Please enable JavaScript.

Coggle requires JavaScript to display documents.

Business Analysis Revision (Every Technique I used in every project (at…

- - - - I did this in both Jira Integrations, as well as the Admiral integration.
  - - - I created one of these for a project I worked on actually.
- - - - I mainly didn't use this, as it is great for understanding a market before going into the market with anew prodcut. However, all of the work I do is internal to the business. As such, factors like bargaing power of suppliers or buyers was not a ator as we develop the majority of our enhancements in-house. Instead I would use other situational analysis techniques
  - - - MOST helps the analust document the organisations Mission, Objectives, Strategies and Tactics. It is a way of represetning a business plan and may be both an i put to the strategic planning process and an output from it. I would have done this in my Business Case for the SAP Operational Procurement enhancements. In that document we made sure we documented the mission (what the busienss is and what it intends to acheive). We then documented the objectives (the key goals against which ahceievement can be measured) Therefore we created the stratgies (approach to acheieve the obectvies) and the bsuienss case outlinef he ehnacements whcih were the tactics (the detail ways in whcihc the strategies would be implemented). These all linked back therefore to the mission
  - - - I conducted a Resource Audit on the TSOE Organizational Restructure, identifying our resources for every tangible and intangible category.
  - - - CSFs are the areas of the Org that must succedd in rder to achieve positive performance and meet objectives. They may b industry-wide or specificv to an org but are comonnly identified at a high-level and mapped into the orgs missions and objectives. As a result of this, they are very core and connected to MOST
        
        The CSFs for Maersk may be High Customer retention rate and excellent service
      - KPIs are the Key Performance Indicators, the mecahnism that assess the performance of the org. These feed into the CSFs and inform of how well we are acheiving our CSFs. Getting these correct are vital into understabidn our perfromance as an Org
        
        The KPIs may therefore be the percentage of previous customer who buy again and customer feedbak on service
      - PTs are the Performance Taegts that define the Organisatonal targets and will comprise of lower level objectives for specific areas. They are the internal mechanisms that will enable the KPIs and therefore the CSFs to be acheieved.
        
        The PTs therefore may b 50% of sales to previous customers and a 98% rate of good or better based on a customer feeedback scale
  - - - Customer Perspective – measures having a direct impact on customers and their satisfaction, for example: time taken to process a phone call; time to deliver the products; results of customer surveys; number of complaints or competitive rankings.
      - Business Process Perspective – measures reflecting the performance of key business processes, for example: the time spent prospecting; number of units that required rework or process cost.
      - Financial Perspective – measures reflecting financial performance, for example: number of debtors, cash flow or return on investment. The financial performance of an organisation is fundamental to its success. Even non-profit organisations must make the books balance.
      - Learning and Growth Perspective – measures describing the company’s learning curve, for example: number of employee suggestions or total hours spent on staff training.
      - This is a technique I would like to do more of in the future. As an inexperienced BA, my understainding of developing straetgy is limited, as such in time- I would like to be more involved as agin senriortiy and experience
- - - - I did this to identify the positive and negative factors that would influence the success of the project.
  - - - I did this to understand the situation of the project. As it is an external analysis technique it is useful for identifying opportunities and threats that could potentially affect the project. However not all criteria were suitable.
  - - - I conducted a Resource Audit on the TSOE Organizational Restructure, identifying our resources for every tangible and intangible category.
    - - I also did an Audit for this project. Again I did this for the same reason. It is useful to use an intenral investigation technique to identify the stegnths we have avaialbel to us. It is good for identfiying threats and weaknesses too.
  - - - Supplemented with brainstorms and creative thinking, as well as based off the investigation techniques I used previously, I created a RAID Log as a central document to log each risk and generate mitigation plans for all.
        
        I assess the impacts based on the project constraints, this acted as a consistent judge for how you would decide whether a risk is low, medium or high. This plan was made in collaboration with senior stakeholders of the project for alignment. I used a 3x3 format in the risk matrix due to my lack of experience.
  - - - I created a PIG to plot my elicited stakeholders on, and used it to gauge who were the audience of the communications we were aiming to circulate. The core deliverable of this project was communications so it only makes sense this was done correctly. My basis for analyzing their power and interest was as follows, if they feed into the creation of what is being communicated, they have high power, if they are interested in it being communicated, they have high interest.
        
