Strategy analysis
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The document summarizes a presentation on strategy analysis using the BABOK framework. The presentation covers defining the current and future states, assessing risks, and defining a change strategy. It discusses strategy concepts, analyzing the current state using techniques like interviews and documentation review. Defining the future state involves setting goals and objectives. Assessing risks examines likelihood and impact. Finally, defining a change strategy includes high-level project plans, organizational readiness, and investment timelines. The overall presentation provides an overview of using business analysis to conduct a strategic analysis.
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Strategy analysis
- 1. Strategy Analysis An Examination Using BABOK v3
- 2. Agenda 7:00 Welcome - Agenda 7:10 Organisation and Strategy 7:20 BA, BABOK, BACCM, Value and Definition of Success * Where does BA stand? 7:30 What is Strategy Analysis? Tasks • Define Current State • Define Future State • Assess Risks • Define Change Strategy Tools and Techniques Examples 9:00 Discussion
- 3. Why is strategy important? Can I use it? What is Strategic Analysis?
- 6. How do you define your strategy?
- 7. What are your organizations goals? Does it have plans to reach them? What are your personal goals for the future? How do you plan to reach them? What shall those plans include?
- 11. • Who is Business Analyst ? Very High Level - Define the vision, mission - Understand market forces - Building the value chain - Define high level strategy of the enterprise Enterprise BA (Portfolio Level) - Understand goal and objectives - Assess the strategy of the company - Define solutions to meet these goals - Build business cases
- 15. Definition of Success enable Change by defining Needs and recommending Solutions that deliver Value to Stakeholders
- 16. Business Analysis Value Spectrum
- 19. Now Future
- 20. Now Future Task: Analyze Current State Task: Define Future State Task: Assess Risks Task: Assess Risks
- 21. Task: Analyze Current State
- 23. Starts w/Business Need Definition of Need is the most critical Step
- 24. Business Need top-down: a strategic goal that needs to be achieved. bottom-up: a problem with the current state of a process, function or system. middle management: a manager needs additional information to make sound decisions or must perform additional functions to meet business objectives. external drivers: customer demand or business competition in the marketplace.
- 25. Business Need Elicitation Results Business Requirements Current State Description Task: Analyze Current State
- 26. Other Elements to Consider • Capabilities and Processes • Technology and Infrastructure • Policies • Business Architecture • Internal Assets • External Influencers (All external stakeholders) • Industry, • Competition, • Customers, • Suppliers, • Technology • Macroecon. Factors
- 27. Stakeholders Customer Domain Subject Matter Expert End User Implementation Subject Matter Expert Operational Support Project Manager Regulator Sponsor Supplier Tester
- 28. Techniques – Def. Current State Benchmarking and Market Analysis Document Analysis Metrics and Key Performance Indicators (KPIs) Risk Analysis and Management: Business Capability Analysis Financial Analysis Mind Mapping Root Cause Analysis Business Model Canvas Focus Groups Observation Scope Modelling Business Cases Functional Decomposition Organizational Modelling Survey or Questionnaire Concept Modelling Interviews Process Analysis SWOT Analysis Data Mining Item Tracking Process Modelling Vendor Assessment Lessons Learned Workshops
- 29. Business Requirements Current State Description Task: Analyze Current State
- 30. Task: Define Future State
- 32. Business Objectives Future State Description Task: Define Future State Business Requirements Current State Description Potential Value Constraints Org. Strategy KPIs
- 33. What to Change? • business processes • functions • lines of business • organization structures • staff competencies • knowledge and skills • training • facilities • desktop tools • organization locations • data and information • application systems • technology infrastructure • (more...)
- 34. Goals to SMART Objectives Specific: describing something that has an observable outcome Measurable: tracking and measuring the outcome Achievable: testing the feasibility of the effort Relevant: aligning with the enterprise's vision, mission, and goals, Time-bounded: defining a time frame that is consistent with the need.
- 35. Techniques – Def. Future State Balanced Scorecard: Decision Analysis Mind Mapping Scope Modelling Benchmarking and Market Analysis: Decision Modelling Organizational Modelling Survey or Questionnaire Brainstorming Financial Analysis Process Modelling SWOT Analysis Business Capability Analysis Functional Decomposition Prototyping Vendor Assessment Business Cases Interviews Metrics and Key Performance Indicators (KPIs) Workshops Business Model Canvas Lessons Learned
- 36. Business Requirements Current State Description Task: Analyze Current State Business Objectives Future State Description Task: Define Future State Potential Value
- 39. Task: Assess Risks Business Analysis Approach Business Policies Change Strategy Current State Description Future State Description Identified Risks Stakeholder Engagement Approach Potential Value Business Objectives Risk Analysis Results
- 40. Risk Concepts • Risk Prioritization • Likelihood of risk • Impact of risk Likelihood/Impact Lo Med Hi Lo 1 2 3 Med 2 4 6 Hi 3 6 9
- 41. Risk Concepts • Risk Tolerance • Risk Averse • Neutral • Risk Seeking
- 43. Risk Concepts • Recommendation • Go for benefits regardless of risk • Go for benefits, reduce risk (likelihood or impact) • Go for greater benefits to outweigh the risk • Optimize opportunities • Do not go for the benefits
- 44. Techniques – Assess Risks Brain Storming Financial Analysis Risk Analysis and Management Business Cases Interviews Root Cause Analysis Decision Analysis Lessons Learned Survey Document Analysis Mind Mapping Workshops
- 45. Business Requirements Current State Description Task: Analyze Current State Business Objectives Future State Description Task: Define Future State Potential Value Risk Analysis Results Task: Assess Risks
- 48. Task: Define Change Strategy Business Analysis Approach Design Options Solution Recommendations Change Strategy Stakeholder Engagement Approach Current State Description Future State Description Risk Analysis Results Solution Scope
- 49. Solution Scope! ● capabilities, ● technology, ● business rules, ● business decisions, ● data, ● processes, ● resources, ● knowledge and skills, ● models and descriptions of markets, ● functions, ● locations, ● networks, ● organizational structures, ● workflows, ● events, ● sequence, ● motivations, ● business logic.
- 50. Gap Analysis! • processes, • functions, • lines of business, • organizational structures, • staff competencies, • knowledge and skills, • facilities, • locations, • data and information, • application systems, • technology infrastructure • training
- 51. Enterprise Readyness Assessment • Ready to make the change? • Ready to SUSTAIN the change? • Ready to REALIZE the value? • Resource AVAILABILITY?
- 52. Change Strategy High Level Project Plan(s). • Organizational Readyness • Investments • Timelines for change • Timelines for value realization • Opportunity costs of the change strategy
- 53. Techniques – Def Chng Strtgy Balanced Scorecard: Decision Analysis: Lessons Learned: Vendor Assessment: Benchmarking and Market Analysis Estimation: Mind Mapping: Workshops Brainstorming: Financial Analysis Organizational Modelling Business Capability Analysis: Focus Groups: Process Modelling: Business Cases: Functional Decomposition: Scope Modelling: Business Model Canvas: Interviews: SWOT Analysis:
- 54. Business Requirements Current State Description Task: Analyze Current State Business Objectives Future State Description Task: Define Future State Potential Value Risk Analysis Results Task: Assess Risks Solution Scope Change Strategy Task: Define Change Strategy
- 55. Business Analysis Value Spectrum
- 60. Credits Some slides and content is provided by: michele.maritato@iiba.org