Key PointsBusiness analysis is more than a role – it is a discipline that can be applied throughout the organization Effective application of this discipline will make or break an organization. Companies that don’t do business analysis well will failYou have the power to make a difference. Lead by example (but make sure you are successful)Understand the WHY of your organization and never lose sight of itEven a little change can make a huge impact – you just have to believe (butterfly effect / IIBA)
Para cada area de proceso define un conjunto de buenaspracticas que habran de ser:■ Definidas en un procedimiento documentado■ Provistas (la organizacion) de los medios y formacion necesarios■ Ejecutadas de un modo sistematico, universal y uniforme (institucionalizadas)■ Medidas■ Verificadas
Para cada area de proceso define un conjunto de buenaspracticas que habran de ser:■ Definidas en un procedimiento documentado■ Provistas (la organizacion) de los medios y formacion necesarios■ Ejecutadas de un modo sistematico, universal y uniforme (institucionalizadas)■ Medidas■ Verificadas
Today, organizations face a business environment that is very volatile and constantly undergoing change. Change can come from anywhere:the business environment, competition, legislation, customer demographics, and so on. To survive, organizations must respond to changes quickly and efficiently or risk dire consequences. As happens in nature, in the long run, the race is not to the big or to the strong, but to the swift and agile; i.e. those that most quickly adapt to change increase their odds of survival.
Identify the Change (although analysis can start with any element of the Framework)Identify the Context relevant to the Change What is the scope of interest; what will be affected by the change?What external events outside the scope will impact the change initiative?Identify the stakeholders who are affected by or have an interest in the change.Determine the stakeholder needs that are affected by the change, both positively and negatively. Core Concept modelassumes that all “requirements” derive from (and are representations of) stakeholder needs. Identify possible solutions that will meet the needs. As solutions are identified, consider their feasibility given the organization’s context as certain solutions may not be effective or plausible. Determine the value of possible solutions. Value is generally connected to how closely a solution meets the needs of stakeholder groups. It must be evaluated in both financial and non-financial terms.Select a solution based on the value provided by the various options.
Why the organization exists - Vision & MissionWhat are its goals and objectives - how it will realize the vision & missionHow an organization works – its business modelHow it accomplishes those objectives - products & servicesHow it needs to change to better accomplish objectives or to meet new challenges
Business Analysis is the key to all three. Formalizes the future or “to be” stateIdentifies and analyzes against the current situationCaptures and transforms needs into requirementsEnsures that requirements are fulfilled by solutionsValue gets delivered, measured & tracked ( if it is not worth something, what is it worth)
Automating tools that allow the BA to focus on higher value contributions