviewing operational performance. The summary is as follows:
1) An operational plan defines the specific actions and resources needed to achieve organizational objectives and supports the strategic plan. It includes goals, procedures, budgets, and performance targets.
2) Developing an effective operational plan requires researching resource needs, consulting relevant stakeholders, and establishing key performance indicators and contingency plans.
3) Monitoring operational performance involves analyzing financial data, identifying underperformance, and recommending solutions through mentoring, coaching, and negotiating recommended changes.
Your Challenge
Companies are approving more projects than they can deliver. Most organizations say they have too many projects on the go and an unmanageable and ever-growing backlog of things to get to.
While organizations want to achieve a high throughput of approved projects, many are unable or unwilling to allocate an appropriate level of IT resourcing to adequately match the number of approved initiatives.
Portfolio management practices must find a way to accommodate stakeholder needs without sacrificing the portfolio to low-value initiatives that do not align with business goals.
Our Advice
Critical Insight
Failure to align projects with strategic goals and resource capacity are the most common causes of portfolio waste across organizations. Intake, approval, and prioritization represent the best opportunities to ensure this alignment.
More time spent with stakeholders during the ideation phase to help set realistic expectations for stakeholders and enhance visibility into IT’s capacity and processes is key to both project and organizational success.
Too much intake red tape will lead to an underground economy of projects that escape portfolio oversight, while too little intake formality will lead to a wild west of approvals that could overwhelm the PMO. Finding the right balance of intake formality for your organization is the key to establishing a PMO that has the ability to focus on the right things.
Impact and Result
Eliminate off-the-grid initiatives by establishing a centralized intake process that funnels requests into a single channel.
Improve the throughput of projects through the portfolio by incorporating the constraint of resource capacity to cap the amount of project approvals to that which is realistic.
Silence squeaky wheels and overbearing stakeholders by establishing a progressive approval and prioritization process that gives primacy to the highest value requests.
Project development and implementation for strategic managersBhavi Bhatia
This document outlines tasks and guidelines for developing a new product or service for an organization. It discusses choosing an organization, developing a business case and plan, and identifying costs and resources required. It emphasizes understanding customers, strong product management, identifying the best ideas, proper project management, and support for customization as crucial factors for success. It also discusses evaluating staff training costs, qualitative and quantitative data collection methods, and setting up effective data collection programs.
This document provides an overview of Project Management Deliverable 4D, which is to develop a project management plan. It lists the primary and secondary tools used, including developing a communication plan, creating a project schedule in Excel or MS Project, establishing team consensus, and facilitating effective meetings. The goals are to identify team members, interface with stakeholders, and develop a project plan with milestones and timelines to effectively manage the project.
This document provides an overview of Project Management Deliverable 4D, which is to develop a project management plan. It lists the primary and secondary tools used, including developing a communication plan, creating a project schedule in Excel or MS Project, establishing team consensus, and facilitating effective meetings. The goals are to identify team members, interface with stakeholders, and develop a project plan with milestones and timelines to effectively manage the project.
The Business Analysis Planning and Monitoring knowledge area describes the process of how a business analyst determines which activities will be needed to complete the business analysis effort.
Needs assessments can be applied to a variety of functions in the construction firm—from figuring
out what kind of technology the company requires to a service that could open your business up
to work in new construction markets to assessing an employee’s performance and what training
he could benefit from. Once you’ve decided that it’s time to conduct a needs analysis, you will be
working to determine exactly what your company has to do to drive improvements in its operations.
Learn more at the http://na.sage.com/sage-construction-and-real-estate
This document discusses project planning and feasibility studies. It provides details on the importance of project planning, the basic components of a project plan, and the project planning process which involves 20 steps such as developing the project management plan, collecting requirements, defining the scope, and planning risk management. It also discusses what a feasibility study entails, including examining the market, organizational/technical, and financial aspects of a proposed project to determine its viability before significant resources are invested. A feasibility study aims to identify any issues that could prevent a project from being successful in the marketplace.
The document provides information about developing an operational plan, including defining key components of an operational plan, the strategic planning process, consultation processes, developing performance indicators, contingency planning, developing proposals, and monitoring and reviewing operational performance. The summary is as follows:
1) An operational plan defines the specific actions and resources needed to achieve organizational objectives and supports the strategic plan. It includes goals, procedures, budgets, and performance targets.
2) Developing an effective operational plan requires researching resource needs, consulting relevant stakeholders, and establishing key performance indicators and contingency plans.
3) Monitoring operational performance involves analyzing financial data, identifying underperformance, and recommending solutions through mentoring, coaching, and negotiating recommended changes.
Your Challenge
Companies are approving more projects than they can deliver. Most organizations say they have too many projects on the go and an unmanageable and ever-growing backlog of things to get to.
While organizations want to achieve a high throughput of approved projects, many are unable or unwilling to allocate an appropriate level of IT resourcing to adequately match the number of approved initiatives.
Portfolio management practices must find a way to accommodate stakeholder needs without sacrificing the portfolio to low-value initiatives that do not align with business goals.
Our Advice
Critical Insight
Failure to align projects with strategic goals and resource capacity are the most common causes of portfolio waste across organizations. Intake, approval, and prioritization represent the best opportunities to ensure this alignment.
More time spent with stakeholders during the ideation phase to help set realistic expectations for stakeholders and enhance visibility into IT’s capacity and processes is key to both project and organizational success.
Too much intake red tape will lead to an underground economy of projects that escape portfolio oversight, while too little intake formality will lead to a wild west of approvals that could overwhelm the PMO. Finding the right balance of intake formality for your organization is the key to establishing a PMO that has the ability to focus on the right things.
Impact and Result
Eliminate off-the-grid initiatives by establishing a centralized intake process that funnels requests into a single channel.
Improve the throughput of projects through the portfolio by incorporating the constraint of resource capacity to cap the amount of project approvals to that which is realistic.
Silence squeaky wheels and overbearing stakeholders by establishing a progressive approval and prioritization process that gives primacy to the highest value requests.
Project development and implementation for strategic managersBhavi Bhatia
This document outlines tasks and guidelines for developing a new product or service for an organization. It discusses choosing an organization, developing a business case and plan, and identifying costs and resources required. It emphasizes understanding customers, strong product management, identifying the best ideas, proper project management, and support for customization as crucial factors for success. It also discusses evaluating staff training costs, qualitative and quantitative data collection methods, and setting up effective data collection programs.
This document provides an overview of Project Management Deliverable 4D, which is to develop a project management plan. It lists the primary and secondary tools used, including developing a communication plan, creating a project schedule in Excel or MS Project, establishing team consensus, and facilitating effective meetings. The goals are to identify team members, interface with stakeholders, and develop a project plan with milestones and timelines to effectively manage the project.
This document provides an overview of Project Management Deliverable 4D, which is to develop a project management plan. It lists the primary and secondary tools used, including developing a communication plan, creating a project schedule in Excel or MS Project, establishing team consensus, and facilitating effective meetings. The goals are to identify team members, interface with stakeholders, and develop a project plan with milestones and timelines to effectively manage the project.
The Business Analysis Planning and Monitoring knowledge area describes the process of how a business analyst determines which activities will be needed to complete the business analysis effort.
The document provides guidance on planning an audit engagement. It discusses why planning is important and outlines the key stages and considerations in planning an engagement. Planning helps ensure success, a comprehensive outcome, availability of resources, and better management of expectations. The stages of planning discussed are: prepare, objectives, scope, resources, program of work, input/oversight/review. Planning is an iterative process that involves understanding the audit context, objectives, scope, resources needed, and program of work.
