business analysis and process improvement
DESCRIPTION
Introduces a Business Analysis process model and uses the model as an example for discussing process improvement and individual change.TRANSCRIPT
Business Analysis and Process Improvement
© Lonsdale Systems 1
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Business Analysis and Process Improvement
Presenter: Phil Robinsonwww.lonsdalesystems.com
Business Analysis and Process Improvement
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Agenda
• Business analysis process model
• Process improvement
• Individuals and change
• Beyond business analysis
Business Analysis and Process Improvement
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Business Analysis Process Model
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International Institute of Business Analysis (IIBA)– 6 Knowledge Areas (not related to
project phases)– 34 Techniques
British Computer Society (BCS)– Business Analysis
Process Model– 72 Essential Tools for
Success
These frameworks are great for certifying the knowledge and skills of individuals but can they be applied to real projects with varying skill levels and tight deadlines?
Also they do not describe process improvement or the process of individual change.
Knowledge and skills are not sufficient to improve a process or change the behaviour of individuals.
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Define Requirements
• Formal Requirements
• Usage Scenarios
• Data Dictionary
Analyse Needs
• Strategic Needs• Information Requirements
• Business Rules• Gap Analysis
Evaluate Options
• Solution Options
• Feasibility• Selected Solution
Define Requirements
• Formal Requirements
• Usage Scenarios
• Data Dictionary
Evaluate Options
• Solution Options
• Feasibility• Selected Solution
Analyse Needs
• Strategic Needs• Information Requirements
• Business Rules• Gap Analysis
Consider Perspectives
• Stakeholders• Business Scope
• Application Scope
Investigate the Situation
• Initial Scope
Business Analysis Process Model
• Workflows
Model Business Processes
• Components• Features
Model Software Applications
This is intended to be an “essential” process.
This means that removing anything from the model, except perhaps Process Modelling, will almost certainly cause problems and likely lead to failure.
The process consists of five stages and two techniques. Each of the stages and techniques have a number of deliverables. For example, the Define Requirements stage delivers Formal Requirements, Usage Scenarios and a Data Dictionary.
It is possible to establish a deliverable before the process stage it is delivered in. For example, it is possible to identify some key Business Rules during Investigate the Situation or establish a Data Dictionary during Analyse Needs.
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Investigate the Situation
Consider Perspectives
Analyse Needs
Evaluate Options
Define Requirements
• Workflows
• Components• Features
• Strategic Needs• Information Requirements
• Business Rules• Gap Analysis
• Solution Options
• Feasibility• Selected Solution
• Initial Scope • Stakeholders• Business Scope
• Application Scope
• Formal Requirements
• Usage Scenarios
• Data Dictionary
Model Software Applications
Model Business Processes
Business Analysis Roles
Business Analyst
Business Analyst Systems
Analyst
Business Analyst
Systems Analyst
Solution Architect
Separation of roles into Business Analyst, Systems Analyst and Solution Architect is more common in larger organisations.
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Investigate the Situation
Rich PicturesMind Maps
Define Requirements
• Formal Requirements
• Usage Scenarios
• Data Dictionary
Evaluate Options
• Solution Options
• Feasibility
• Strategic Needs• Information Requirements
• Business Rules• Gap Analysis
Consider Perspectives
• Stakeholders• Business Scope
• Application Scope
Investigate the Situation
• Initial Scope
Define Requirements
• Formal Requirements
• Usage Scenarios
• Data Dictionary
Evaluate Options
• Solution Options
• Feasibility• Selected Solution
Analyse Needs
• Strategic Needs• Information Requirements
• Business Rules• Gap Analysis
• Workflows
Model Business Processes
• Components• Features
Model Software Applications
Unstructured techniques work best during this stage. See http://www.slideshare.net/lonsdalesystems/visual-communication-28395424.
It can be useful to establish a glossary of terms here. See http://lonsdalesystems.blogspot.sg/2012/03/creating-glossary-of-terms.html.