        This PIG was then distributed with the internal project stakeholder as a sense check, and we moved from there. This specific technique delivered value because it helped inform us of the exact audeince we needed to communicate with, ensuring no one who needs to be contacted is missed.
        
        For this project, I even received praise from a Senior stakeholder - The IT SOE Programme Leader, who said I did an excellent job setting up the comms. He confirmed I was clear, precise and committed to get the work done
  - - - The communication plan was educated by the previously created PIG, and then further supplemented by meeting with my core stakeholders. In these meeting I elicited their comms requirements and the plan was the formal document that held all of this. It explictly detailed what and how we were going to communicate, as well as when. This was exceptionally integral to the planning and distribution of communication material and such was pivotal in the success of the project.
        
        For this project, I even received praise from a Senior stakeholder - The IT SOE Programme Leader, who said I did an excellent job setting up the comms. He confirmed I was clear, precise and committed to get the work done.
  - - - Alternatively, there was an instance in a project where we had much more significant conflict. My collegue and I had carried out analysis in a section of the organisation we felt needed attention. It was agreed among many stakeholders this was the case, and we made it to a point where we had identfied potential solutions. Upon presenting these soltuisn, a stakeholder was angry as they felt the analysis we conducted was false and untrue. I decided to once again use killams approach, as we had sufficeient evidwence but also wanted to be cooperativ we took a collaborative approac. Promising to meet fter the meeting woth out evidecne to in-depth analysis our finding
    - - There was an instance recently actually where my manager and I had slight conflict. The issue at hand was she gave me feedback I deemed quite harsh and unfair regarding my diary and calendar management. This is a core part of how we are assessed and I was frustrating knowing it would play a large part in her assessment of my competence as an employeee. She felt I was not ahead of my calendar enough and it was an area I am weak in. In order to manage this conflict, I used Kilmans onflict Resolutions.
        
        I decided to be compromising, meaning I was a steady amount of assertive and cooperative. I chose to wait a few days to ensure I was calm, and we had a 1-to-1 where I discussed I felt it was unfair, as the events she was referring were weeks in advance and i was confident it would have been accounted for closer to the date. She understood this, and it ensured I felt understood and she got a better picture as to why this was the case.
  - - - In order to identify the Imacts posed by the proposed enhancements, I used POPIT as a guiding lenses. POPIT is a great way to ensure to holistically check every aspect of an organisation. Without it in this instance, Impacts for example posed to the IT aspects of the Business may have been missed. It all feed into the impacts that were identifed and POPIT was used as a way to categorise each Impact, for example.
        
        For People, it was identified Training and communication material will need to be created and distributed in order for BAU to continue. For Process for example, diagrams will need to be developed in line with the new process of GR Creation.
        For IT, Minimal data requirements would need to be identifed and communicated to facilite the new automate process
  - - - I created a CBA for the Holga Project as a way of justifying in the Business Case the project. In order for the project to go ahead, a Business Case must be created. A core component of this Business Case was the CBA, it explains to senior management the benefits f the project in financial terms, justifies the project and is generally a necessary aspect of the Business Case
        
        This was created in collaboration with the project stakeholders, for example to get Operational Costs and Investment costs I went to the Developers to understand how much this would cost to implement and uphold.
  - - - I created Data Models myself, using Visio. I used Visio as this is the company standard software that is used, and therefore getting it distributed and checked is easier for other tstakeholder if and when we get to that stage. I was solely resposbile for the creation of this data model. Meaning I was required to to host inteviews, conduct document analysis to elicient aspects of the As-Is and generate an accurate model. Oce created, this was then circulated to stakeholders for reviewal.
        
        Data Modles improve business intelligence, suport compliance and enable process and data improved. They are good for GAP Analysis and under the As-is, as well as identifying areas where you can improve.
  - - - What is your approach to gathering / documenting requirements? My Approach , i have an example for. On my time on the Jira to SNOW Project I had to elicit several requirements. As such my approach was simple. Identify and assess my stakeholders using a Power/Interest Grid and by talking to my stakeholders. Once they were assessed, I started to use a variety of investigational techniques to start gatherting my requirements. This mean documents analysis on conflcuence pages to understand the needs of Jira, Interviews wit stakeholder to derive tacit knowledge and virtual observations to watch how people work on a day to day basis. In order to document thse I used a Specification. I used this becasue it was the industry standard and Maersk standard. oUR DEVELOPERS AT snow use it and so it seemed the most logical. I was solely resposnbile for maintaining this. At checkpoints in the proejct this was circulated to the team for reviewal prior to the start of development
        