MT460 Unit 10 AssignmentIn this Assignment, you will culminate o.docxgemaherd
MT460 Unit 10 Assignment
In this Assignment, you will culminate one course outcome based on the development of an implementation plan for your organizational strategy:
MT460-5: Design a plan to implement a business strategy throughout an organization.
Designing and developing a business report has become an essential skill for professionals to master. In this Assignment, your business report will contain a company analysis of resources to aid in the implementation and execution of strategy. Your research, organization, planning, and critical thinking abilities will be critical in the development of your business report and execution of the Assignment requirements.
Strategists must master the art and science of decision-making. In this Assignment, you are given three options to choose from in order to analyze and develop your business report:
· Option 1: To complete this Assignment, you may choose to analyze one of the following case studies from your textbook: Case Study 3, Case Study 25, or Case Study 26. You can find a list of videos that may accompany your chosen case study in the supplemental resources spreadsheet.
· Option 2: You may choose an award winning company from the Baldrige Performance Excellence Program website to study. You will evaluate the “Award Application Summary” of your chosen award winning company as a business case.
· Option 3: You may also choose to analyze your current employer instead of the business case studies based on the criteria below. You must have access to study all topics listed below. If you do not have access to the necessary information in your company, you must choose a case study or a Baldrige award-winning company as indicated above. Please seek approval from your professor if you wish to conduct this analysis based on your employer to ensure you are able to cover all requirements sufficiently.
You will find the following resource to be a helpful guide in the analysis of your chosen case study: Guide to Case Analysis.
Step 1: Explore the templates within MS Word that can be used to develop your Assignment (search for business report templates). You may choose to design your own business report without a template if you wish. Additional business report templates can be found in the supplemental resources spreadsheet to aid you in the design elements of this project. Use desktop publishing skills to professionally design your business report.
Step 2: Provide a brief synopsis of the company from your chosen case study or your employer (if approved by your professor). Include the company name, industry sector, products, target market, and any other pertinent background information.
Step 3: Identify and explain at least three of the company’s strategic priorities as indicated in business documentation. If none exist, you must create them by analyzing the business situation and using strategic management and leadership abilities.
· Write a broad statement of what is to be accomplished in relation to each.
MT460 Unit 10 AssignmentIn this Assignment, you will culminate o.docxroushhsiu
This document outlines an assignment for an organizational strategy implementation plan. It provides 8 steps for students to follow to design an implementation plan for a case study company or their employer. The steps include analyzing the company's strategic priorities, resource allocation, value chain activities, information systems, culture, and composing policies. Students are to write a business report analyzing these aspects of the company and how they enable strategy execution. The assignment will evaluate students' ability to apply strategic management and leadership concepts to develop an effective implementation plan.
BSBMGT517 Manage operational planPart C– Project Managing an op.docxAASTHA76
BSBMGT517 Manage operational plan
Part C– Project: Managing an operational plan at work
Purpose - You will demonstrate your skills and knowledge by completing a project in your workplace.
Task overview and instructions to the candidate-
Using a proposed operational activity or business plan item from your workplace, complete these tasks.
1. Undertake some research to determine the resources that will be required to manage and implement this item as an operational plan. Your research should be presented as a report and based around a series of research questions that need to be addressed in order to set up the operational plan. Your report on this item should list each of your research questions, your sources and your findings. It is important that your questions address relevant items in your organisation’s mission statement and its business plan objectives.
2. Convert your research and analysis into a detailed operational plan.
3. Prepare a detailed consultation plan that will outline the processes and people who will need to be consulted for this operational plan.
4. Establish a set of key performance indicators (KPIs) that will assist in monitoring the implementation of the operational plan.
5. Prepare contingency plans for three possible risks that could occur during the implementation of the operational plan.
6. Prepare a briefing document on the operational plan to present to senior managers. The briefing document should contain the following: •Recommendations of preferred options with supporting arguments •Reference to the sources of specialist advice that contributed to these recommendations •Recommendations of processes to use in the operational plan that align with other policies and procedures of your organisation
7.Prepare a short briefing document that outlines the intellectual property issues that may be associated with the implementation of the operational plan.
8. Prepare a briefing document for work teams that explains your operational plan and outlines how it will be implemented in the set time line. The briefing document also needs to: •outline the aspects of the operational plan that will need to be implemented for a specific work group •if applicable, include a strategy to utilise existing staff once the operational plan has been implemented •contain a WHS risk assessment and legislative review of the issues associated with implementing the operational plan
9. Use the KPIs developed in task 4 to develop a monitoring process for the implementation of the operational plan. The monitoring process should include the following: •A breakdown of the overall plan into tasks •Time lines and responsibilities assigned for each task •A budget allocation to appropriate tasks •A mechanism to quantitatively analyse the level of completion of each task
10. Prepare a budget for the operational plan.
11. Use the monitoring process from task 9 to prepare a review of the operational plan’s implementation progress at a particular point of time. Thi ...
Nine keys to successful delegation in Project Managementmrinalsingh385
The document discusses the benefits of using an IT methodology for project management. It states that an IT methodology provides:
1) A repeatable organizational process for developing and supporting products and applications consistently and on time/budget.
2) Consistency in delivering applications through established roles, responsibilities, plans, and deliverables.
3) Optimized communication across project stakeholders, business users, and IT teams through clear understanding of the project methodology.
4) Mechanisms for senior management to govern IT resources and prioritize applications based on business needs.
This document discusses various aspects of project planning and management, including:
1) The key components that define a project are its specific scope, schedule, and required resources.
2) There are four main stages to elaborating a project: starting, organizing, carrying out work, and closing.
3) Project management involves initiating, planning, executing, monitoring/controlling, and closing processes.
4) A project scope statement should clarify the justification, objectives, product description, acceptance criteria, constraints, and assumptions for a project.
The document discusses various business analysis methodologies and techniques used by business analysts. It describes qualitative techniques like interviewing, workshops, brainstorming and observation that are used to investigate situations and discover facts and opinions. Quantitative techniques discussed include questionnaires, activity sampling, special purpose records and document analysis for gathering numeric data. The roles of a business analyst are also summarized as investigating ideas and problems, formulating options, and producing recommendations.
What is business analysis?
Who is a business analyst?
Business analyst skills
Business analyst job titles
Business analyst is a business doctor
Business analyst versus business consultant
Business analysis knowledge areas:
Enterprise analysis
Business analysis planning and monitoring
Elicitation
Requirement Management and Communication
Requirement analysis
Solution assessment and validation
Most popular business analysis techniques:
MOST
Business Process Modelling (BPM)
PESTLE
SWOT
MoSCoW
CATWOE
THE 5 WHYS (ROOT CAUSE ANALYSIS)
6 THINKING HATS
MIND MAPPING
PORTER’S 5 FORCES
MeTA MSP workshop: The Generic Multi Stakeholder Process ModelMeTApresents
The document outlines a generic model for multi-stakeholder processes with 4 phases: 1) initiating, 2) adaptive planning, 3) collaborative action, and 4) reflexive monitoring. Each phase contains key steps and considerations for establishing an effective multi-stakeholder process, including clarifying goals, analyzing stakeholders and issues, developing shared visions and strategies, implementing plans of action, and continuously learning and adapting through monitoring and evaluation. The model emphasizes building understanding between stakeholders, strategic decision-making, maintaining commitment through communication and acknowledgment, and creating a culture of learning from both successes and failures.
Chapter 7 Management Concultancy by CabreraKriza Matro
The document discusses the stages of a management consulting engagement including negotiating the engagement, engagement planning, conducting the assignment, and evaluating the engagement. It describes the basic contents and purposes of an engagement plan, proposal letter, and work plan. It also discusses problem identification, data gathering techniques, data analysis approaches, solution development, implementation, and follow-up evaluation.