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Investigate the Situation
Rich PicturesMind Maps
Define Requirements
• Formal Requirements
• Usage Scenarios
• Data Dictionary
Evaluate Options
• Solution Options
• Feasibility
• Strategic Needs• Information Requirements
• Business Rules• Gap Analysis
Consider Perspectives
• Stakeholders• Business Scope
• Application Scope
Investigate the Situation
• Initial Scope
Define Requirements
• Formal Requirements
• Usage Scenarios
• Data Dictionary
Evaluate Options
• Solution Options
• Feasibility• Selected Solution
Analyse Needs
• Strategic Needs• Information Requirements
• Business Rules• Gap Analysis
• Workflows
Model Business Processes
• Components• Features
Model Software Applications
Unstructured techniques work best during this stage. See http://www.slideshare.net/lonsdalesystems/visual-communication-28395424.
It can be useful to establish a glossary of terms here. See http://lonsdalesystems.blogspot.sg/2012/03/creating-glossary-of-terms.html.
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CompetitorsSuppliers
None
EmployeesHotel owner
PartnersGuests
Duty manager
Some
Subject Matter Knowledge
Co
ntrol O
ver Sco
pe
So
me
High
HighNone
Back office clerkFront desk clerk
Call centreoperator
Functioncustomers
Coffee shopcustomers
Healthdepartment
Fire department
CompetitorsSuppliers
None
EmployeesHotel owner
PartnersGuests
Duty manager
Some
Subject Matter Knowledge
Co
ntrol O
ver Sco
pe
So
me
High
HighNone
Back office clerkFront desk clerk
Call centreoperator
Functioncustomers
Coffee shopcustomers
Healthdepartment
Fire department
Stakeholder Analysis
Consider Perspectives
Functional Analysis
HotelManagement
System
Smart CardProgrammer
Duty ManagerBack Office Clerk
Front Desk Clerk
Call Centre Operator
Stay details
Accommodation Report
Bil l
Bil l ing Details
Check In Details
Check Out Details
Reservation
Context Diagram
HotelManagement
System
Define Requirements
• Formal Requirements
• Usage Scenarios
• Data Dictionary
Evaluate Options
• Solution Options
• Feasibility
• Strategic Needs• Information Requirements
• Business Rules• Gap Analysis
Consider Perspectives
• Stakeholders• Business Scope
• Application Scope
Investigate the Situation
• Initial Scope
Define Requirements
• Formal Requirements
• Usage Scenarios
• Data Dictionary
Evaluate Options
• Solution Options
• Feasibility• Selected Solution
Analyse Needs
• Strategic Needs• Information Requirements
• Business Rules• Gap Analysis
• Workflows
Model Business Processes
• Components• Features
Model Software Applications
It is essential to know who are the subject matter experts (SMEs) and who ultimately controls the scope.
Business scope is a consolidated view of the “work” of the stakeholders.
Application scope defines how the stakeholders will the application as a “tool” to support their work.
Functional Analysis and Context Diagrams are typical techniques used during this stage. However, actual techniques are not mandated here in contrast to the specific techniques described in Modelling Processes and Modelling Applications.
