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Chương VI: Strategy analysis - Coggle Diagram
Chương VI: Strategy analysis
Define future state
Element
Business Goals and Objectives
Goals and Objectives can relate to the change that organization want to accomplish or the current condition that it wants to maintain
Example of goals
Create a new product or service, address a competitive disadvantage or create a new competitive advantage
Improve revenue by increasing sale or reduce cost
Improve customer satisfaction
Improve employee satisfaction
Comply with new regulation
Improve safety
Reduce time to deliver a product or a service
High-level goals may be decomposed to break down the general strategy into areas
From goals to objectives, BA should assess objectives based on SMART
Specific
Measurable
Relevant
Achievable
Time-bounded
Scope of solution space
Decision must be made about the range of solution that will be considered to meet business goals and objectives
Scope of solution scope may includes multiple areas. BA and delivery team must have specific expertise in these areas.
If multiple future states can meet the business goals and objectives, then consider:
quantitative and qualitative value of each option
the time need to achieve future state
opportunity cost
Constraints
describe the aspects that may not be changed by the solution or describe the mandatory elements of the design
may reflect:
budget/time restriction
technologies
infra
policies
limit on resources
restriction of team's skill
compliance of regulation
any other restriction
Organizational Structure and Culture
Describe the future state may provide insights to potential conflicts, impact, limits.
Capability and Process
Identify new kinds of activities or changes in the way activities will be performed
to realize the future state
Technology and Infrastructure
Policies
Business architecture
Internal assets
Identify assumptions
Potential value
The potential value of the future state is the net benefit of the
solution after operating costs are accounted for
Potential value is influenced by:
external opportunities
unknown strengths of new partners
New technologies/knowledge
Loss of a competitor
Mandated adoption of a change component
Potential value must be evaluated if it is sufficient to justify a change
Guideline and tool
Organizational strategy
Metric and key performance indicators (KPIs)
Current state description
Input
Business Requirement
the problem, opportunity, constraint that the future state will address
Technique
Business model canvas
Business cases
Business capability analysis
Financial analysis
Document analysis
Scope modelling
Process modelling
Decision modelling
Vendor assessment
Organizational modelling
Benchmarking or market analysis
Brainstorming
SWOT analysis
Prototyping
Survey or questionaire
Lesson learned
Workshop
KPIs
Interviews
Mind mapping
Balanced scorecard
Acceptance and Evaluation Criteria
Functional decomposition
Description
Future state will be defined at a level of detail that:
define/assess competing strategies
provide definition of outcomes that satisfy business needs
detail scope of solution space
assess value of future state
enable consensus among stakeholders
Future state may describes boundaries of organization or simply as a change in a component or a step in enterprise
Description of future state
may include visual and text
might include specific metrics or loosely defined results
If result is predictable
Future state may gather sufficient information to make best possible choice among potential options
If result is unpredictable
Future state may be defined by identification of appropriate measurement and the change strategy will support exploration of multiple options
Stakeholder (same as the current state)
Operational support
Domain SMEs
Supplier
Implementation SMEs
Sponsor
End user
Regulator
Customer
Project manager
Tester
Purpose
Define all necessary conditions to meet the business needs
Output
Future state description
Potential value
Business Objectives
Define change strategy
Description
Change strategy is defined in terms of
justification for why a particular change strategy is the best approach
investment and resources required to work toward the future state
identified alternative change strategies
how the enterprise will realize value after the solution is delivered
key stakeholders in the change
transition states along the way
context of the change
The change strategy might be
presented as part of a business case/Statement of work (SOW)/ Enterprises strategic plan
Define change strategy is simpler when current state and future state are defined
Input
Future state description
Risk analysis result
Current state description
Stakeholder engagement approach
Element
Enterprise readiness analysis
Business analysts analyze the enterprise to assess its capacity to make the change
and to sustain the change in the future state
Change strategy
A change strategy is a high-level plan of key activities and events that will be used