The document provides guidance on preparing marketing research reports and presentations, including how to organize written reports, prepare oral presentations, and address common problems in marketing research such as survey errors and mistaking correlation for causation. It also discusses key elements of research proposals such as the introduction, problem statement, objectives, literature review, and methodology.
The document discusses top 10 reasons why projects fail and ways to improve project success. It lists the top 10 reasons as: 1) Insufficient planning, 2) Inadequate requirements gathering, 3) Unreliable estimates/unrealistic timelines, 4) Unmanaged scope, 5) Human resource issues, 6) Poor communication/stakeholder management, 7) No or insufficient risk management, 8) Inadequate test planning and testing, 9) Insufficient monitoring and controlling activities, and 10) Poor quality project management. For each reason, it provides details on what constitutes the problem and recommendations for improving project outcomes.
A pre study for selecting a supplier relationship management toolAlaa Karam
The architecture point of view is dominating in this pre-study. According to the Business Architect, the main tasks of a Business/IT architect is to provide a cost efficient and accurate solution that is according to the business requirements and aligned with the business and IT strategies and constraints.
chapter 3, Business planning for entrepreneurship.pptxsadiqfarhan2
This document provides an outline and explanation of key components for a business plan, including:
1) An executive summary that summarizes the complete business plan in 2-3 pages.
2) An industry analysis section that examines industry outlook, trends, competitors, market segmentation, and forecasts.
3) Details on the company, including its mission, ownership, management team, and location/facilities.
4) A marketing plan section covering the customer, competition, product/service details, and marketing strategies.
5) Financial projections like income statements, balance sheets, cash flow statements, and break-even analysis.
The document emphasizes that a business plan should clearly and concisely communicate the business concept,
MBA 705 Final Project Guidelines and Rubric Overview .docxalfredacavx97
MBA 705 Final Project Guidelines and Rubric
Overview
For the capstone assessment, you will create a business implementation plan and audiovisual presentation for the product, service, or idea you have been
developing throughout your MBA coursework. You will be assessed through two artifacts. The first will be a business implementation plan, detailing the concept
and proposed implementation for potential investors or senior managers. The second artifact will be an audiovisual presentation designed to pitch the concept
(including implementation) to the same audience.
To effectively respond to the demands of a rapidly evolving business environment, today’s business managers need to possess a solid grounding in the theory,
best practices, and approaches that drive internal decision-making as well as the various external factors that can impact business choices. Perhaps no function
encompasses as many of these critical skills as ushering a new business idea, product, or service from initial conception to implementation. Throughout your
MBA coursework, you have been working to develop a business concept (product, service, or idea), considering the different elements that impact decision
making and creating a business plan for moving the concept forward successfully. As the final step in your journey toward your Master of Business Administration
degree, your capstone will bring all that work to the doorstep of implementation through the creation of a business implementation plan and an audiovisual
presentation designed to present the idea to potential investors or senior managers. You will integrate the knowledge and skills you have developed in previous
coursework and over the duration of the term with the goal of having a “ready to launch” project that you can present to an employer or potential financial
backer moving forward.
The capstone project is composed of two components. The first is a business implementation plan detailing your concept and its proposed implementation for
potential investors or senior managers. This plan should show potential supporters that you have done your homework and assure them that you have covered
all the details necessary to ensure that their money and/or time will be well invested. The second component, an audiovisual presentation (such as a webcam
recording or PowerPoint presentation with audio), will allow you to design and practice your “pitch.” In it, you will briefly present the key features of your
concept (including implementation) with an eye toward convincing busy business executives and potential investors to support your idea. Because many MBA
programs end with the creation of a business plan, your ability to take the next step in planning for implementation will give you an important advantage both in
gaining support for your project and in showcasing your ability to think through all phases of a project.
Evaluation of Capstone
This capstone will be assessed somewhat .
Pearson HND BTEC Level 5 HNDManaging a Successful Business Pr.docxAASTHA76
Pearson HND BTEC Level 5 HND
Managing a Successful Business Project (MSBP)
LO 1
[email protected]
Managing a Successful Business Project
Learning Outcomes
By the end of this module you will be able to:
Establish project aims, objectives and timeframes based on the chosen theme.
Conduct small-scale research, information gathering and data collection to generate knowledge to support your project.
Present your project and communicate appropriate recommendations based on meaningful conclusions drawn from the evidence findings and/or analysis.
Reflect on the value you have gained from conducting a project and its usefulness to support sustainable organisational performance.
LO1 : Establish project aims, objectives and timeframes based on the chosen theme.
P1 - Devise project aims and objectives for a chosen scenario.
P2 - Produce a project management plan that covers aspects of cost, scope, time, quality, communication, risk and resources.
P3 - Produce a work breakdown structure and a Gantt Chart to provide timeframes and stages for completion.
What is project management and what does it involve?
What is project management and what does it involve?
Most firms day to day operations serve customers through a network of inter connecting business processes, as business volumes change, the loading on these processes can increase or decrease (Nokes et. al. 2003) and there is often a need for some adaption in each process.
There may be a cumulative effect of many adaptions just to change of one of the processes, and as markets are subject to rapid change firms cannot afford to wait for gradual adaptions to take effect, therefore projects are required to provide a structure for making changes at a faster rate.
Nokes et al suggests that “ as markets increase and product cycles shorten the importance of projects will increase”. Projects are required to replace old and inefficient ways of doing things to methods better suited to modern market conditions.
Projects and the management of projects may be needed to tackle new problems.
Benefit of using case studies
In the aftermath of a series of acquisitions and mergers, a large financial services firm found itself attempting to operate with nearly seven hundred job titles for many similar positions due to the continued use of multiple legacy HR systems. The organization wanted to develop and implement a common set of job families and titles that could be used across the entire organization. Realizing the complexity of the task as well as a lack of internal expertise, they decided to seek external resources to carry out the work (Kaplan & Norton, 1996).
In order to begin developing a general overview of the project’s scope and cost, it is often helpful to collect information about how others have approached the same issue. This can be done through informal benchmarking efforts, consulting with colleagues.
An Assignment On Planing & Organizing (Principles Of Management)Robin Bepary
This document provides information about planning and organizing. It discusses the planning process, which includes evaluating goals, identifying resources, establishing tasks, prioritizing goals and tasks, creating timelines and assignments, establishing evaluation methods, and identifying alternative courses of action. It also discusses organizing, including defining specialization and division of work, orientation towards goals, continuity, and departmentalization approaches. Key elements of organizing discussed are authority, responsibility, accountability, span of management, and improving organizational structures.
Workinlot Intrapreneur in Residence as a ServiceAtilla Erel
Workinlot manages the innovation workload of corporations. Manages the interaction between corporate innovation assets. While doing these, ensure there is no extra workload for the business units. For more information about the service please contact hello@workinlot.com
This document provides information on developing a business plan and conducting a feasibility study. It discusses that a business plan is a formal statement of business goals and a plan to reach those goals. It also describes the different types of business plans and what they typically focus on. The document then outlines the key components that should be included in a business plan, such as an executive summary, project background, management details, production information, financial projections, and an implementation timeline. Finally, it explains that a feasibility study is important to reduce risks and should address factors like market demand, competitors, production needs, and projected costs and profits before committing to a business plan.
The document provides guidance on planning an audit engagement. It discusses why planning is important and outlines the key stages and considerations in planning an engagement. Planning helps ensure success, a comprehensive outcome, availability of resources, and better management of expectations. The stages of planning discussed are: prepare, objectives, scope, resources, program of work, input/oversight/review. Planning is an iterative process that involves understanding the audit context, objectives, scope, resources needed, and program of work.
MT460 Unit 10 AssignmentIn this Assignment, you will culminate o.docxgemaherd
MT460 Unit 10 Assignment
In this Assignment, you will culminate one course outcome based on the development of an implementation plan for your organizational strategy:
MT460-5: Design a plan to implement a business strategy throughout an organization.