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CompetitorsSuppliers
None
EmployeesHotel owner
PartnersGuests
Duty manager
Some
Subject Matter Knowledge
Co
ntrol O
ver Sco
pe
So
me
High
HighNone
Back office clerkFront desk clerk
Call centreoperator
Functioncustomers
Coffee shopcustomers
Healthdepartment
Fire department
CompetitorsSuppliers
None
EmployeesHotel owner
PartnersGuests
Duty manager
Some
Subject Matter Knowledge
Co
ntrol O
ver Sco
pe
So
me
High
HighNone
Back office clerkFront desk clerk
Call centreoperator
Functioncustomers
Coffee shopcustomers
Healthdepartment
Fire department
Stakeholder Analysis
Consider Perspectives
Functional Analysis
HotelManagement
System
Smart CardProgrammer
Duty ManagerBack Office Clerk
Front Desk Clerk
Call Centre Operator
Stay details
Accommodation Report
Bil l
Bil l ing Details
Check In Details
Check Out Details
Reservation
Context Diagram
HotelManagement
System
Define Requirements
• Formal Requirements
• Usage Scenarios
• Data Dictionary
Evaluate Options
• Solution Options
• Feasibility
• Strategic Needs• Information Requirements
• Business Rules• Gap Analysis
Consider Perspectives
• Stakeholders• Business Scope
• Application Scope
Investigate the Situation
• Initial Scope
Define Requirements
• Formal Requirements
• Usage Scenarios
• Data Dictionary
Evaluate Options
• Solution Options
• Feasibility• Selected Solution
Analyse Needs
• Strategic Needs• Information Requirements
• Business Rules• Gap Analysis
• Workflows
Model Business Processes
• Components• Features
Model Software Applications
It is essential to know who are the subject matter experts (SMEs) and who ultimately controls the scope.
Business scope is a consolidated view of the “work” of the stakeholders.
Application scope defines how the stakeholders will the application as a “tool” to support their work.
Functional Analysis and Context Diagrams are typical techniques used during this stage. However, actual techniques are not mandated here in contrast to the specific techniques described in Modelling Processes and Modelling Applications.
Business Analysis and Process Improvement
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CompetitorsSuppliers
None
EmployeesHotel owner
PartnersGuests
Duty manager
Some
Subject Matter Knowledge
Co
ntrol O
ver Sco
pe
So
me
High
HighNone
Back office clerkFront desk clerk
Call centreoperator
Functioncustomers
Coffee shopcustomers
Healthdepartment
Fire department
CompetitorsSuppliers
None
EmployeesHotel owner
PartnersGuests
Duty manager
Some
Subject Matter Knowledge
Co
ntrol O
ver Sco
pe
So
me
High
HighNone
Back office clerkFront desk clerk
Call centreoperator
Functioncustomers
Coffee shopcustomers
Healthdepartment
Fire department
Stakeholder Analysis
Consider Perspectives
Functional Analysis
HotelManagement
System
Smart CardProgrammer
Duty ManagerBack Office Clerk
Front Desk Clerk
Call Centre Operator
Stay details
Accommodation Report
Bil l
Bil l ing Details
Check In Details
Check Out Details
Reservation
Context Diagram
HotelManagement
System
Define Requirements
• Formal Requirements
• Usage Scenarios
• Data Dictionary
Evaluate Options
• Solution Options
• Feasibility
• Strategic Needs• Information Requirements
• Business Rules• Gap Analysis
Consider Perspectives
• Stakeholders• Business Scope
• Application Scope
Investigate the Situation
• Initial Scope
Define Requirements
• Formal Requirements
• Usage Scenarios
• Data Dictionary
Evaluate Options
• Solution Options
• Feasibility• Selected Solution
Analyse Needs
• Strategic Needs• Information Requirements
• Business Rules• Gap Analysis
• Workflows
Model Business Processes
• Components• Features
Model Software Applications
It is essential to know who are the subject matter experts (SMEs) and who ultimately controls the scope.
Business scope is a consolidated view of the “work” of the stakeholders.
Application scope defines how the stakeholders will the application as a “tool” to support their work.
Functional Analysis and Context Diagrams are typical techniques used during this stage. However, actual techniques are not mandated here in contrast to the specific techniques described in Modelling Processes and Modelling Applications.
