UDomain (1) (a ) 1- Key concepts . 2- Need assessment steps . Q Chapter G ) rrQO What is need assessment ? a = Needs assessments are performed to examine the business environment and address either a current business problem or opportunity ,it my be mandated by key stakeholder or suggested by business analyst, done before projects or program to set up the initiative, included gap analysis. = It done as pre project activity ,also can be revisit by BA during the project due to major changes .(Need assessment steps 1-Identify Stakeholders. 2-Investigate the Problem or Opportunity. 3-Assess Current State of the Organization. Includes 4-Determine Required Capabilities Needed to Address the Situation. 5-Identify Gaps in Organizational Capabilities. 6-Recommend Action to Address Business Needs. 7- Assemble the Business CaseIdentify Stakeholders. a = Astakeholder is an individual, group, or organization that may affect, be affected by, or perceive itself to be affected by a decision, activity, or outcome of a program or project. During needs assessement it is helpful to identify the following stakeholders. = Sponsor who is initiating and responsible for the project. = Whowill benefit from an improved program or project. «= Whowill articulate and support the financial or other benefits of a solution. = Who will use the solution. = Whose role and/or activities performed may change as a result of the solution. = Who may regulate or otherwise constrain part or all of a potential solution. = Who will implement the solution, and Stakeholders who will support the solution.O Identify Stakeholders l 0s Notes 1- Stakeholder analysis is ongoing process , be carful in business analysis its refer to stakeholder analysis as process or task which used tools such as Persona ,RACI ,org. chart to identify stakeholder. 2-BA focus on stakeholder whose affect or affected by business work . 3- PM focus on stakeholder whose affect or affected by the project, BA and PM Should be collaborate in stakeholder analysis and define RACI roles . In need assessment BA define key stakeholders , analyzing and grouping stallholders in planning.O Identify Stakeholders a Ract: Tae Saya 1- R—Responsible. Person performing the needs assessment. oy | ena [Pe 2- A—Accountable. Person(always only one ) who approves the needs assessment, including the business case, when warranted. 3-C—Consult. Person or group to be consulted for input to understand the current problem or opportunity. 4-t_Inform. Person or group who will receive the results of the needs assessment.QO Step 2: In t = Atthis stage B A start to collect enough data about business problem or opportunity from interview stakeholder or analysis the existing documents do define “ As_is * state * Also he can use benchmarking to comparison between internal units of organization or against similar external organization cases . * Gather relevant data to understand the magnitude of the problem or opportunity “S = Once the desired data is assembled, techniques such as Pareto sis and trend analysis can be used to analyze and structure the dataQ Obtain Stakeholder Approval for the Situation Statemen a " Once situation statement complete you must have approval about it from stakeholder specially business stakeholder to ensure you defined the whole problem . * Approval may be formal or informal ,also it's the responsibility of business analyst to facilitate this Process. « After approval situation statement you start to define full details of current state, root causes of problems that prevent achievement of these, goals and/or any important contributors to opportunities that could help attain them.OStep 3 : Assess Current State of the Organization = Once the relevant stakeholders agree on the problem that needs to be solved or the opportunity the organization wishes to exploit, the situation is analyzed in greater detail to discover important components such as the root causes of the problems identified in the situation statement.QO Assess Current Capabilities of the Organization tools. a 1-Process map: « Performing “as-is” process analysis or reviewing existing models reveals those current processes in place that could be refined or extended to fulfill the new capabilities. 2- Enterprise and business architectures: = Describe an organization by mapping its essential characteristics such as people, locations, processes, applications, data, and technology . 3-A capability framework = Is acollection of an organization’s capabilities, organized into manageable pieces, similar to business architecture. When this framework exists, it can be reviewed to provide a current capability baseline. kandard AOPHaban Oss 10QO Assess Current Capabil ies of the Organization tools. Te aye Spit Cy rey Ce] Da) ‘step * era ‘nid casetrpen “exc dnc ptt ‘steep + evciy otase tent “esti Swimlane for Role 1 Swimiane for Role 2 | Toner emred * aes alQO 4-Assess Organizational Goals and Objectives: * Goals :Are typically broad and my span more years * Objectives :Used to reach goals , and in short durations my up to one years. * The link between goals and objectives in projects or programs is the business case. UISMART Goals and Objectives (Exam questions } (s)-==_- {C. Gtoar concise. and observable outcomes are needed. (4) -om=m-c Te outcome should be testable and meseursbte. is cr en lg de eras ASA aap (a Jem | Sirti ne tance or ainabie and eter os a Accent, meaning Soerenctwn cose eS = Outcomes shouldbe aligned with the organization's misono, and BEIM { Sisioccs(Semeumne ssh stands tr Rectcus or essonasie) Romero renner mens Figure 2-2. SMART Goals and ObjectivesQ 5-SWOT Analysis . = The business analyst may use SWOT analysis to help assess. organizational strategy, goals, and objective. It helps to translate organizational strategy into business needs. SWOT investigates the situation internally , externally ‘Pagure 4-9. SWOT Dlagram Sample Format= 6-Perform Root Cause Analysis a = Once a situation is discovered, documented, and agreed upon, it needs to be analyzed before being acted upon. = After agreeing on the problem to be solved, the business analyst needs to break it down into its : 1- Root causes: define root causes . 