Designing and developing a business report has become an essential skill for professionals to master. In this Assignment, your business report will contain a company analysis of resources to aid in the implementation and execution of strategy. Your research, organization, planning, and critical thinking abilities will be critical in the development of your business report and execution of the Assignment requirements.
Strategists must master the art and science of decision-making. In this Assignment, you are given three options to choose from in order to analyze and develop your business report:
· Option 1: To complete this Assignment, you may choose to analyze one of the following case studies from your textbook: Case Study 3, Case Study 25, or Case Study 26. You can find a list of videos that may accompany your chosen case study in the supplemental resources spreadsheet.
· Option 2: You may choose an award winning company from the Baldrige Performance Excellence Program website to study. You will evaluate the “Award Application Summary” of your chosen award winning company as a business case.
· Option 3: You may also choose to analyze your current employer instead of the business case studies based on the criteria below. You must have access to study all topics listed below. If you do not have access to the necessary information in your company, you must choose a case study or a Baldrige award-winning company as indicated above. Please seek approval from your professor if you wish to conduct this analysis based on your employer to ensure you are able to cover all requirements sufficiently.
You will find the following resource to be a helpful guide in the analysis of your chosen case study: Guide to Case Analysis.
Step 1: Explore the templates within MS Word that can be used to develop your Assignment (search for business report templates). You may choose to design your own business report without a template if you wish. Additional business report templates can be found in the supplemental resources spreadsheet to aid you in the design elements of this project. Use desktop publishing skills to professionally design your business report.
Step 2: Provide a brief synopsis of the company from your chosen case study or your employer (if approved by your professor). Include the company name, industry sector, products, target market, and any other pertinent background information.
Step 3: Identify and explain at least three of the company’s strategic priorities as indicated in business documentation. If none exist, you must create them by analyzing the business situation and using strategic management and leadership abilities.
· Write a broad statement of what is to be accomplished in relation to each.
MT460 Unit 10 AssignmentIn this Assignment, you will culminate o.docxroushhsiu
This document outlines an assignment for an organizational strategy implementation plan. It provides 8 steps for students to follow to design an implementation plan for a case study company or their employer. The steps include analyzing the company's strategic priorities, resource allocation, value chain activities, information systems, culture, and composing policies. Students are to write a business report analyzing these aspects of the company and how they enable strategy execution. The assignment will evaluate students' ability to apply strategic management and leadership concepts to develop an effective implementation plan.
BSBMGT517 Manage operational planPart C– Project Managing an op.docxAASTHA76
BSBMGT517 Manage operational plan
Part C– Project: Managing an operational plan at work
Purpose - You will demonstrate your skills and knowledge by completing a project in your workplace.
Task overview and instructions to the candidate-
Using a proposed operational activity or business plan item from your workplace, complete these tasks.
1. Undertake some research to determine the resources that will be required to manage and implement this item as an operational plan. Your research should be presented as a report and based around a series of research questions that need to be addressed in order to set up the operational plan. Your report on this item should list each of your research questions, your sources and your findings. It is important that your questions address relevant items in your organisation’s mission statement and its business plan objectives.
2. Convert your research and analysis into a detailed operational plan.
3. Prepare a detailed consultation plan that will outline the processes and people who will need to be consulted for this operational plan.
4. Establish a set of key performance indicators (KPIs) that will assist in monitoring the implementation of the operational plan.
5. Prepare contingency plans for three possible risks that could occur during the implementation of the operational plan.
6. Prepare a briefing document on the operational plan to present to senior managers. The briefing document should contain the following: •Recommendations of preferred options with supporting arguments •Reference to the sources of specialist advice that contributed to these recommendations •Recommendations of processes to use in the operational plan that align with other policies and procedures of your organisation
7.Prepare a short briefing document that outlines the intellectual property issues that may be associated with the implementation of the operational plan.
8. Prepare a briefing document for work teams that explains your operational plan and outlines how it will be implemented in the set time line. The briefing document also needs to: •outline the aspects of the operational plan that will need to be implemented for a specific work group •if applicable, include a strategy to utilise existing staff once the operational plan has been implemented •contain a WHS risk assessment and legislative review of the issues associated with implementing the operational plan
9. Use the KPIs developed in task 4 to develop a monitoring process for the implementation of the operational plan. The monitoring process should include the following: •A breakdown of the overall plan into tasks •Time lines and responsibilities assigned for each task •A budget allocation to appropriate tasks •A mechanism to quantitatively analyse the level of completion of each task
10. Prepare a budget for the operational plan.
11. Use the monitoring process from task 9 to prepare a review of the operational plan’s implementation progress at a particular point of time. Thi ...
Nine keys to successful delegation in Project Managementmrinalsingh385
The document discusses the benefits of using an IT methodology for project management. It states that an IT methodology provides:
1) A repeatable organizational process for developing and supporting products and applications consistently and on time/budget.
2) Consistency in delivering applications through established roles, responsibilities, plans, and deliverables.
3) Optimized communication across project stakeholders, business users, and IT teams through clear understanding of the project methodology.
4) Mechanisms for senior management to govern IT resources and prioritize applications based on business needs.
This document discusses various aspects of project planning and management, including:
1) The key components that define a project are its specific scope, schedule, and required resources.
2) There are four main stages to elaborating a project: starting, organizing, carrying out work, and closing.
3) Project management involves initiating, planning, executing, monitoring/controlling, and closing processes.
4) A project scope statement should clarify the justification, objectives, product description, acceptance criteria, constraints, and assumptions for a project.
The document discusses various business analysis methodologies and techniques used by business analysts. It describes qualitative techniques like interviewing, workshops, brainstorming and observation that are used to investigate situations and discover facts and opinions. Quantitative techniques discussed include questionnaires, activity sampling, special purpose records and document analysis for gathering numeric data. The roles of a business analyst are also summarized as investigating ideas and problems, formulating options, and producing recommendations.
What is business analysis?
Who is a business analyst?
Business analyst skills
Business analyst job titles
Business analyst is a business doctor
Business analyst versus business consultant
Business analysis knowledge areas:
Enterprise analysis
Business analysis planning and monitoring
Elicitation
Requirement Management and Communication
Requirement analysis
Solution assessment and validation
Most popular business analysis techniques:
MOST
Business Process Modelling (BPM)
PESTLE
SWOT
MoSCoW
CATWOE
THE 5 WHYS (ROOT CAUSE ANALYSIS)
6 THINKING HATS
MIND MAPPING
PORTER’S 5 FORCES
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This document provides an outline and explanation of key components for a business plan, including:
1) An executive summary that summarizes the complete business plan in 2-3 pages.
2) An industry analysis section that examines industry outlook, trends, competitors, market segmentation, and forecasts.
3) Details on the company, including its mission, ownership, management team, and location/facilities.
4) A marketing plan section covering the customer, competition, product/service details, and marketing strategies.
5) Financial projections like income statements, balance sheets, cash flow statements, and break-even analysis.
The document emphasizes that a business plan should clearly and concisely communicate the business concept,
MBA 705 Final Project Guidelines and Rubric Overview .docxalfredacavx97
MBA 705 Final Project Guidelines and Rubric
Overview
For the capstone assessment, you will create a business implementation plan and audiovisual presentation for the product, service, or idea you have been
developing throughout your MBA coursework. You will be assessed through two artifacts. The first will be a business implementation plan, detailing the concept
and proposed implementation for potential investors or senior managers. The second artifact will be an audiovisual presentation designed to pitch the concept
(including implementation) to the same audience.
