BUSINESS ANALYSIS
Chapter 2:
The Business Analysis
Process Model
HCM – 8/4/23
08/04/2023 1
Objectives
Be able to:
Understand creative problem-solving
approach
Explain the Business Analysis Process Model
Understand Procedure, Inputs, Outputs and
Techniques in each phase of Business
Analysis Process Model
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Agenda
An approach to problem-solving
Introduce
Example
The Business Analysis Process Model
Investigate situation
Consider perspectives
Analyze needs
Evaluate options
Define requirements
Delivering changes
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An approach to problem-
solving
Business analysts
Examine the entire business area
Take a thoughtful or even creative approach to
developing ideas for solutions.
Creative problem-solving:
Develop innovative ideas in order to respond to
changes in the business environment,
including actions from competitors
Many people find this difficult because feel
under pressure to produce ideas quickly
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An approach to problem-
solving
• Understand the complexity of the problem situation,
Mess finding document with a rich picture or mind map
• Analyse opinions, concerns, knowledge and ideas
Data finding identify where supporting data will help quantify this
information
• Using the work of the two previous stages uncover the
Problem finding heart of the problem
• Use creative problem solving techniques to generate a
Idea finding wide range of ideas e.g. brainstorming, assumption
reversal, random words or pictures
• Evaluate the ideas that could provide solutions to the
Solution finding problem(s)
• Is concerned with managing the
Acceptance finding • implementation of the solution
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EXAMPLE: INVIVO
DIAGNOSTICS
A $300M pharmaceutical company built
on the strength of a single product that
accounts for over 75% of revenues.
In 18 months, the patent for this
product will expire.
The CEO wants to explore ways to plug
the expected $100-$200M revenue gap
as revenues from this product decline.
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Mess finding
What problems or opportunities do we
face?
Where is there a gap between the current
situation and the desired one?
What are the stated and unstated goals?
This stage is complete when we have:
A description of the situation
Identified (not gathered) key facts and data
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Data finding
What are the symptoms and causes?
What measures of effectiveness seem
appropriate?
What actions are available?
This stage is complete when we have:
Found and organized relevant data
Made initial hypotheses about problem
causes and solutions
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Problem finding
Which is the most important problem?
Is this problem like others we have
dealt with?
What are the consequences of a broad
versus narrow problem statement?
This stage is complete when we have
produced a working problem statement.
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Idea finding
What decisions are open to us?
What solutions have been tried in
similar situations?
How are the various candidate solutions
linked to outcomes of interest?
This stage is complete when we have
produced a list of potential solutions.
Perhaps also a list of advantages and
disadvantages
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Solution finding
How does this solution impact each of
the criteria?
What factors within our control could
improve the outcomes?
What factors outside our control could
alter the outcomes?
This stage is complete when we have
produced a recommended course of
action along with justification.
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Acceptance finding
What are the barriers to successful
implementation?
Where will there be support and
motivation, or resistance and conflict?
Are the resources available for
successful implementation?
This stage is complete when we have
produced an implementation plan and
begun execution.
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Homework
Get 1 real problem in your life and use
problem-solving approach to resolve it
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The Business Analysis Process
Model
Business strategy and objectives
Investigate Consider Analyze Evaluate Define Delivering
situation perspectives needs options requirements changes
• Uncover • Analyze • Identify • Examine the • Gather and • Consider
potential
issues and stakeholde where improvements document how the
problems rs and improvem identified so far the requireme
their ents can developing detailed nts are to
some business
perspectiv be made options, requireme be
es on the to the evaluate them nts for delivered,
situation business for changes to the
acceptability
system by and feasibility the changes
doing a and produce a business implement
‘gap Business Case system ed and the
analysis’ business
benefits
realized
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Investigate situation
Procedure
Inputs
Outputs
Techniques
Investigation techniques
Documenting business situations
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Investigate situation -
Procedure
Study background material: project
initiation document, terms of reference
Carry out initial investigation with key
stakeholders
Document the results of the
investigation
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Investigate situation –
INPUT-OUTPUT
Input
• Terms of reference or project initiation
document
• Business objectives and strategy
Output
• View of the existing business situation
• List of issues/problems
• Business needs log
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Investigation techniques
Quantitativ
Qualitative
e
Interviews Questionnaires
Observation Special purpose
records
Workshops
Activity sampling
Scenarios
Prototyping Document analysis
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Documenting business
situations
Rich pictures
Mind maps
Business process models
Spaghetti maps
Fishbone diagrams
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The Business Analysis Process
Model
• Uncover issues and problems
Investigate
situation
• Analyze stakeholders and their perspectives on
Consider
perspective
the situation
s
• Identify where improvements can be made to the
Analyze business system by doing a ‘gap analysis’
needs
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Consider perspectives
Procedure
Inputs
Outputs
Techniques
Stakeholder identification and analysis
Stakeholder perspectives
Business activity modelling
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Investigate situation -
Procedure
Identify key stakeholders
Investigate the values, beliefs and
priorities of the key stakeholders.