        You'll also see I use Use Case Diagrams as a way of documenting requirement. They give a visual diagram of the requirement. It helps communicate the requirement to the stakeholders and elicit more. I also use User Stories at times, this is because ServiceNow like requirements written as both User Stories and they like FSs. The benefit of User Stories is they are well understood across the industry.
  - - - We created a RACI in order to track and show the different tasks created in a process model, and how they relate to different people invovled in the specific SOP. For example during the Vendor and Contract MGMT Agreement MGMT SOP Project, I was responsible for creating the SOP and the documents that fed into the SOP, including the RACI. This way the document is clear and connected.
  - - - I've previously created many many Process Models, it is one of the techniques I feel most confident about. In order to create one I usualy start by doing document analysis to collect and draw up what I ciurrently understand of the As-Is process. I then use interviews, IM's workshops to start to elicit more around the As-Is and to start drawing u and understanding what the key stakeholders want from the To-Be. I would then show the created models once complete to the stakeholders for sign off and wewould then move on to developing or making these process changing. For example, back on the Agreement Management SOP Project, the purpose was to increase rthe responsibility on Budget and Service Owner in the organisation. To enable this, we needed new SOPs showing newprocesses that we wanted to start using moving resposnbility towards these budget owners. As such, I had a kick-off meeting with my key stakeholders, an interview and asked them to run through the As-Is process. I documented each step in notes, and played it bac to them. When they were happy I then used Visio to draw up the model as I understood it. I sent it back to them for reviiwal and with several iterations we came to create a final model
        
        I used Visio because it is the company standard software, that will be installed on most devices here at Maersk. I enjoy using Visio, I think its quite easy, there is no need to reformat models from othr people and it is support by our IT Infrasrcuture.
        I used UML because it is an industry standard modelling lanaguage, it is easy to understand, people will get the model and standardization is important to me.
        
        I choose to Process Model because it improess communication in the business, for example the SOP can now be shared with SOs to make them aware of their roles, it enables operational efficicency (like a project im working on now actually regarding the E2E Procurement process). It also enables sandardization - espeially for an Orfg like Maersk, we have seen different parts of the Org do the same process differently, like.....
  - - - This is an iterative interrogative technique used to explore the cause-and-effect relationships underlying a particular problem. By simply asking and answering the question “Why” to a pain point, you can identify the root cause of the pain point, and as such it helps in developing a solution that resolves the entire problem. I found it very useful in this project for really drilling down into the root causes of our challenegs and it is somethign I would like to do more with time.
        
        As a result of these techniques, I had documented a list of requirements, assumptions, questions and blockers related to each of the challenges. These were documented in an RTM, and were then provided to SAP Developers, in order to identify potential solutions.
  - - - As part of my project with Operational Procurement, I was required to conduct a Gap Analysis. As such it was my responsibility to evaluate the current manual process for Goods receipting, the purchasing approval matrix and the purchase order management processes, in order to develop a view to compare against a proposed To-be. This To-Be solution was an AI and automated solution within the current ERP and procurement tooling designed to simplify and improve several processes within the Operational Procurement space as well as increase the quality of the data being output. I would create an As-Is and To-Be and analyse the GAP between these. This would mean liasing with the project team, elciitng their visdion for the To-be and documenting like I didn in the Operational Procurement project.
    - - I've also recetnyl started to look at GAP Analysis with my colleagues on a new project. We have once again modelled the As-Is and with the assitance of the project lead, started to idnetified the pain points we have found in the current process. (SHOW E2E Model and key improvements required) tHIS PROJECT IS STILL NGOING BUT i THINK IT HIGHLIGHRS THE IMPORTANCE AND EVEL we approach GAP Analysis at to ensure a good output. n
  - - - I personally elicited most of the requirements for the project, documented the Functional Specifications, created a majority of the test cases, and carried out user acceptance testing for these integrations. I also had a very large part in coordinating the testing and ensuring the delivery of the integrations was timely and to the expectations of our stakeholders.
- - - - The improved data conversation can segway into the convo about Brand Integration.