Business Analysis and Process Improvement
© Lonsdale Systems 12
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CompetitorsSuppliers
None
EmployeesHotel owner
PartnersGuests
Duty manager
Some
Subject Matter Knowledge
Co
ntrol O
ver Sco
pe
So
me
High
HighNone
Back office clerkFront desk clerk
Call centreoperator
Functioncustomers
Coffee shopcustomers
Healthdepartment
Fire department
CompetitorsSuppliers
None
EmployeesHotel owner
PartnersGuests
Duty manager
Some
Subject Matter Knowledge
Co
ntrol O
ver Sco
pe
So
me
High
HighNone
Back office clerkFront desk clerk
Call centreoperator
Functioncustomers
Coffee shopcustomers
Healthdepartment
Fire department
Stakeholder Analysis
Consider Perspectives
Functional Analysis
HotelManagement
System
Smart CardProgrammer
Duty ManagerBack Office Clerk
Front Desk Clerk
Call Centre Operator
Stay details
Accommodation Report
Bil l
Bil l ing Details
Check In Details
Check Out Details
Reservation
Context Diagram
HotelManagement
System
Define Requirements
• Formal Requirements
• Usage Scenarios
• Data Dictionary
Evaluate Options
• Solution Options
• Feasibility
• Strategic Needs• Information Requirements
• Business Rules• Gap Analysis
Consider Perspectives
• Stakeholders• Business Scope
• Application Scope
Investigate the Situation
• Initial Scope
Define Requirements
• Formal Requirements
• Usage Scenarios
• Data Dictionary
Evaluate Options
• Solution Options
• Feasibility• Selected Solution
Analyse Needs
• Strategic Needs• Information Requirements
• Business Rules• Gap Analysis
• Workflows
Model Business Processes
• Components• Features
Model Software Applications
It is essential to know who are the subject matter experts (SMEs) and who ultimately controls the scope.
Business scope is a consolidated view of the “work” of the stakeholders.
Application scope defines how the stakeholders will the application as a “tool” to support their work.
Functional Analysis and Context Diagrams are typical techniques used during this stage. However, actual techniques are not mandated here in contrast to the specific techniques described in Modelling Processes and Modelling Applications.
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Modelling Business Process and Software Applications
Physical
(How?)
Logical
(What?)
Future (“To-Be”)Current (“As-Is”)
Understanding
Needs
Solution
Concepts
Modelling current physical business processes are great for understanding but can often lead to a lot of wasted time. See http://lonsdalesystems.blogspot.sg/2012/03/business-analysis-and-process-modelling.html for a more detailed discussion of this slide.
The Functional Analysis performed during Consider Perspectives can often substitute for the current logical process model and bypass the current physical model.
Frequently BAs find that a current physical model of the application already exists. Current logical models are much less common but very important in understanding how the application is used as a “tool”.
The difference between the current and future logical models represent a needs “gap”.
More than one future physical process and application model may be created for different solution options.
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Model Business Processes
Kio
skG
ues
tH
ote
l Ma
na
gem
ent S
ystem
Swipe creditcard
Read credit card
Retrieve guestreservation
Display guestdetails
Confirm guestdetails
Allocate room
Display roomallocation
Display availablerooms
Dispense keycard
Retrieveavailable rooms
Select room Remove keycard
[change room]
[accept allocated room]
Retrieve reservation
Allocate room
Record guest details
Check identity
document
Authorise credit card
Accept cash deposit
No acceptablemethod ofpayment
Record stay details
[walk in]
[acceptablecredit card]
Process Models
Define Requirements
• Formal Requirements
• Usage Scenarios
• Data Dictionary
Evaluate Options
• Solution Options
• Feasibility
• Strategic Needs• Information Requirements
• Business Rules• Gap Analysis
Consider Perspectives
• Stakeholders• Business Scope
• Application Scope
Investigate the Situation
• Initial Scope
Define Requirements
• Formal Requirements
• Usage Scenarios
• Data Dictionary
Evaluate Options
• Solution Options
• Feasibility• Selected Solution
Analyse Needs
• Strategic Needs• Information Requirements
• Business Rules• Gap Analysis
• Workflows
Model Business Processes
• Components• Features
Model Software Applications
Process models model the “work” performed by the stakeholders.
Activity diagrams are shown here but other notations such as BPMN or Achimate could be used.