To effectively respond to the demands of a rapidly evolving business environment, today’s business managers need to possess a solid grounding in the theory,
best practices, and approaches that drive internal decision-making as well as the various external factors that can impact business choices. Perhaps no function
encompasses as many of these critical skills as ushering a new business idea, product, or service from initial conception to implementation. Throughout your
MBA coursework, you have been working to develop a business concept (product, service, or idea), considering the different elements that impact decision
making and creating a business plan for moving the concept forward successfully. As the final step in your journey toward your Master of Business Administration
degree, your capstone will bring all that work to the doorstep of implementation through the creation of a business implementation plan and an audiovisual
presentation designed to present the idea to potential investors or senior managers. You will integrate the knowledge and skills you have developed in previous
coursework and over the duration of the term with the goal of having a “ready to launch” project that you can present to an employer or potential financial
backer moving forward.
The capstone project is composed of two components. The first is a business implementation plan detailing your concept and its proposed implementation for
potential investors or senior managers. This plan should show potential supporters that you have done your homework and assure them that you have covered
all the details necessary to ensure that their money and/or time will be well invested. The second component, an audiovisual presentation (such as a webcam
recording or PowerPoint presentation with audio), will allow you to design and practice your “pitch.” In it, you will briefly present the key features of your
concept (including implementation) with an eye toward convincing busy business executives and potential investors to support your idea. Because many MBA
programs end with the creation of a business plan, your ability to take the next step in planning for implementation will give you an important advantage both in
gaining support for your project and in showcasing your ability to think through all phases of a project.
Evaluation of Capstone
This capstone will be assessed somewhat .
Pearson HND BTEC Level 5 HNDManaging a Successful Business Pr.docxAASTHA76
Pearson HND BTEC Level 5 HND
Managing a Successful Business Project (MSBP)
LO 1
[email protected]
Managing a Successful Business Project
Learning Outcomes
By the end of this module you will be able to:
Establish project aims, objectives and timeframes based on the chosen theme.
Conduct small-scale research, information gathering and data collection to generate knowledge to support your project.
Present your project and communicate appropriate recommendations based on meaningful conclusions drawn from the evidence findings and/or analysis.
Reflect on the value you have gained from conducting a project and its usefulness to support sustainable organisational performance.
LO1 : Establish project aims, objectives and timeframes based on the chosen theme.
P1 - Devise project aims and objectives for a chosen scenario.
P2 - Produce a project management plan that covers aspects of cost, scope, time, quality, communication, risk and resources.
P3 - Produce a work breakdown structure and a Gantt Chart to provide timeframes and stages for completion.
What is project management and what does it involve?
What is project management and what does it involve?
Most firms day to day operations serve customers through a network of inter connecting business processes, as business volumes change, the loading on these processes can increase or decrease (Nokes et. al. 2003) and there is often a need for some adaption in each process.
There may be a cumulative effect of many adaptions just to change of one of the processes, and as markets are subject to rapid change firms cannot afford to wait for gradual adaptions to take effect, therefore projects are required to provide a structure for making changes at a faster rate.
Nokes et al suggests that “ as markets increase and product cycles shorten the importance of projects will increase”. Projects are required to replace old and inefficient ways of doing things to methods better suited to modern market conditions.
Projects and the management of projects may be needed to tackle new problems.
Benefit of using case studies
In the aftermath of a series of acquisitions and mergers, a large financial services firm found itself attempting to operate with nearly seven hundred job titles for many similar positions due to the continued use of multiple legacy HR systems. The organization wanted to develop and implement a common set of job families and titles that could be used across the entire organization. Realizing the complexity of the task as well as a lack of internal expertise, they decided to seek external resources to carry out the work (Kaplan & Norton, 1996).
In order to begin developing a general overview of the project’s scope and cost, it is often helpful to collect information about how others have approached the same issue. This can be done through informal benchmarking efforts, consulting with colleagues.
An Assignment On Planing & Organizing (Principles Of Management)Robin Bepary
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This document provides information on developing a business plan and conducting a feasibility study. It discusses that a business plan is a formal statement of business goals and a plan to reach those goals. It also describes the different types of business plans and what they typically focus on. The document then outlines the key components that should be included in a business plan, such as an executive summary, project background, management details, production information, financial projections, and an implementation timeline. Finally, it explains that a feasibility study is important to reduce risks and should address factors like market demand, competitors, production needs, and projected costs and profits before committing to a business plan.
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1. BABOK® v3 Study Group
Study Notes
Week 2: Requirements Elicitation &
Collaboration
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Business Analysis Excellence Pty Ltd
Study Group presented by: Esta Lessing CBAP®
www.business-analysis-excellence.com
online@businessanalysiseducation.com
+61 3 86 77 0891 (AEST 9am - 5pm)
2. Elicitation and collaboration is the knowledge area which is all about engaging with
stakeholders at different levels and stages of the journey towards defining the business
needs and requirements for any initiative.
• Task: Prepare for Elicitation
• Task: Conduct Elicitation
• Task: Confirm Elicitation Results
• Task: Communicate Business Analysis Information
• Task: Manage Stakeholder Collaboration
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3. TASK: Prepare for elicitation
Elicitation and collaboration can be planned, unplanned or both. Planned activities such
as workshops, experiments, and/or surveys can be structured and organized in advance.
Unplanned activities happen in the moment without notice, such as last-minute or “just in
time” collaboration or conversations.
Here we look at the planned elicitation and collaboration activities and discuss all the key
considerations for when you prepare to conduct elicitation sessions or engagements.
Elicitation and collaboration is a fundamental Business Analysis activity and should be
treated with care and thorough preparation and planning. We will discuss aspects such as
the most appropriate elicitation approach, what to consider when choosing techniques,
logistical aspects and stakeholder engagement.
Purpose
According to the BABOK® v3 Guide, the purpose of the task: Prepare for Elicitation, is...
"to understand the scope of the elicitation activity, select appropriate techniques, and plan
for (or procure) appropriate supporting materials and resources.”
When Business Analysts start the activity of preparing for an elicitation session, they will
consider what the key outcomes of the session or sessions should be, who should be
involved in all the elicitation activities and what is the overall goals of the initiative.
The definition of the goals for the elicitation includes defining the deliverables that should
be produced as a result of the elicitation as well as considering and preparing any
logistical aspects, materials needed for each session and gaining a good understanding
and interpretation of the circumstances surrounding the elicitation activities.
Example of preparing for elicitation
Consider the example of being a Business Analyst responsible to prepare for the elicitation
of requirements for a new Offender Management System. Your goal with the elicitation
meeting is to understand the main problems faced by prison wardens who are responsible
to capture offender progress details during their imprisonment term. Because the prison
wardens work in shifts, it is not practical to have them all attend a requirements workshop,
so you decide to combine techniques of sending a survey to them with a scheduled follow
up one on one elicitation interview to suit their shift timetable. You also want to
demonstrate to these stakeholders that you understand the fundamentals of the main
challenges they face within their roles and therefore you decide to prepare some models
to show the prisoner journey pictorially.
So with this example, you can already identify different aspects such as the goal of the
elicitation, availability of stakeholders, preparation materials needed and appropriate
elicitation techniques as some of the considerations when starting to prepare for
elicitation activities on your project.
Elements
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4. When you prepare for elicitation and collaboration as a Business Analyst, there are certain
activities and considerations to incorporate to ensure a successful elicitation result. These
are referred to the key elements for this task.
These are the five key elements when you prepare for elicitation:
• Understand the scope of elicitation
• Select elicitation technique
• Set up logistics
• Secure supporting material
• Prepare stakeholders
Element 1: Understand the scope of elicitation
There are a number of different aspects that the Business Analyst should consider when
preparing for the elicitation session. Considering these aspects will assist the Business
Analyst in understanding what type of business analysis information will be discovered
during the elicitation and it will assist in the process of deciding which elicitation
techniques to apply.
