Foundational Concepts

Group 1:
Bangcaray, Darlene
Daquiz, Nathaniel
Sanpascual Jr., Lauro
Tangnan, Ralsley John
I. Components of Business Analysis

What exactly is a business and why do business entities exist?

• Business - A business is defined as an organization or enterprising
entity engaged in commercial, industrial, or professional activities.

Business
Inputs Outputs
Process
• Busines Context - A "business context" is a context in which a
specialized vocabulary is employed.

MICRO
(Internal Environment)
- This consists of immediate
inbound and outbound
logistics service providers in
the supply chain which
includes suppliers,
supplier’s suppliers,
customers (wholesalers,
retailers etc.) and their
customers.
MACRO
(External Environment)
- This consists of the
external stakeholders
including government,
regulatory bodies,
technology service
providers, competitors,
partners, vendors, etc.
• Why business exist? - Business exist because of it’s
customers.

“Business enterprises … are organs of society.

They do not exist for their own sake, but to fulfill a
specific social purpose and to satisfy a specific
need of a society, a community, or individuals.”
- Peter Drucker
• Problem & Opportunities
- A business problem is some limitation within the
organization or from the environment that is hindering the
progress of an organization.
- An opportunity is some area which the business has not
still ventured into, but one that can have a positive influence on
the organization’s fortunes.

• Business Analysis - is the practice of enabling change in an

organizational context, by defining needs & recommending
solutions that deliver value to stakeholders.
II. Business Analysis Competencies

• Creative Thinking - is the process by which we generate new

ideas, imagine possibilities, and find relationships among seemingly
unrelated concepts.

• Decision Making - is an essential process for all organization and

making right decisions are more crucial. A logical and systematic
way of decision making can help to address critical problems of
business more precisely.
• Continues Learning and Exploration - to have deep
knowledge about the business and problem domain and to
explore the new trends in the industry and different analysis
techniques.

• Problem Solving - is a mental process; part of the larger

problem process that includes problem finding and problem
shaping and its related to the decision-making process.

• System Thinking - is the process of understanding how

things influence one another within a whole system.
III. IIBA/PMI

• IIBA - The International Institute of Business Analysis (IIBA) is a

non-profit professional association formed in October 2003 with the
purpose of supporting and promoting the discipline of business
analysis.
• PMI - The Project Management Institute (PMI) is an American
nonprofit professional organization for project management. The
PMI serves more than 2.9 million professionals including over
600,000 members in 214 countries and territories around the world,
with 300 chapters and 10,000 volunteers serving local members in
over 80 countries.
Goals of a Professional Association

• Specific - What do I want to accomplish?

• Measurable - How will I measure success, and how will I know I
achieved it?
• Achievable - Can I realistically achieve the goal in the time
provided?
• Relevant - How does the goal align with my overall objective?
• Time-based - How much time should I allow to reach my goal?
IV. Purpose of having a Business Analysis
Standard

• Identify - Identify the process, tasks, inputs, and outputs of analysis

activities.

• Articulate - Articulate the need for change in how organizations

work.

• Facilitate – Facilitate that change.

 V. Case Study by Superbrands – Coca-Cola

Coca-Cola is a truly global brand. Not only is it at the top of Interbrand's

global brand league and been consistently voted a Superbrand, it is the best
selling FMCG brand in Great Britain. Diet Coke too is a major brand in its own
right. It is the UK's second most popular soft drink brand and eighth biggest
grocery brand.
Coca-Cola aims to refresh consumers with their choice of non-alcoholic
ready-to-drink beverages and has a broad range of soft drink brands, including
juices, waters and carbonated soft drinks. The Coca-Cola Company's products
continue to perform well, displaying steady long term growth and are
consumed over one billion times a day in over 200 countries.
While carbonated soft drinks account for over 47% of all UK soft drink
sales, GB per capita consumption of soft drinks (194 8oz servings per person
per year) is somewhat below other European consumers and significantly
below that of US consumers (340 servings). However per capita consumption
has grown by 20% in the last seven years (Source: Canadean 2001).
GROUP 2
IGNACIO, Andrea
MARCELO, Hazel Joy
RELUCIO, Tristan Jordan
SANGGALANG, Francis Joshua
 I. Definition and Purpose of Strategic
Analysis
What is Strategic Analysis?
Strategic analysis refers to the process
of conducting research on a company
and analyzing its organization’s
business environment within which it
operates to formulate a strategy.
Strategic analysis is essential to
formulate strategic planning.
What is Strategy?
• A strategy is a plan of
actions taken by managers
to achieve the company’s
overall goal and other
subsidiary goals.