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Model Software Applications
Hotel Management System
Front Desk Back Office Housekeeping
Debtors Ledger General Ledger
Shift Management
Mobile App
Check out times
Minibar, Laundry
Staff details
Corporate sales
Corporate sales
Cash sales
Components
Mobile App
Enter Laundry Items
Record Laundry Return
Housekeeper
Record Minibar Usage
«actor,secondary»Hotel Management
SystemRecord Make Up
Room
«actor»Housekeeping
Features
Define Requirements
• Formal Requirements
• Usage Scenarios
• Data Dictionary
Evaluate Options
• Solution Options
• Feasibility
• Strategic Needs• Information Requirements
• Business Rules• Gap Analysis
Consider Perspectives
• Stakeholders• Business Scope
• Application Scope
Investigate the Situation
• Initial Scope
Define Requirements
• Formal Requirements
• Usage Scenarios
• Data Dictionary
Evaluate Options
• Solution Options
• Feasibility• Selected Solution
Analyse Needs
• Strategic Needs• Information Requirements
• Business Rules• Gap Analysis
• Workflows
Model Business Processes
• Components• Features
Model Software Applications
These model the “tool” that will support the stakeholder’s “work”.
Components are the physical view and features are the logical view of an application.
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Analyse Needs
• Strategic– Improve a process to build on a strength or
exploit an opportunity– Mitigate a risk to preserve a strength or avoid a
threat– Remedy the underlying cause of a weakness
• Support business processes– Managing information– Enforcing business rules
• Identify “gaps”
Define Requirements
• Formal Requirements
• Usage Scenarios
• Data Dictionary
Evaluate Options
• Solution Options
• Feasibility
• Strategic Needs• Information Requirements
• Business Rules• Gap Analysis
Consider Perspectives
• Stakeholders• Business Scope
• Application Scope
Investigate the Situation
• Initial Scope
Define Requirements
• Formal Requirements
• Usage Scenarios
• Data Dictionary
Evaluate Options
• Solution Options
• Feasibility• Selected Solution
Analyse Needs
• Strategic Needs• Information Requirements
• Business Rules• Gap Analysis
• Workflows
Model Business Processes
• Components• Features
Model Software Applications
Strategic Needs are identified as part of a SWOT analysis.
Support for business processes represents the routine automation of “work”.
It is common for the Information Requirements to be defined in a Data Dictionary.
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Evaluate Options
• Identify solution options
• Investigate feasibility– Technical
– Economic (business case)
– Schedule (estimate and plan)
– Compliance
– Operational
• Selected solution
Define Requirements
• Formal Requirements
• Usage Scenarios
• Data Dictionary
Evaluate Options
• Solution Options
• Feasibility
• Strategic Needs• Information Requirements
• Business Rules• Gap Analysis
Consider Perspectives
• Stakeholders• Business Scope
• Application Scope
Investigate the Situation
• Initial Scope
Define Requirements
• Formal Requirements
• Usage Scenarios
• Data Dictionary
Evaluate Options
• Solution Options
• Feasibility• Selected Solution
Analyse Needs
• Strategic Needs• Information Requirements
• Business Rules• Gap Analysis
• Workflows
Model Business Processes
• Components• Features
Model Software Applications
The “TESCO” mnemonic is a great way to remember the different types of feasibility.
Feasibility can sometimes become a “show-stopper”. For example it is often mandatory to comply with laws and regulations.
Schedule feasibility should be considered before economic feasibility as it identifies some of the costs associated with the application.
It is common to select a solution option based on its economic feasibility (cost-benefit).