The most important aspects to consider include the following:
• Business Domain
• Overall culture and environment
• Stakeholder locations
• Stakeholders who are involved and their group dynamics
• Expected outputs the elicitation activities will contribute to
• Skills of the business analysis practitioner
• Other elicitation activities planned to complement this one
• Strategy or solution approach
• Scope of future solution
• Possible sources of business analysis information that might contribute to the
current elicitation activity.
The larger the number of stakeholders involved in the stakeholder elicitation activities, the
more time should be spent to prepare for the session following a formal and structured
approach. This includes pre-session materials/information emails, agendas and elicitation
techniques which can be effectively executed with larger groups.
Element 2: Select elicitation techniques
It is important to realize that with any elicitation activity it is very likely that the Business
Analyst will apply multiple elicitation techniques. It often depends on factors such as the
constraints that might exist around cost and time, what information is available to the
Business Analyst, the culture of the organization and of course the planned ideal
outcomes of the elicitation sessions themselves. It is also key for the Business Analyst to
consider factors such as the needs of the stakeholders who are involved, their availability
and their geographical location.
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5. Another aspect of being effective in preparation for the elicitation activities is to research
and understand which elicitation techniques have been used successfully by the
organization in the past and if possible to re-use those techniques again providing they
are suitable to the current situation and elicitation goals.
Another key reason why it is a good idea to conform to a known elicitation method or
technique is simply because stakeholders would already understand the format, what is
expected of them and would be able to hit the ground running as it were.
Example of selecting an elicitation technique
Let’s consider an example of these considerations by looking back at our Insurance
Project mentioned earlier. You know that the stakeholders you need to elicit requirements
from are all used to participating in requirements workshops and that this technique is
often utilized on projects in this environment. Because of this, you choose to plan for a
series of requirements workshops instead of surveys or one on one requirements
interviews. People are busy too which makes it much more suitable to have a couple of
short workshops which are run during the quieter time of the insurance monthly
processing cycles. You have done a lot of elicitation workshops before and therefore are
personally also very familiar with the preparation you need to do as well as how to
facilitate the workshop to get the best elicitation results.
In this example, you are considering the culture and what people are used to, your own
professional skills and abilities as well as people’s location and availability.
Element 3: Set up logistics
A key step in preparing for elicitation is to ensure that the logistics of the session or series
of sessions are well planned for considering the following key aspects:
• The goals of the session
• Who are the participants and what are their roles?
• Scheduled resources including people, rooms, and tools like flip charts
• Locations and communication channels
• Techniques that will be used
• Languages used by the stakeholders specifically being prepared to understand
subject matter terminology and key abbreviations.
Remember that for a formal elicitation activity the Business Analyst should prepare and
share an agenda with all the elicitation participants well in advance of the session.
When you prepare for the elicitation session and you have considered all these key
aspects about logistics, it is always good to ensure you have confirmed and agreed your
approach and decisions with the rest of the Business Analysis and project team. This way
you have everyone onboard with the logistical arrangements and this often yields some
new ideas that you might not have thought about.
Element 4: Secure supporting material
As part of the preparation activities for the elicitation session, the Business Analyst needs
to make sure to collate, prepare and understand the information that exist prior to the
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6. session. The information can come from people, systems, historical data, materials and
other documents. Documents can include any type of relevant documentation which can
help support the goals of the elicitation activities.
For example, the Business Analyst may take end-to-end draft business process models
to the workshop for validation by stakeholders.
Element 5: Prepare stakeholders
There may be a need for the Business Analyst to explain to the business stakeholders
how an elicitation activity works prior to conducting the session. It may also be required
that the Business Analyst request that stakeholders prepare specific information for the
elicitation session itself.
A good practice is to ensure that the stakeholders clearly understand the purpose of the
planned elicitation session and what the benefits are. This will help ensure that all
stakeholders attend and come with a motivated attitude to participate actively. When
stakeholders understand the goals and expectations well before the elicitation session,
the session will have a much better chance of yielding high quality requirements, so it is
well worth the effort to engage stakeholders in this way before the elicitation session is
conducted.
Inputs and Outputs
With the elicitation and collaboration task: Prepare for elicitation, there are the following
key inputs and outputs:
Inputs: Needs and Stakeholder engagement approach
Output: Elicitation activity plan
Now that you have learned about the preparation activities, elements and key inputs and
outputs you are ready to learn about what is involved with the task of conducting the
elicitation session.
TASK: Conduct elicitation
The second task of the Elicitation and collaboration knowledge area is: Conduct
Elicitation. This task describes the execution of elicitation sessions as it is was planning
and now performed by the Business Analyst.
There are a number of different ways of conducting elicitation with stakeholders and in
most cases the Business analyst will use a combination of different approaches,
techniques and styles to obtain and complete the elicitation activities. During this section
we are discussing the primary categories of how elicitation can be conducted and we
discuss the role of the Business Analyst during the elicitation session itself.
Let us start by considering the purpose of the task of conducting elicitation and the types
of elicitation the Business Analyst can perform.
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7. Purpose
According to the BABOK® v3 Guide, the purpose of the task: Conduct Elicitation, is...
"to draw out, explore, and identify information relevant to the change.”
Types of elicitation
The BABOK® v3 Guide has identified three common types of elicitation:
• Collaborative
• Research
• Experiments
Let's see what they mean in the following sections.
Collaborative
Collaborative is when the elicitation involves direct interaction with stakeholders, and the
elicitation activity relies on the stakeholders’ experiences, skills and general judgment
within their subject area.
Research
This is about analyzing and reviewing information systematically that was obtained from
materials or sources other than the direct conversations with stakeholders involved in the
change. This type of elicitation can still involve stakeholders and can also include data
analysis of historical data to identify trends.
Experiments
Experiments are a way for Business Analysts to discover new information which can only
be obtained by performing a controlled test or study. Experiments help discover
information that is required and not readily available from stakeholder engagement or
document analysis.
Examples of different elicitation types
To bring these different types of elicitation into real-life practical scenarios, consider these
examples:
Scenario 1: When you run a requirements workshop with a number of stakeholders you
invited to elaborate on requirements for a new Customer Records system, you are
utilizing the Collaborative Elicitation type.
Scenario 2: When you review policy or legislative documentation to understand the new
payment laws as part of defining requirements for a Payment Gateway Solution, you are
utilizing the Research Elicitation type.
Scenario 3: When you prepare multiple prototypes for a new screen layout and ask a
random number of people to vote for their favorite screen layout you are performing an
Experimental Elicitation type.
Elements
These are the two key elements to consider when performing the task: Conduct Elicitation
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8. • Guide elicitation activity
• Capture elicitation outcomes
Let's take a look at these elements in the following sections and explore what the
Business Analyst should do, include and consider when applying the task of conducting
an elicitation session.
Element 1: Guide elicitation activity
During the elicitation session, it is important for the Business Analyst to understand the
proposed representations of business analysis information (prepared during the
preparation task) so that the elicitation session can be guided towards the anticipated
results for the session at the relevant level of detail.
To help guide and facilitate these planned outcomes/results, business analysts consider
the following:
• The elicitation activity goals and agenda
• The scope of the change (and of the session)
• What forms of output the activity will generate
• What other representations the activity results will support
• How the output fits into what is already known
• Who provides the information?
• Who will use the information?
• How will the information be used?
It is the role of the Business Analyst to ensure that the elicitation session is executed in a
way that is goal-oriented and produces the desired results as it was planned for during
the preparation task.
Although it is recommended that the Business Analyst keeps a close eye on the goals
and planned results for the session, it is worth remembering that the stakeholder
engagement and relationships are also very important and hence the Business Analyst
should remain flexible in their approach and means of achieving the elicitation goals and
results.
