SEUSS AUTO SALES INC.

Car Dealer Growth Solution

Case 1
SEUSS AUTO SALES Inc. Business Improvement

Zhibin Tang, Md Alam, Masoud Rahshani, Gonzalo Calvo de Andres

Contents
1 PROJECT BRIEF IDEA .........................................................................................................................................3
1.1 PROJECT BRIEF GUIDELINES ....................................................................................................................3
1.1.1 PREPARED BY: SEUSS AUTO SALES Inc. .........................................................................................3
1.1.2 SECTION ONE: VERSION CONTROL ..................................................................................................3
1.2 IDEA PURPOSE AND OUTLINE ..................................................................................................................4
1.2.1 CLARITY OF IDEA .................................................................................................................................4
1.2.2 BRIEFING PROCESS ..............................................................................................................................4
1.2.3 EXECUTIVE SUMMARY .......................................................................................................................4
1.3 REVIEW AND APPROVAL ...........................................................................................................................5
1.3.1 NAMES AND SIGNATURES..................................................................................................................5
2 BUSINESS ANALYSIS CONTEXTS....................................................................................................................6
3 STAKEHOLDER ANALYSIS ...............................................................................................................................7
Amendments ............................................................................................................. Error! Bookmark not defined.
1. STAKEHOLDER MANAGEMENT APPROACH .......................................................................................7
2. STAKEHOLDER IDENTIFICATION ........................................................ Error! Bookmark not defined.
Stakeholder Register ................................................................................................. Error! Bookmark not defined.
3.1 APPROACH .....................................................................................................................................................7
3.2 IDENTIFY STAKEHOLDER METHODOLOGY..........................................................................................7
3.2.1 OBSERVATION .......................................................................................................................................7
3.2.2 SCENARIOS .............................................................................................................................................8
3.3 STAKEHOLDER CLASSIFICATION TABLE ..............................................................................................8
3.4 THE STRATEGY TO MANAGE STAKEHOLDERS ...........................................................................11
Manage closely .........................................................................................................................................................11
Keep satisfied ...........................................................................................................................................................11
Keep informed ..........................................................................................................................................................11
Watch........................................................................................................................................................................12
Keep Onside .............................................................................................................................................................12
3.5 THE CONTROL OF STAKEHOLDERS’ ENGAGEMENT ........................................................................12
3.5.1 CONTROL PROCESS ............................................................................................................................12
4 Business Analysis Activities Plan .........................................................................................................................14
Section A: Project Context ...................................................................................................................................14
Planning Inputs ....................................................................................................................................................14
Section C: BA Activities Plan ..............................................................................................................................15

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2
1 PROJECT BRIEF IDEA
1.1 PROJECT BRIEF GUIDELINES

1.1.1 PREPARED BY: SEUSS AUTO SALES Inc.

DOCUMENT OWNERS CONTACT INFORMATION

Document Owners Name: Zhibin Tang 937 Progress Ave Scarborough ON CA
CEO A951399270@live.com

1.1.2 SECTION ONE: VERSION CONTROL

VERSION DATE AUTHOR CHANGE

DESCRIPTION
1.0 Feb 9th Zhibin Tang Draft

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1.2 IDEA PURPOSE AND OUTLINE
1.2.1 CLARITY OF IDEA

Our business model will be for selling the used cars to the willing buyers as buying cars is very time-intensive and
depends on various situation for the buyers. With our business analysis techniques, we will buy the used cars on
our favourable price and re-sell them at a good price which will bring us profit. In a simple way we will be on
business of buying and re-selling the used cars. As the price of the new cars are booming and all levels of people
can’t afford that so we will make profit from reselling the used cars by selling them to customers with what they
can afford to buy cars.

1.2.2 BRIEFING PROCESS

There are three critical phases to the briefing process for our business model:
1. Idea:
This is the first meeting between our business team members of the service/project team where an outline of the
idea is initially proposed and formed. Our team will identify the car source and support and make an outline of the
business model. This outline will be sent for reviewing later to stakeholders.
2. Ideation:
Our team will complete the ideation table once the idea outline is created. For completing the ideation table, our
team members will have meeting with the internal stakeholders. And the goal of this process is making the
ideation table as detail as possible. The ideation table will be reviewed by all stakeholders while they are
reviewing the outline.
3. Review and Approval:
All the critical information will be reviewed and will be approved by the key stakeholders. They will review the
critical information's of idea outline and ideation table so that is necessary any change could be made.
Stakeholders will give the approval with the necessary changes of our team members. If any details are missing in
the ideation table then our team members will be given necessary steps to add the information.