2- Opportunity analysis : study opportunity to determine the viability of successfully lunching the new product .O Cause- effect Diagrams aO Step4 : Determine Required Capabilities Needed to Address the Situation = Once the root causes or contributors to a situation are known, the methods to correct For more complicated situations and for opportunities, new capabilities may be needed, such as, software, machinery, skilled staff, or physical plants or properties them and/or take advantage of opportunities can be specified. CAPABILIT \> B Acan used the following techniques for determine a the required capabilities : 1- Capability Table: where the business analyst lists each limiting factor or problem, specifies the associated root causes, and then lists the capability or feature required to address the problem ( Root cause _& new capability ). 2- Affinity Diagram: Used to show categories and subcategories or ideas and the relation between each other to organize them into groups .(used feature model ). 3- Benchmarking: Define new capabilities by comparing with another organization which have the same problems or opportunity (common with non competitive ) . 4- Competitive analysisGaps in Organizational Capabilities. * After identifying needed capabilities and assessing current capabilities related to a given situation, any gaps or missing capabilities that exist between the current and needed states are the capabilities that need to be added. « Theses capabilities refer to AS TO BE features or functions . * Gap analysis :Technique used to compare current state (As Is ) to future state (As to Be )and define gaps .(OO Step 6 : Recommend Action to Address Business Needs: a + Include a High-Level Approach for Adding Capabilities: | = Includes a high-level proposal stating how the needed capabilities will be acquire. + Identify Constraints , Assumptions and Risks for Each Option. | Include + Recommend the Most Viable Option = Conduct Cost-Benefit Analysis for Recommended Option |O Step 6 : Recommend Action to Address Business Needs: fil Once the gaps between the current and needed capabilities are identified, a recommendation can be made to fill the gaps. The needed features and functions are only part of the recommendation, though. The business analyst also provides a high-level approach to add the new capabilities, alternative approaches to consider, the feasibility of each alternative, and a preferred order to the alternatives. > Include : 1-Include a High-Level Approach for Adding Capabilities: = Acomplete recommendation includes a high-level proposal stating how the needed capabilities will be acquire ,its not in detail project charter but only define path for adding capabilities .Includes a high-level proposal stating how the needed capabi = While there are often multiple approaches for adding new capabilities, a recommendation should include all of the most viable options Provide Alternative Options for Satisfying. 3-Identify Constraints , Assumptions and Risks for Each Option. = Understanding the list of constraints, risks, and assumptions is useful when analyzing project proposals for addressing the business need and when conducting the project planning should the proposal be accepted. aQ 4 -Assess Feasibility for Each Option a «= Feasibility analysis ‘Is the comparison along with elimination of any option that to deemed sufficiently feasible ,also determine cost /benefit for the feasible option. Olnclude : 4- Operational feasibility: Represents how well the proposed solution fits the business need 2-Technology feasibility: Pertains to whether or not the technology and technical skills exist or can be affordably obtained to adopt and support the proposed change. 3. Cost-benefit analysis: ofa potential solution, a high-level assessment of the financial feasibility of potential solutions is essential 4-Time feasibility :A potential solution will be feasible if it can be delivered within time constraints. 5- Assess factors :The business analyst assesses the feasibility factors of each prospective solution option to determine how well these options contribute to the goals and objectives assessed earlier. ba/Stontar/¥10/shaban Osa 2Q 5-Recommend the Most Viable Option a = After examining potential options for addressing a business need, the business analyst needs to recommend the most viable option. Assuming that more than one option remains viable after feasibility analysis, the business analyst should recommend the most feasible option. -Weighi ranking (Matrix ):Is table combine pair matching with weighted criteria to add objectively to be recommended then VOTING ,any chosen option should align with need assessment objective set in advance, weighted ranking matrix established as collaboration between BA and sponsor .6- Conduct Cost-Benefit Analysis for Recommended Opt A-Conduct Cost-Benefit Analysis (CBR). Choose the lesser . B-Payback Period (PBP). Choose the lesser . C- Return on Investment (ROI). Choose the bigger. D-Internal Rate of Return (IRR). Choose the bigger . E-Net Present Value (NPV). Choose the bigger . aO Step 7: Assemble the Business Case a = Not all business problems or opportunities require a formal business case. = Executives in an organization may approve programs and projects based on competitive pressure, government mandate, or executive inclination. = In those cases, a project charter to initiate a program or project is sufficient. HT HL J Tt LU se M0 SA We mil ianQO Summary of need assessment domain a Problem-Opportunity Analysis of Situation Recommendation