Element 2: Capture elicitation outcomes
Although the conducting of elicitation is frequently iterative and takes place in a series of
sessions it is imperative to capture the elicitation outcomes in a well organized and
succinct fashion. If the elicitation activity happens in an ad hoc or unplanned way, the
conversations and decisions or outcomes must also be documented and integrated into
the planned outcomes.
When a Business Analyst consistently captures all elicitation outcomes in a formal and
comprehensive manner it builds confidence in the business stakeholders' view of how the
information they have provided the Business Analyst is being valued and used.
Inputs and Outputs
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9. With the elicitation and collaboration task: Conduct elicitation, there are the following key
inputs and outputs:
Input: Elicitation Activity Plan
Output: Elicitation Results (unconfirmed)
Note: The output here is unconfirmed elicitation results because the Business Analyst has
not reviewed and confirmed that what they captured during the elicitation session is in
fact correct and complete.
Now that we have conducted an elicitation session, there is the task of confirming that
the elicitation results the Business Analysis team has captured is in fact accurate and
complete. The next task we discuss is to confirm the elicitation results.
TASK: Confirm elicitation results
The third task of the elicitation and collaboration knowledge area is: Confirm Elicitation.
This task describes the tasks of checking information gathered during an elicitation
session is accurate, complete and consistent with any other or previously documented
elicitation results.
Here we will discuss the purpose and scope of this task at this stage of the requirements
definition process. It is important to note that during this stage you have prepared and
conducted the elicitation session and you are now ready to confirm with stakeholders,
peers and any existing sources of information that the results you obtained during the
elicitation session(s), is accurate, complete and consistent with other sources of
elicitation results and information.
Purpose
According to the BABOK® Guide, the purpose of Confirm Elicitation Results is...
"to check the information gathered during an elicitation session for accuracy and
consistency with other information.”
The primary reason the Business Analyst should always check the information that was
obtained during an elicitation session is to uncover any errors, conflicting information, any
missing information and potential ambiguity that might need to be clarified with
stakeholders.
The Business Analyst should compare the elicitation results against any existing
information and/or the results of similar sessions to ensure the information is consistent. It
might be required for the Business Analyst to engage stakeholders to clarify or confirm
that their information was correctly captured during the elicitation session. Depending on
how accurate the information is, it might be required to plan additional elicitation sessions
to elaborate or clarify any misinformation or discrepancies with stakeholders. It is
however recommended to try to avoid unnecessary repeats of similar conversations or
elicitation sessions to prevent making stakeholders lose confidence in the business
analysis team’s capabilities during elicitation.
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10. It is worth noting that this task of confirming the elicitation results is a much less rigorous
and more of an informal review than what occurs during the analysis stages of business
analysis work.
Elements
These are the two key elements when you Confirm Elicitation Results:
• Compare elicitation results against source information
• Compare elicitation results against other elicitation results
We will describe the key elements of the task: Confirm elicitation results and understand
each with an example.
Element 1: Compare elicitation results against source information
This element describes that the business analyst performs follow-up meetings or reviews
and compares elicitation results against what stakeholders provided during the elicitation
sessions to correct or update any elicitation results that may not be a fully accurate or
complete. It may also happen that the stakeholders confirm elicitation results
independently from the Business Analyst’s follow-ups.
Example of comparing elicitation results against source information
An example could be when as the Business Analyst who conducted the elicitation
workshop recently, you decide the most time-efficient way to confirm elicitation results
would be to organize a short follow-up workshop. During this session you present the
updated end-to-end business process models originally presented during the elicitation
session, to confirm accuracy and completeness.
Element 2: Compare elicitation results against other elicitation results
This element describes the further activity of comparing the elicitation results from
elicitation sessions against any source information or alternative elicitation results that
may exist. Where variations in results are identified, it is the Business Analyst’s role to
resolve these variations by working in collaboration with stakeholders. If historical data or
other reliable information exist, the Business Analyst can also use that to remove any
variations identified.
It is a good idea to collaborate during an elicitation session with stakeholders to help
build these models to help avoid variations or omissions early on in the elicitation
activities.
In many cases, inconsistencies in elicitation results are uncovered when business
analysts develop specifications and/or models.
Inputs and Outputs
With the elicitation and collaboration task: confirm elicitation results, there are the
following key inputs and outputs:
Input: Elicitation Results (unconfirmed)
Output: Elicitation Results (confirmed)
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11. Note: Now that you performed the task of confirming the elicitation results, a key output
of this task is elicitation results with a status of being confirmed.
As a result of this task you are now in a position to communicate the business analysis
information, specifically relating to the elicitation results you have defined with your
business and other stakeholder groups. During the next section we discuss the task of
communicating business analysis information with stakeholders.
TASK: Communicate Business Analysis Information
The fourth task of the Elicitation and collaboration knowledge area is: Communicate
Business Analysis Information. This task describes the activities a Business Analyst
performs when communicating the business analysis information gathered during
elicitation sessions to business and technology stakeholders.
Here we discuss the key considerations when the Business Analyst formulates the
business analysis information into a package that is suitable, relevant and effective for
presenting to stakeholders. We also discuss the importance of understanding your
stakeholder audience and their preferences as well as the need to have clear objectives
when preparing the business analysis information for stakeholders.
Purpose
According to the BABOK® v3 Guide, the purpose of the task: Communicate Business
Analysis Information is…" to ensure stakeholders have a shared understanding of
business analysis information."
A success factor in covering business analysis information is that the information is
communicated at the right time and in formats digestible and relevant to the intended
stakeholder audience. It is therefore also important that the Business Analyst pays
attention to the tone, style, and language used when deciding to communicate business
analysis information to a particular stakeholder audience.
Always consider the perspective of the audience that you are communicating business
analysis information to. For example: If you are communicating business analysis
information to a senior or executing audience, including visual representations and key
summaries that highlight the main points that are needed to be conveyed.
When the Business Analyst communicates information to stakeholders, it is important to
understand that this process is iterative and interactive, meaning the information and
feedback flows between the Business Analysts and the stakeholders in a two-way
communication format. The Business Analyst should, therefore, be clear about the
audience that business analysis information is being shared with, the content, purpose,
context and what the business analyst is expecting to receive as a result of the business
analysis information sharing.
It is important to remember that it might be required for the Business Analyst to distill
information in multiple different ways to cater to different audience communication styles.
It is also important that the Business Analyst works with stakeholders to ensure that they
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12. provide their agreement that the information is accurate and relevant to the purpose of
what the delivery is working towards.
Example of Communicating Business Analysis Information
In a practical example you will have a set of draft requirements that you elicited from a
group of stakeholders during your recent requirements workshop. As a first step of
communicating your findings, you may send out an email with the draft requirements
available for review. You know that some of your stakeholders don’t really respond or read
detailed emails and therefore decide to follow-up the message with an invitation for a
short meeting to walk them through the details of the requirements.
By providing the stakeholders with these two different opportunities to review and
understand your requirements, you are optimizing communication with your stakeholder
audience.
Elements
These are the two key elements when you Communicate Business Analysis Information:
• Determine objectives and format of communication
• Communicate Business Analysis Package
We will describe the key Elements of Communicate Business Analysis Information and
understand each with an example.
Element 1: Determine Objectives and Format of Communication
Business analysis information is often developed to be communicated as a business
analysis package to be used as a communication vehicle. The information package may
be prepared for a variety of different reasons including:
• Communication of requirements and designs to stakeholders
• Early assessment of quality and planning
• Evaluation of possible alternatives
• Formal reviews and approvals
• Inputs to solution design
• Conformance to contractual and regulatory obligations
• Maintenance for reuse
As we mentioned before, it is important to pay attention to different aspects of the
audience, purpose, content, context and expected outcomes in order to deliver an
effective business analysis package. The following types of questions should be
answered during the preparation of the business analysis package:
• Who is the audience of the package?