to transform the enterprise from the current state to the future state
During the course of the development of a change strategy, several options are describe enough detail to determine which options are feasible
The preferred change strategy should be selected considering
major costs and investments needed to make the change
timelines to make the change
organizational readiness to make the change
alignment to the business objectives
timelines for value realization
opportunity costs of the change strategy
Gap analysis
A gap analysis identifies the difference between current state and future state
capabilities
Using the same techniques to describe both current and future states
assists in gap analysis, as it simplifies comparison
It is used to determine if the enterprise can meet the business needs with the existing assets or need a change strategy
The gaps will need to be addressed in the transition and future states
Transitions state and release planning
Solution scope
The solution scope
defines the boundaries of the solution
is described in enough detail to
enable stakeholders to understand which new capabilities the change will deliver
The solution scope can also include descriptions of out-of-scope solution
components to provide clarity
Guideline and tool
Design option
Solution recommendations
Business analysis approach
Technique
Stakeholder
Project manager
Sponsor
Supplier
Operational support
End users
Tester
Customers
Regulator
Implementation SMEs
Domain SMEs
Output
Change strategy
Solution scope
Purpose
develop and assess alternative approaches to the change and select the recommend approach
Assess risks
Element
Negative impact to value
BA need identify and estimate the likelihood and impact of risk to determine the level of risk
In some cases, overall risk
level can be quantified in financial terms or an amount time, effort.
Risk Tolerance
3 levels
Risk-aversion: An unwillingness to accept much uncertainty
Neutrality: some level of risk is acceptable
Risk-seeking: A willingness to accept or even take on more risk in return
for a higher potential value
An individual or organization may exhibit different risk tolerances at different
times
If there is low tolerance for risk, there may be more effort on avoidance,
transfer or mitigation strategies
If the tolerance for risk is high, more risks are
likely to be accepted
Typically, the highest level risks are dealt with no matter
what the risk tolerance level.
Constraints, Assumptions, Dependencies
These will be a risk when uncertain.
Restate as a risk by identifying the event or condition and consequences that could occur because of constraints, assumptions and dependencies
Recommendation
categories
pursue the benefits of a change regardless of the risk
pursue the benefits of a change while investing in reducing risk
seek out ways to increase the benefits of a change to outweigh the risk
identify ways to manage and optimize opportunities
do not pursue the benefits of a change
If the change proceeds with risks, stakeholders should be identified to monitor
the risks and consequences if the risk event occurs
The risk may influence the current
state or the change strategy
A plan of
action in this case may be developed before the risk materializes
Unknowns
Business analysts collaborate with stakeholders to
assess risks based on current understanding
It is still possible to
estimate the impact of unknown or uncertain events or conditions occurring
BA considers
historical contexts
similar situations
lesson learned from past changes
expert judgement
Guideline and tool
Future state description
Change strategy
Current state description
Identified risks
Business policies
Stakeholder engagement approach
Business analysis approach
Input
Influences
Requirements (prioritized)
Elicitation results (confirmed)
Potential value
Business Objectives
Technique
Business cases
Decision analysis
Workshop
Financial analysis
Survey or questionaire
Document analysis
Interview
Lesson learned
Mind mapping
Risk analysis and management
Brainstorming
Root cause analysis
Description
Assess risks includes analyzing and managing them
Risk are analyzed for:
possible consequences if the risk occurs
impact of those consequences
likelihood of the risk
potential time frame when the risk might occur
A risk assessment can include choosing to accept a riskA risk assessment can include choosing to accept a risk or minimize risk
BABOK: risk is used for uncertain events that can produce negative outcomes.
Stakeholder
Project manager
Regulator
Operational support
Sponsor
Implementation SMEs
Supplier
Domain SMEs
Tester
Purpose
understand the undesirable consequences of
internal and external forces on the enterprise
used to make a recommendation about a course of action
Output
Risk analysis results
Analyze current state
Element
Technology and infrastructure
Information system helps people in executing processes, making decisions and interact with suppliers and customers.