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Define Requirements
Application
Function Storage
Function
Quality attributeConstraint
Actor
Function
System
DeviceFunction
Formal Requirements
Use
r In
terf
ace
Usa
ge s
cena
rio
Inte
rfac
eS
erv
ice
Actor
System
Device
Application
Scenarios
Define Requirements
Analyse Needs
• Formal Requirements
• Usage Scenarios
• Data Dictionary
Evaluate Options
• Solution Options
• Feasibility
Analyse Needs
• Strategic Needs• Information Requirements
• Business Rules• Gap Analysis
Consider Perspectives
• Stakeholders• Business Scope
• Application Scope
Investigate the Situation
• Initial Scope
• Formal Requirements
• Usage Scenarios
• Data Dictionary
Evaluate Options
• Solution Options
• Feasibility• Selected Solution
• Strategic Needs• Information Requirements
• Business Rules• Gap Analysis
• Workflows
Model Business Processes
• Components• Features
Model Software Applications
• List of guests– Surname 30 alphabetic– First name 30 alphabetic– Address 3 x 40 alphanumeric
• List of reservations– Check in date DD/MM/YYYY– Check out date DD/MM/YYYY
• Reservation details– Room type [Standard|Deluxe|Suite]– Number of guests 1 numeric– Check in date DD/MM/YYYY– Arrival flight number 10 alphanemeric...
Data Dictionary
Formal requirements describe requirements from the perspective of the application.
They are most often described using mandatory statements such as “The application must…”.
Scenarios describe requirements from the perspective of the user of the application and applications that use its services.
They are most often described using structured scenarios that define how the user (or application) will interact with the application.
For example:
1. The user selects a transaction type
2. The application requests the transaction amount
3. …
Data dictionaries provide a structured way of defining interface and storage requirements.
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AnalyseNeeds
InvestigateSituation
ConsiderPerspectives
EvaluateOptions
DefineRequirements
Backtracking and Iteration
In practice, business analysis does not proceed smoothly through the five stages of the process model.
Learning about a business area and the software applications that support it inevitably requires BAs to “backtrack” to previous stages of the process as they learn more.
For example, some previously unknown stakeholders may be discovered during Analyse Needs. This would require a BA to backtrack to the Consider Perspectives stage and revise the Stakeholder Analysis (and possibly the Business Scope) to include the new stakeholder.
While some degree of backtracking is inevitable, excessive backtracking can lead to inefficient repetition of work already performed (rework).
In situations where very little is known about the business area and its applications, a planned iterative approach can provide a better approach.
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Process Improvement
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• Identify potential improvements
• Identify performance measures
• Experiment with changes
• Collect performance data
• Evaluate experiments
• Review lessons learnt
• Institutionalise improvements…or
• Repeat cycle
PlanA
ct
Check
Do
PDCA Cycle
In essence, the PDCA cycle describes the experimental method used in science.
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• Identify potential improvements
• Identify performance measures
• Experiment with changes
• Collect performance data
• Evaluate experiments
• Review lessons learnt
• Institutionalise improvements…or
• Repeat cycle
PlanA
ct
Check
Do
Software Projects• Ad-hoc processes• Lack of data
• Ad-hoc processes• Non-repetitive tasks• Difficult to
communicate planned experiments
• Variation in individual skills
• Data is accumulated slowly
• Difficult to compare data from different projects
• Slow feedback• Difficult to institutionalise
changes to ad-hoc process
• Difficult to communicate lessons learnt
PDCA is easy to apply to manufacturing processes because there are many repetitive tasks and sampling during manufacture quickly establishes many data points for measuring the performance of the process.
This is not true for software projects.
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Process Capability
Ad-hoc
Managed
Defined
Measured
Improving
Plan
Act
Check
Do
Business Analysis Process Model
Success through skill and “heroics”
• Projects• Quality• Change
Before PDCA can be applied to software projects, the process must be made more stable and predictable in a series of steps that build on each other.
It should always be remembered that the goal is that of continuous improvement NOT achieving the stable and predictable process. Stability and predictability are simply a means to an end!
The starting point is usually an ad-hoc process. Success is only achieved if staff have superior skills and make a “heroic” effort by working long hours.
The first step is to better mange the process by introducing the disciplines of project, quality and change management.
The next step is to institutionalise a defined process. “Institutionalise” means that everyone actually follows the process for all projects. There are no “special cases” and the process is not abandoned when faced with schedule slippage. The Business Analysis Process Model is a good example of a defined process.