1.2.3 EXECUTIVE SUMMARY

SEUSS AUTO SALES Inc. is a business that specializes in the strategic of Car dealer business in Ontario. We
have the mission of growing our business. We are currently the new owner of car dealership in Scarborough, we
will be on business solution to increase SEUSS AUTO SALES Inc.’s sales and step up reputation around Great
Toronto Area. SEUSS AUTO SALES Inc. was not as successful as it should be. However, our team have
extensive knowledge and experience in Business Analysis, Customer Behaviors, law & policy, and Marketing
Strategy, which will make the dealership to critical point of a successful car dealership. And our team members
are prepared for that, and we are backed by our experienced team members and powerful stakeholders, which will
help us reach the goal – successful car business with ultimate growth potential.
As mentioned above SEUSS AUTO SALES Inc. needs improvement. The reason for this improvement is the sale
needs to be boosted and establish reputation. As the team members of SEUSS AUTO SALES Inc. Have
experience for working with different car dealerships we are hopeful with making profit from re-selling the used
cars.

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1.3 REVIEW AND APPROVAL
All team members should review the business idea above carefully. After review, all members should give out
reflection and recommendation. Finally, if all members agree with one version of business idea, every member
should sign on the next section to confirm.

1.3.1 NAMES AND SIGNATURES

Md Nurul Alam
Zhibin Tang
Name (please print) Signature
Name (please print) Signature

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2 BUSINESS ANALYSIS CONTEXTS

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3 STAKEHOLDER ANALYSIS
STAKEHOLDER MANAGEMENT APPROACH
In order to first identify the numerous stakeholders regarding our project we will first
define what it means to be a stakeholder concerning our project of SEUSS AUTO SALES Inc.
Anyone who has an interest, is affected by the project or can directly influence it will be
considered a stakeholder in this document, however not all stakeholders will be held to an equal
level and as such this document must be kept and read by a select few. In our case, stakeholder
identification and classification will be done by first assembling a list of the major stakeholders,
such as in the register, and classifying them via their role within their companies and within the
capacity of the project, how much impact their decisions can have, their requirements,
expectations, power/influence and interest level. To compile our register and complete list of
stakeholders, we will be specifically identifying stakeholders by first checking the project
charter, reviewing contract agreements, interviewing a select few highly influential
stakeholders, and finally brainstorming sessions. These are all things that must be kept in mind
throughout the life of the project as someone with high influence/impact may not have it at the
end of the project and as such we should be keeping tabs on stakeholders to account for not
only the impact they may have but where they are in support or against the project in the first
place. While the register only focuses on the major stakeholders, customers and partners are
also very important parties we need to keep tabs on to ensure the best result is carried out to
everyone’s satisfaction.

3.1 APPROACH
Stakeholders are every role appeared in the business analysis context. And we analyze them based on how they
affect our work, and how much influence or power they have. As time to time stakeholder management plan on
the project requires update, so prior to distribution any amendment to the plan will be informed for any change
request or approval to the control board. For distribution only any revised parts of the plan accompanied by any
instructions to implement the change will be distributed.

3.2 IDENTIFY STAKEHOLDER METHODOLOGY

3.2.1 OBSERVATION

We use shadowing approach to identify stakeholder. By following a stakeholder for 1 to 2 days, we will get the
job entails of that role. Some information will be gathered during the observation process: how their work is done,
information they use, and the workflow.

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 3.2.2 SCENARIOS

Step 1 Identify how car sale from a store can cause stakeholders’ interaction to take place
Step 2 Identify the steps that will be carried out during the interaction stakeholders make
Step 3 Define the control condition. Find out the requirements or conditions between the steps.
Step 4 Identify the alternative paths. Find out the path if some requirements or conditions are not met.

3.2.2 Stakeholder Identification

First, we will review the project charter as this will give us a wide array of people not only
influencing the project but very heavily impacted by it as well. While we will not be able to grasp the
interest levels of the various members listed in this document, based on their positions and what they
have signed off on, we are able to determine their power/influence levels and what their exact
requirements and expectations are.

Next would be interviewing the various high influence stakeholders which will give us a clearer
picture on their expectations and more importantly their interest level which we have already done.

Finally, we gathered as a team and brainstormed any last individuals we may have missed from the
last three steps though most of the people gathered in this step were of low or non-applicable
power/influence. However, as we will touch on later, power/influence and interest levels can always
change during the life of a project so keeping a list of names is always good.