Develop and analyse the stakeholder
perspectives.
Build conceptual models of activities.
Explore and resolve conflicts between
stakeholder perspectives.
Synthesise conceptual models into one
view of the desired business system.
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Investigate situation –
INPUT-OUTPUT
Input
• Project initiation document
• Business objectives and strategy
• Identified stakeholders
Output
• Stakeholder perspectives
• Business activity models
• Agreed single business activity model
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Techniques
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Techniques
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The Business Analysis Process
Model
• Analyze stakeholders and their perspectives on
Consider
perspective
the situation
s
• Identify where improvements can be made to the
Analyze business system by doing a ‘gap analysis’
needs
• Examine the potential improvements identified so far
developing some business options, evaluate them for
Evaluate acceptability and feasibility and produce a Business Case
options
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Analyze Needs
Procedure
Inputs
Outputs
Techniques
Analysing activities
Analysing business processes
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Analyze Needs - Procedure
Examine the activities on the business activity
model.
Consider how well each activity is carried out in
the current business system and how well it is
supported by the organisation’s information
systems.
Identify the key business events to be handled
within the business system and develop ‘as is’
business process models
Develop ‘to be’ business process models for the
key business events.
Analyse the gaps between the existing and the
desired situation
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Analyze Needs –
INPUT-OUTPUT
Input
• Agreed business activity model
• View of the existing business system
• Business objectives and strategy
Output
• Analysis of activities, including identified weaknesses
• As is’ and ‘to be’ business process models
• List of potential improvements to the business system
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Techniques
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Techniques
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Techniques
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The Business Analysis Process
Model
• Identify where improvements can
Analyze
needs be made to the business system
by doing a ‘gap analysis’
• Examine the potential
improvements identified so far
Evaluate options
developing some business
options, evaluate them for
acceptability and feasibility and
produce a Business Case
Define requirements •Gather and document the detailed requirements for changes to the business system
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Evaluate options
Procedure
Inputs
Outputs
Techniques
Identifying potential options
Assessing feasibility
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Evaluate options - Procedure
Identify a range of business options.
Explore the acceptability of options and
reduce them to a shortlist.
Develop and document each option in
detail. In particular, consider the
business, technical and financial
feasibility of each option.
Develop a business case, including
presenting options and
recommendations to business managers.
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Evaluate options –
INPUT-OUTPUT
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Techniques
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Techniques
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The Business Analysis Process
Model
• Examine the potential
improvements identified so far
Evaluate options
developing some business
options, evaluate them for
acceptability and feasibility and
produce a Business Case
• Gather and document the
Define requirements detailed requirements for
changes to the business system
Delivering changes •Consider how the requirements are to be delivered, the changes implemented and the business benefits realized
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Define requirements
Procedure
Inputs
Outputs
Techniques
Requirements engineering
Modelling IT systems
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Define requirements -
Procedure
Gather the requirements:
Elicit and analyse the business requirements for
the new business system.
Document and manage the requirements.
Validate the documented requirements.
Document the requirements for the new
business system
business process models;
catalogue of business requirements;
models of the IT processing and data;
glossary of terms.
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Define requirements –
INPUT-OUTPUT
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Techniques
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Techniques
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The Business Analysis Process
Model
• Examine the potential
improvements identified so far
Evaluate options
developing some business
options, evaluate them for
acceptability and feasibility and
produce a Business Case
• Gather and document the
Define requirements detailed requirements for
changes to the business system
Delivering changes •Consider how the requirements are to be delivered, the changes implemented and the business benefits realized
08/04/2023 Trang 45
Delivering changes
Procedure
Inputs
Outputs
Techniques
Delivering the requirements
Implementing the business changes
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Delivering changes - Procedure
Decide the lifecycle and approach to be
adopted.
Develop the business change solution.
Plan the implementation:
Consider the environment for the change
Consider the culture of the organisation
Define the learning approach and develop the
required learning materials
Review the predicted benefits.
Identify any actions required to realise the
benefits.
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Delivering changes –
INPUT-OUTPUT
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Techniques
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Review Questions
1. Problem solving model has six stages. Four of these are
mess finding, data finding, solution finding and acceptance
finding. What are the other two stages?
2. What are the five key stages of the Business Analysis
Process Model?
3. In which stages of the Business Analysis Process Model are
the following produced?
Cost/benefits analysis
Business activity model
4. Are the terms of reference for a project an input or an
output of the first stage of the Business Analysis Process
Model?
5. Whose perspectives are considered in the “Consider
Perspectives” stage of the Business Analysis Process Model?
6. In which stage of the Business Analysis Process Model would
you conduct a gap analysis?
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BUSINESS ANALYSIS
08/04/2023 51
For Next Week
Read Chapter 5
An approach to problem-solving
• Introduce
• Example
The Business Analysis Process Model
• Investigate situation
• Consider perspectives
• Analyze needs
• Evaluate options
• Define requirements
• Delivering changes
08/04/2023 Trang 52