• What will each type of stakeholder understand and need from the communication?
• What is each stakeholder’s preferred style of communication or learning?
• What information is important to communicate?
• Are the presentation and format of the package, and the information contained in
the package, appropriate for the type of audience?
• How does the package support other activities?
• Are there any regulatory or contractual constraints to conform to?
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13. Formats of packages may include:
• Formal Documentation
The most common format for business analysis information packages is when an
organization follows a predefined template which contains text, matrices, and/or
diagrams and visual models. Formal documentation provides the organization with a
referenceable, long term record of the business analysis information.
• Informal Documentation
The other format that business analysis information can sometimes take, is the less
formal documentation consisting of text, diagrams or matrices which are developed
during the initiative or change but which doesn’t form part of the formal documentation
process or templates used by the organization.
• Presentations
These deliver high-level overviews appropriate for understanding goals of a change,
functions of a solution, or information to support decision-making.
The final format that is often used to convey business analysis information at a more
summarised level to describe the key points of concepts of a change, functions that are in
scope or information pertaining to decision making efforts, is a presentation.
The Business Analyst should consider what is the best combination to present materials
so that an effective and well-considered message is communicated. Packages can be
stored in different online or offline repositories, including documents or tools.
Element 2: Communicating Business Analysis Package
The main aim of communicating the business analysis package of information is to
provide stakeholders with the relevant information pertaining to the change or initiative at
a level that enables them to have a good understanding of what is being described. Often
the stakeholders will get the opportunity to review and ask questions about the business
analysis information package and raise any issues or concerns that they may identify.
There are different options available to the business analyst when it comes to choosing
the appropriate communication method or platform. Some of the more common
communication platforms have been identified as:
• Group collaboration
• Individual Collaboration
• Email or other non-verbal methods
Example of communicating business analysis packages
You are assigned to a Human Resources Project, which has the goal of implementing a
Cloud-Based System to manage all employees’ performance and personal record data. As
the Business Analyst, you have done your first round of requirements interviews and have
compiled the first version of the stakeholder requirements for this initiative. You now need
to make sure that the first draft is complete, accurate and a true reflection of the
requirements raised by all of the Human Resources stakeholders.
You decide that because stakeholders are geographically dispersed that you will
communicate these requirements using the following three methods:
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14. • You will invite all stakeholders to attend a presentation format virtual webcast to
receive a summary of all the requirements you have compiled.
• You will also send all of the detailed requirements in the format of a formal template
document for stakeholders to do a detailed review and …
• Thirdly you decide to invite stakeholders to communicate any feedback they may
have back to you via email or by simply having an informal conversation.
By using multiple formats to communicate your requirements in this environment the
business analyst is making sure that different types of stakeholders with different needs
and information requirements are catered for.
Inputs and Outputs
With the Elicitation and Collaboration Task: Communicate Business Analysis Information,
there are the following key inputs and outputs:
Input: Business Analysis Information and Stakeholder Engagement Approach
Output: Business Analysis Information (communicated)
Note: The business analysis information is being shown as a key output with the status of
'communicated' because at the end of this task you would have communicated the
findings in the format of the Business Analysis information package.
Here we look at the last task of this knowledge area, namely: Manage stakeholder
collaboration. This is key task that is performed not just during the elicitation and
collaboration knowledge area but throughout all stakeholder interactions during the life of
any initiative.
TASK: Manage Stakeholder Collaboration
The fifth task of the elicitation and collaboration knowledge area is: Manage Stakeholder
Collaboration. This task describes the activities a Business Analyst performs working with
stakeholders to collaborate effectively towards a common goal.
Here you will learn about the importance of monitoring the stakeholders collaboration
activities and attitudes as well as about the Business Analysts role to obtain stakeholder
participation commitments early on and especially during the elicitation and collaboration
stages of any initiative.
Let us start this discussion by referring to the purpose of this task.
Purpose
According to the BABOK® Guide, the purpose of Manage Stakeholder Collaboration is...
”to encourage stakeholders to work towards a common goal.”
The Business Analyst works with many different stakeholders across the breath of the
business analysis work activities. These stakeholders hold different levels of influence and
power in terms of the approvals and buy-in of the work products or deliverables of the
business analysis function. The stakeholders are also in many cases the primary source of
information about needs and requirements and hence it is important for the Business
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15. Analyst to confirm the stakeholder’s roles in a way that ensures the right stakeholders are
involved at the right level and at the best possible times during the initiative.
The Business Analyst will be responsible to work with the stakeholders in a collaborative
way as an ongoing task. It is important to remember that new stakeholders are often
identified as the initiative progress and they should be incorporated into the business
analysis activities in terms of their role, their influence, their responsibilities, cultural
attitude and any authority they may have over the initiative and work products delivered
by the business analysis team.
A strong relationship with your stakeholders will support you with your business analysis
activities and hence it is worth making an effort to build sound, trusted relationships with
your stakeholders throughout the initiative.
Elements
These are the three key elements when you Manage Stakeholder Collaboration:
• Gain agreement on commitments
• Monitor stakeholder engagement
• Collaboration
We will now describe the key Elements of Manage Stakeholder Collaboration.
Element 1: Gain agreement on commitments
A key challenge that business analysts often face is the availability and focussed
commitment of the relevant stakeholders to participate and contribute to the business
analysis efforts. It is therefore recommended that the Business Analyst determines what
level of commitment of time and resource would be required as early as possible so that
this could be planned and agreed early during the initiative. This agreement can be made
formally or informally as long as the expectations are clear from both the business
analysis team’s perspective and the business stakeholders' perspectives.
Element 2: Monitor stakeholder engagement
Business Analysts stays informed of the level of the participation and performance from
stakeholders to make sure that:
• the right subject matter experts and other stakeholders are participating effectively,
• stakeholder attitudes and interest are staying constant or improving,
• elicitation results are confirmed in a timely manner
• agreements and commitments are maintained.
Another responsibility of the Business Analyst is to keep abreast of any risks of
stakeholders being diverted away from the agreed business analysis work effort and raise
these risks or issues with the relevant parties to avoid any delays in the delivery of the
business analysis artifacts and approvals.
Example of monitor stakeholder engagement
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16. In the real world these types of risks are very common and in most cases become issues
on a project. It happens because people are often expected to contribute time and effort
to a project whilst also performing their daily jobs. It is therefore important for the
Business Analyst to try their best to be prepared prior to engaging stakeholders who might
be under other work pressures and minimize the time and effort you require from these
types of stakeholders. Another key aspect is to plan ahead and communicate clearly to
the stakeholders when you would expect to use their time for elicitation activities so that
they can plan their diaries accordingly.
Some mitigation strategies could be to identify these risks as early as possible and to
address them by engaging the appropriate people to release the stakeholders from daily
duties for a short period of time or where there are delayed approvals to ensure the
approval processes designed to be as easy and seamless as possible during Business
Analysis Approach Planning.
Element 3: Collaboration
The key to successful stakeholder collaboration is for the Business Analyst to work
closely with them in a way that makes them feel important, valued and involved in a
worthwhile endeavor. It is important for the Business Analyst to encourage two-way
communication with an environment that is open to new ideas, suggestions for
improvements or any innovations. The Business Analyst to create a routine of frequent
and easy flowing communication channels between the stakeholders and the business
analysis team.
Inputs and Outputs
With the Elicitation and Collaboration Task: Manage Stakeholder Collaboration, there are
the following key inputs and output:
Inputs: Business Analysis Performance Assessment and Stakeholder Engagement
Approach
Output: Stakeholder Engagement
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