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Strategy Analysis, 6.1. Analyze Current State, 6.2. Define Future State, 6…
define the most effective way to apply the capabilities of an enterprise to reach a desired set of goals and objectives
This KA describes the BA work that must be performed to:
- collaborate with SH to identify a need of strategic or tactical importance (business need)
- enable the enterprise to address that need
- align the resulting strategy for the change with higher and lower-level strategies
- focus on defining the future and transition states needed to address the business need
- the work required is defined both by that need and the scope of the solution space
- covers stategic thinking in BA, the discovery or imagining of possible solutions that will enable the enterprise to create greater value for SH, and/or capture more value for itself
- provide context to RQM analysis and design definition for a given change
- should be performed as a business need is identified
- is an ongoing activity
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6.2. Define Future State
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.2. Description
- BA work to ensure that the future state is well defined, achieveable with the resources available, key SH have a shared consensus vision of the outcome
Level of detail of the future state:
- allows for competing strategies to achieve the future state to be identified and assessed
- provides a clear definition of the outcomes that will satisfy the business need
- details the scope of the solution space
- allows for value associated with the future state to be assessed
- enables consensus to be achieved among key SH
The future state description can include:
- new, removed, modified components of the enterprise
- changes to the boundaries of the org (M&A, entering new market,...)
- simple changes to existing components of an org (change a step in process, remove feature,...)
- Describing the future state allows SH to understand the potential value that can be realized from a solution => used as part of the decision-making process regaridng the change strategy
- In environments where changes result in predictable outcomes and delivery of value + where there're a large number of possible changes that can increase value => the purpose of future state analysis is to gather sufficient info to make the best possible choices among potential options
- If it's difficult to predict the value realized by a change => future state may be defined by identification of appropriate performance measures
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.4. Elements
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.3. Constraints
- Aspects of the current state and planned future state that may not be changed by the solution, or mandatory elements of the design
- Must be carefully examined to ensure that they're accurate and justified
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.7. Policies: a change to an existing policy may open up alternative solutions that would not otherwise be considered
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.9. Internal Assets
Analysis of resources: indicate that:
- existing resources need to be increased or require increased capabilities or
- new resources need to be developed
BA:
- examine the resources needed to maintain the current state and implement change strategy
- determine what resources can be used as part of a desired future state
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6.3. Assess Risks
.3. Inputs
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- Elicitation results (confirmed)
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- Requirements (prioritized)
.4. Elements
.4.1. Unknowns
- BA collaborate with SHs to assess risks based on current understanding -> estimate the impact of unknown or uncertain events or conditions occurring
- BA consider other historical contexts from similar situations to assess risks
.4.2. Constraints, Assumptions and Dependencies
If the constraint, assumption or dependency is related to an aspect of a change -> it can be restated as a risk by identifying the event/condition and consequences that could occur b/c of it.
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.4.4. Risk Tolerance: the level of risk a SH/enterprise is willing to take on in exchange for potential value
3 types:
- Risk-aversion
- Neutrality
- Risk-seeking
.4.5. Recommendation
- BA analyze risk -> BA recommend action
Recommendations:
- Benefit/Impact low + Likelihood low: pursue the benefits of a change regardless of the risk
- Benefit/Impact high + Likelihood high: pursue the benefits of a change while investing in reducing risk
- Benefit/Impact low + Likelihood high: seek out ways to increase the benefits of a change to outweigh the risk
- Benefit/Impact high + Likelihood low: identify ways to manage and optimize opportunities
- not pursue the benefits of a change
.2. Description
- Include analyzing and managing risks
The risks are analyzed for the:
- possible consequences if the risk occurs
- impact of those consequences
- likelihood of the risk
- potential time frame when risk might occur
- The collection of risk is used as an input for selecting/coordinating a change strategy
Assess risks:
- Choose to accept a risk if the effort to modify risk/level of risk > the probable loss
- Manage risks to minimize their overall impact to value
.1. Purpose
- To understand the undesirable consequences of internal/external forces on the enterprise during a transition to/in future state
- To make a recommendation abt actions
.8. Outputs: understanding of risks associated with achieving the future state, strategies to prevent risks, reduce impacts of risks, or reduce the likelihood risks occur
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