Objective measurement is the key to applying PDCA and that is why it is the next and final step. Once it is possible to objectively measure the performance of a process, continuous improvement of the process becomes possible.
Some may recognise these steps as being very similar to the five capability levels described in the CMMI.
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•Defined - framework for identifying problem areas and potential improvements•Measured - ability to assess severity of problems and identify performance measures for potential improvements
•Managed - facilitates controlled experimentation with potential improvements•Defined - framework for communicating planned experiments•Measured - defines what performance data to collect and how to collect it•Measured – supplies
the performance datato evaluate potential improvements
•Defined - framework for communicating lessons learnt and institutionalising improvements
PlanA
ct
Check
Do
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Individuals and Change
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Change Management Framework ADKAR
Reinforcement to sustain the changeR
Ability to implement the changeA
Knowledge of how to changeK
Desire to support the changeD
Awareness of the need for changeA
?
!
ADKAR describes individual change as a sequential process consisting of five steps.
A change can fail at any of the five stages. For example, if an individual is aware of the need for a change but does not have the desire to change, the change will not be successful even if the organisation goes through the “motions” of developing their knowledge and ability.
Training is often seen as providing a trigger for change. However, ADKAR predicts that the change will not be successful unless everyone is aware of the need to change and has the desireto change.
It is very common for changes to fail through a lack of reinforcement to sustain the change. Staff return from a training course only to be told that “this time is different” or the approach they learnt is “too academic”!
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Beyond Business Analysis
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Implement Product
Deploy Product
Investigate the Situation
Consider Perspectives
Analyse Needs
Evaluate Options
Define Requirements
• Workflows
• Components• Features
• Strategic Needs• Information Requirements
• Business Rules• Gap Analysis
• Solution Options
• Feasibility• Selected Solution
• Initial Scope • Stakeholders• Business Scope
• Application Scope
• Formal Requirements
• Usage Scenarios
• Data Dictionary
Model Software Applications
Model Business Processes
Manage Integration
Manage Change
• Validation• Verification• Defects
Manage Quality
• Acquisition Support
• Development Support
• Stakeholder Support
• Retirement Planning
Beyond Business Analysis
The Business Analysis Process Model can be extended by adding stages for the Implementation and Deployment of the application.
The extended model also adds techniques for managing quality, integration and change.
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Implement Product
Deploy Product
Investigate the Situation
Consider Perspectives
Analyse Needs
Evaluate Options
Define Requirements
• Workflows
• Components• Features
• Strategic Needs• Information Requirements
• Business Rules• Gap Analysis
• Solution Options
• Feasibility• Selected Solution
• Initial Scope • Stakeholders• Business Scope
• Application Scope
• Formal Requirements
• Usage Scenarios
• Data Dictionary
Model Software Applications
Model Business Processes
Manage Integration
Manage Change
• Validation• Verification• Defects
Manage Quality
• Acquisition Support
• Development Support
• Stakeholder Support
• Retirement Planning
Beyond Business Analysis
Technology andOrganisation
Software Testing
Requirements Analysis Quality
Management
EnterpriseArchitecture
Managing change applies equally to:
•organisational changes described by ADKAR; and
•the version control of technology.
Managing integration (often called Enterprise Architecture) is about planning the integration of:
•the organisation’s “work”;
•the application “tools” that support the work; and
•the technical infrastructure on which the applications are deployed.
The goal of managing integration is to make it easy to respond to changing needs – especially changes to strategic needs.
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Investigate the Situation
Consider Perspectives
Analyse Needs
Evaluate Options
Define
Requirements
Imp
lemen
t
Pro
du
ct
Deploy
Product
Op
erat
e P
rod
uct
Manage Integration
and Change
Iterative Life Cycle
Minor changes and
enhancements
New applications and major
enhancements
The stages of the extended model can be organised into an iterative version of the process.
Iterative processes are often better for the enhancement and support of an applications with long lifetimes.
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Questions?
Presenter: Phil Robinsonwww.lonsdalesystems.com