“Where do you want to play and how

are you going to win?”
Strategic Analysis Tools

 Strengths describe  Weaknesses stop an

what your organization from
organization excels performing to their
in... full potential

• SWOT Analysis
 Opportunities are  Threats are the
openings or chances factors that can
for something potentially harm an
positive to happen organization.
 Strategic Analysis Tools
 Porter's
Five Forces
Analysis
Strategic Analysis Tools
 Purpose of Strategic Analysis
 Analyze an organization’s external and
internal environment
 Assess current strategies

• Generate and evaluate the most successful

strategic alternatives
 Fulfill the objective and goals that are
set by the organization
 II. The Timing
of
Strategy Analysis
A. Define Team Roles

EXECUTIVE SPONSOR
• Ensuring a project’s goals are aligned with the overall
company strategy.
• Providing ongoing direction to the project team during
project’s life cycle.
BUSINESS ANALYST
• Helping companies put data research, strategy and
analysis into action.
• They find the root causes of business challenges.
PROJECT MANAGER
• Define the project’s scope and determine the available
resources.
STAKEHOLDERS
• Is any group, individual or community that is impacted by
the operations of the organization.
TYPES:
1. INTERNAL STAKEHOLDERS
• Groups or individual who are financially involved
within the business.
• (e.g.) Employees ,Manager and owner
2. EXTERNAL STAKEHOLDERS
• are those who do not directly work with a company
but are affected somehow by the actions and
outcomes of the business.
• (e.g.) Community, Government, Creditors,
Customers
B. Identify and Document Role
Responsibilities
R A C I Model
 This model brings structure and clarity to describe
the roles that stakeholders play within a project.

R-Responsible
A-Accountable
C-Consulted
I-Informed
R A C I Model
C. Identify and Describe
Stakeholder
 Because a project’s ultimate goal is to
satisfy the needs of the stakeholders, one
critical step in requirements planning is
to identify and categorize stakeholders.
D. Define work division
strategy
 The work division can be designed using the
following methodologies:

1. Subject Matter Expertise

2. Task Complexity
3. Prev. Stakeholders Relationships
4. Availability
5. Physical Limitations
6. Geography and Culture
E. Coordinate Information Flow among
Team Members

 In order to manage information flow, all

requirements for management activities
should comply with both team and company
norms.
F. Knowledge Transfer

 Organizations that are able to transfer

knowledge effectively from one unit to
another are more productive and more likely
to survive than those that are less adept at
knowledge transfer.
 III. Identifying
Stakeholders and the
Business Needs
 A. Four Categories of Stakeholders

• Users
-beneficiaries of the outputs
-people who will use the products of your project

• Providers
-these are the suppliers and vendors

• Influencers
-the people who have the power to influence decisions and the ability
to change the direction of a certain project
• Governance
-people or groups of people who have an interest in how things are managed
on the project or programme.
 B. Identifying Stakeholders

• Analyze the project documentation.

• Pull project team members.

• Make a stakeholder list.

 C. How to Identify your Business Needs and
Create Actionable Processes

• Define your business objective.

• Analyze your data and workflows.

• Communicate findings with your team.

• Create a plan.
 IV. Case of an organization
strategic analysis: Its business
need as defined; and strategic
analysis and the business
analyst
A. Business Need as Defined
1. CAPABILITY NEEDS
2. IMPROVEMENT NEEDS
B. Common Types of Business Need
• TALENT
• FACILITIES
• PROCESSES
• STANDARDS & PRACTICES
• SYSTEMS
• KNOWLEDGE
• DATA
• PRODUCTS & SERVICES
 C. Strategic Analysis and the Business
Analyst
1. STRATEGIC ANALYSIS PROCESS
A. PERFORM AN ENVIRONMENTAL ANALYSIS OF CURRENT
STRATEGIES
B. DETERMINE THE EFFECTIVENESS OF EXISTING STRATEGIES
C. FORMULATE PLANS
D. RECOMMEND AND IMPLEMENT THE MOST VIABLE STRATEGY

2. LEVELS OF STRATEGY
A. FUNCTIONAL-LEVEL
B. BUSINESS-LEVEL
C. CORPORATE-LEVEL
D. Business Analyst
• ANALYTICAL SKILLS
• LEADERSHIP SKILLS
• TECHNICAL SKILLS