3.3 STAKEHOLDER CLASSIFICATION TABLE

Stakeholder Register for SEUSS AUTO SALES Inc.
Power
Role in / Intere
Name Position Contact Info st
Project Influe
Level
nce
Masoud Rahshani Senior Masoud.rahshani@hotmail.com High Some
Manager
Dima Pushlov Program Dima.pushlov@outlook.com High High
Manager
Zhibin Tang Project Ztan12@my.centennialcollege.ca High High
Sponsor
Conan O’brian Project Conanobrian@gmail.com Some High
Manager
Md Nurul Alam Senior Alam.masud14@gmail.com Some Some
Member

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Pavel Gumshov Senior Gumshov.pavel@gmail.com Some Some
Member
Gonzalo Calvo Team g.calvo2@usp.ceu.es Low Some
Member
Bob Aledano Team Bob.aledano@hotmail.com Low Some
Member
Adrian Team Adrian.chavez@gmail.com Low Some
Chavez Member

RASCI Responsibility Matrix for SEUSS AUTO SALES Inc.

R Responsible
A Accountable
Employe Regulato
S Support Customer Supplier Owner Manager
e r
C Consulted
I Informed

Business Case I S R S C I
Project Initiation Document I I R S R S
Interview Notes I I R S R C
Requirements Catalogue I S R S R A
Use Case Diagram & I S R S R A
Descriptions
Class Diagram I S R S C A
Issue Log I I R S R A

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Stakeholders will be managed based on their power & influence and interest.
Chart will be utilized:

Stakeholder Strategy for SEUSS AUTO SALES Inc.

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 3.4 THE STRATEGY TO MANAGE STAKEHOLDERS
Alone with the communication and collaboration plan we will be using RASCI Matrix
model to facilitate the flow of information and inquiries throughout the life of the project.
From the contact list listed above communication will be done at various rates depending on
the stakeholder’s category.
The step to manage stakeholders are below:

 Stakeholders will be ranked with positions in the company based on how strongly they can take decisions.
 They will be ranked with their ability to influence any decisions already made. Anyone with the power of
making good decisions will be on the high end.
 To see who stands where on the decision, find out the point that is illustrated on the Graph with two
factors (influence and position for or against).
 Relationships of stakeholders will be draw. Neutral relationships are ignored. Strong positive and strong
negative relationships are indicated with either solid or dashed lines.

Manage closely
Stakeholder’s can affect the life of the project with both high or low power, interest and
influence. Those stakeholders could be categorised in both positive and negative way. There should
be high level of enthusiasm which we must be able to sustain in the people of positive category. As
every opinions or inquiries or concerns makes a difference, we will listen to all stakeholder’s point
of view before making any kind of decisions. We will as well take the utmost care while delivering
the bad news to them. Dealing with those in negative category is as important as dealing with the
positive category, as everyone will be playing a vital role in their field. We will keep updated the
stakeholders about the benefits they will get through the various projects from the company.

Keep satisfied
Having some interest but a high amount of power/influence, this group should be kept satisfied
to ensure the best chances of their interest growing and joining those in “Manage Closely”.
Ensuring no obstructive interest is very critical to the success of the project as they teeter the line
between low and high interest. As the Director of Communications of SEUSS AUTO SALES Inc.,
it is essential that actively engage in involving in much more of the project and to see the benefits of
our project and how it will benefit her as well.

Keep informed
While we do not currently have anyone that specifically fits this category, high/some interest
and low power/influence. As noted, before with the fluctuation of power within a project’s lifetime,
it would be in our best interest to keep members of different category informed and in the loop as
much as possible while being honest about why and how the decisions were made. As much
constant communication is advised as if a person here gains power it would be beneficial for them
to be on our side.

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Watch
This group contains people with high power/influence but low interest. As SEUSS AUTO
SALES Inc.’s CIO, is a very important person to have on board for this project and as such he must
be kept in the loop of all changes and how it may affect her areas of business as well. While it may
be obvious to him, listing out the positives to come out of this project and the various consequences
that may occur if we did not take such actions may build some interest in him. Constant
communication about everything done in the project is necessary.

Keep Onside
Very similar to the category of “Keep informed”, members of this category, which we have
many of, are very important to keep onside. This is because while their interests may vary from low
to high as seen earlier, their power/influence are all at some which may increase or decrease as the
project’s life goes on. With this is mind, communication with them is important and more so than
the “Keep informed” group, involving them in the group may warm them up to the idea of the
project if their interest is low or at least come to terms with the project.