Infrastructure may combines computer hardware, physical plants, logistics and their operation
Policies
generally address routine operations rather than strategic change (Chính sách thường sẽ xử lý các hoạt động thường ngày, không phải các qđ mang chiến lược dài hạn)
Identification of policies may define scope of solution space or may be a constraint on action
Capabilities and Processes
Capability-centric view: when looking for innovative solution that combine existing capabilities to produce a new outcome.
Because capabilities are organized in a funcitional hierarchy with other capabilities, make it easy to realize capabilities gaps
Process-centric view: when improve performance of current state
Because processes are organized in end-to-end fashion, make it easy to ensure that a change does in fact increase performance
Business architecture
The existing business architecture typically meets an assortment of business and stakeholders needs
Organizational structure and culture
Organizational structure: define the formal relationship between people working in the enterprise
Organizational culture: the beliefs, value or norms shared by the member of an organization
BA assess organizational culture to
identify if stakeholders understand the rationale for the current state
confirm if stakeholders satisfy with the current state or want to change
identify if the current culture needs to change to achieve the goals
Internal assets
Resources can be tangible or intangible, such as financial resources, patents, reputations, brand names
Business needs
Business needs often identified along with a presumed solution. BA must question the assumption to ensure that correct problem is solved
To determine the solution met the business needs, BA may consider
expected benefits
how quickly problem is solved or opportunity is taken
adverse impacts the problem is causing
underlying the source of problem
The way the need is defined help to determine
which stakeholders be involved
which solution approach
which alternative solutions
Business needs may drive the overall analysis for current state. Analysis of current state may trigger additional business needs
Business needs may be identified at different level of enterprise
Bottom-up: Problem with current state of process, function or system: Từ vấn đề phát sinh trong quá trình vận hành/thực thi
From the middle management: Từ lãnh đạo cấp trung gian
Top-down: strategic goals -> needs archived: Từ mục tiêu chiến lược của lãnh đạo cấp cao
From external drivers: customer demands or business competition
External influencers
Industry structure
Customers
Suppliers
Competitors
Technology
Macroeconomic factors
Political and regulatory environment
Guideline and tool
Organizational Strategy
Solution Performance Goals
Solution Performance Measures
Enterprise limitation
Stakeholders Analysis Result
Business Analysis Approach
Solution limitation
Input
Elicitation results: define and understand current state
Needs: identify problems or opportunities
Technique
Survey or Questionaire
Benchmarking and Market analysis
Vendor assessment
SWOT analysis
Workshop
Business Capability Analysis
Interview
Business model canvas
Focus Group
Business cases
Process modelling
Process analysis
Document analysis
Financial analysis
Mind mapping
Observation
Functional Decomposition
Risk analysis and management
Root cause analysis
Data mining
Concept modelling
Item tracking
Lesson learned
Organizational Modelling
Description
BA works with stakeholders to enable change by exploring business needs. Without understanding business needs, it is impossible to develop a coherent strategy, may be conflict in stakeholders'demands.
Change always occurs in a context with existing stakeholders, processes, technology and policies
Potential change is trigged by problems or opportunities that can not be addressed without altering the current state
Under current state will help identify: what will need for the change and how its affect will be assessed
Current state must be define enough detail to validate the need and/or the change stategy
Current state may be different in levels, ranging from entire enterprise to a small component of solution
Current state may change while development and implementation (by internal or external factors)
Stakeholder
Customer
End user
Supplier
Domain SMEs
Implementation SMEs
Project manager
Sponsor
Regulator
Tester
Operational support
Purpose
understand the reason why an enterprises need to change how it operates
what would directly or indirectly affected by the changes
Output
Current State Description: The context of enterprise's elements
Business Requirement: problem, opportunity or constraints based on understanding the current state