3.5 THE CONTROL OF STAKEHOLDERS’ ENGAGEMENT

To maintain and increase the efficiency and effectiveness of the stakeholder engagement activities, we need to
control stakeholders’ engagement. That means we need to monitor overall project stakeholder relationships and
adjusting strategies and plans for engaging stakeholders.

3.5.1 CONTROL PROCESS

Step 1 Input
a. Project management plan
b. Issue log
c. Work performance data
d. Project documents
Step 2 Tools & Techniques
a. Information management
b. Expert judgment
c. Meeting
Step 3 Outputs
a. Work performance information
b. Change requests
c. Project management plan updates
d. Project documents updates
e. Organization process updates

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Manage Stakeholder Engagement Data Flow Diagram for SEUSS
AUTO SALES Inc.

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4 Business Analysis Activities Plan
Section A: Project Context
Planning Inputs
The following is a list of documents, if in existence, that may provide context around the project and input into
the planning effort.

Reviewed
Inputs Comments / Observations / Notes
Y/N

Business Information
Business Need yes Increase ROI
Return on Investment (ROI) Yes It shows the effects of the previous
business plan used previously
Project impact No
Corporate culture No
Organizational standards No
Organizational processes & templates for No
BA work
Performance metrics No
Business Case Yes It’s possible to find the problems of the
business with this document
Project Information
Project approach Yes
Project scope Yes
Project charter Yes
Scope statement Yes
Preliminary Project Plan Yes
Preliminary Stakeholder List Yes

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Section B: Identify, engage, and manage stakeholder
Stakeholders will constantly be monitored throughout the life of the project with adjustments to stakeholder
involvement and the individual managing strategies implemented for each. Communication will be done to each
member to not only keep them up to date but to keep up to date with them and their developments whether it be a
change in interest or power/influence.

In the “Managing Closely” category, daily communication will be done to not only keep them up to date but
to also listen to their input as well to keep them engaged and interested as to not lose interest from them. Within
the negative category, daily communication may not always be possible, but it will be attempted to try to persuade
the individuals to join the positive side or at least minimize the risk of obstructive interest from them.

In the “Keep onside” category, we will attempt to keep all members informed of all changes and involve
them in the project as much as possible. Although daily communication may not be as necessary as the above,
keeping in touch every few days is essential to keep tabs on how their interest fluctuates over the course of the
project and whether they get promoted.

Finally, in “Keep informed”, we will be ensure we keep tabs on them on a minimum of a weekly basis to
ensure their voices are heard and that we know they care about the success of the project and appreciate it, even
though we do not have the time to communicate with them as much as those with much more power. As stated
before, as power can fluctuate, keeping in good graces with these people is very beneficial and as such weekly
communication will be done.

As with all business documents, especially a first revision such as this, nothing is permanent and through the
life of this project this document will change, until the end where it will be noted if the expectations of the various
members were met or not. Fluctuating power/influence and interest levels will also be recorded for future use.

Section C: BA Activities Plan

This is a list of common activities that a business analyst may conduct. Each organization and project may have
different activities needed. You can use this as a checklist to determine your BA work activities.

Comments (Include
No. of Est.
Requirements Activity by KA In/Out when, how and with
Sessions Hours
whom)
BA PLANNING

 Create BA & requirements plan 6 18

STRATEGY ANALYSIS

 Analyze current state 2 6

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 Analyze future state 2 6

 Assess risks in moving to future 1 2

 Define change strategy (gap analysis, 1 4

provide recommendations, etc.)
ELICITATION

 Interviews 6 18

 Requirements workshop 2 10

 Focus Group 3 20

 Survey 3 20

 Observation 3 10

 Document analysis 3 6

REQ. ANALYSIS & DESIGN DEFINITION

 Analyze & document req. 1

 Business models

 Business architecture

 Organizational models

 Geographical models

 Value Stream maps

 Value chain/cross-functional models

 Context diagrams

 Functional decomposition diagrams

 Data Models

 Entity relationship diagrams (ERD)

 Class models

Process maps

Activity diagrams

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 Sequence diagrams

Storyboards

User stories

Verify & validate requirements

Define req. architecture

Define design options

Analyze potential value & recommend

solution
REQ. LIFECYCLE MANAGEMENT

Communicate requirements

Trace requirements

Prioritize requirements

Conduct reviews & obtain approvals

Analyze change requests

Manage documentation

BA PERFORMANCE EVALUATION

Measure & analyze BA performance

measures
SOLUTION EVALUATION (Post Project)
Measure solution performance
Analyze performance measures
Assess solution limitations
Assess organizational limitations
Recommend actions to increase solution
value

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