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Business Analysis

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by

Martin Lippe

on 23 July 2014

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Transcript of Business Analysis

What will we cover today?
Business Strategy & Objectives
Investigating the situation
Evaluate Options
Needs Analysis
Considering Perspectives
Business Strategy and Objectives
Situation Investigation
Considering Perspectives
Needs Analysis
Identify options
Shortlist Options
Prepare Business Case
Strategy Analysis - External Business Environment
Strategy Analysis - Internal Capability
Performance Measurement
Qualatative Investigation
Quantatative Investigation
Documenting the Results
Organisational Modelling
Business Proccess Analysis
Business Change Identification
An Introduction
Martin Lippe
Business Analysis
Strategy Definition
Strategy Implementation
Strategy Analysis - External Environment
P
E
S
T
L
E
olitical
conomic
ocio-cultural
echnological
egal
nvironmental
Political
Potential change of government.
Change of priorities.
Local government
National Government
Examples of political influence on our organisation?
Economic
Budget Deficit
Departmental Cutbacks
Ring Fenced Budgets
Macro-economic factors
Demographic Affluence
What economic factors might affect our organisation?
Socio-Cultural
Habits
Attitudes
Expectations
What socio-cultural factors could affect our organisation?
Technological
IT
Industry Technology
Mobile Technology
Bandwidth Extension
Examples of technological factors that affect our organisation?
Legal
Regulatory
Civil
Criminal
Data Protection
Health and Safety
Financial
National
European
Which legal factors may affect our organisation?
Environmental
GREEN ISSUES!
Using PESTLE
Interviews or workshops
Identify factors outwith the sphere of control
Don't try and plan how to deal with the identified factors....YET!
Don't get caught up in categorisation!
Strategy Analysis - External Environment
Porter's Five Forces
Strategy Analysis - Internal Capability
MOST Analysis
M
O
S
T
ission
bjectives
trategy
actics
The rationale and direction for the organisation.
The goals that the organisation aims to achieve.
The medium to leng term plans and actions that will enable the organisation to achieve its objectives.
The detailed short term plans and actions that will deliver the strategy.
Definition
Clarity
Communication
Commitment
Strategy Analysis - Internal Capability
Resource Audit
Financial
Physical
Human
Reputation
Know-how
Tangible
Intangible
Human
Strategy Analysis - Performance Measurement
C
S
F
K
P
I
ritical
uccess
actors
ey
erformance
ndicators
What are our CSF's and KPI's?
Our aim: to provide high
quality
,
safe
services which
improve
the health,
wellbeing
and
independence
of the people we serve.
Improving patient and user experience - You will have a great experience whenever you come across Southern Health. You will receive excellent care, and a good service at all times

Improving outcomes for patients and users - We are looking at our targets all the time, making them better and making sure that we meet them, so we work with you to get the outcomes you need from your care

Reducing our costs - We know we need to save money, but there are lots of things we are doing that we could do better that would give improved care, but also value for money.
Our principles
To enable us to deliver our aims and goals, we have three principles about the way we work:

Internal redesign - Doing everything we can internally to redesign our services to provide better quality and better value for money

Integration - Working with our partners to develop an integrated health and social care system

Growth - Growing our business where this means we can deliver better outcomes, better patient experience or be more efficient
BREAK
Qualitative Investigation
Interviews
Workshops
Observation
Interviews
Plan
Interview
Follow up
10%
Intro
80%
Questions
10%
Next
Open
Closed
Limited Choice
Leading
Probing
Link
?'s
Workshops
Agreeing the direction or scope of the project.
Identifying and agreeing business and/or system requirements.
Examining possible solutions to the requirements.
Reviewing and approving the products of analysis, for example the requirements catalogue and the requirements spec.
Plan
Workshop
Follow up
Objectives
Attendees
Concerns
Structure
Techniques
Venue
Focus on objectives
Keep on track
Ensure participation
Keep a record
Summarise
Issue notes
Invite feedback
?
Scribe
Facilitator

Workshops
Brainstorming
Round Robin
Post-it Exercise
Columns and Clusters
Talking Wall
Greenfield Site
Transporter
Assumption reversal
Discovery
Techniques
Things to consider:
Participants (Who/number)
Over-ambitious agenda
Duration
Venue
Techniques
Have a scribe
BA or Facilitator?
Control!
Observation
STROBE
Structured observation of the business environment
Protocol Analysis
Ethnographic Study
Quantitative Analysis
Sampling
Document Analysis
Special Purpose Records
Questionnaires
Documenting the Results
Rich pictures
Mind Maps
Context Diagrams
Lets do one!
BREAK
Stakeholder Identification
Stakeholder Analysis
Stakeholder Management
Stakeholder Identification
Nomination
You should speak to Dave Smith about that. He's the chap who runs the ops department.
He's really busy though, so go through his PA, Steve.
His email is stevedavespa@thebusiness.com
Background Research
Partners
Suppliers
Regulators
Employees
Managers
Owners
Competitors
Customers
Stakeholder Wheel
Stakeholder Analysis
C
A
T
W
O
E
ustomer
ctors
ransformation
orld view
wner
nvironment
BAM
RASCI
Stakeholder Management
Stakeholder Management Plan
Thomas-Kilmann conflict mode instrument
Name & Role
Power/Influence Level
Interest Level
Issues and interests
Attitude
Desired Support
Desired Role
Desired Actions
Messages to convey
Actions and Communications
Assertiveness Scale
Cooperativeness Scale
COMPETING
AVOIDING
COLLABORATING
ACCOMMODATING
COMPROMISING
Organisational Modelling
Value Proposition Analysis
Value Chain Analysis
Organisation Diagrams
Business Process Analysis
Business Event Analysis
External Events
Internal Events
Time Based events
Who is responsible?
Desired outcome?
Timescale to achieve outcome?
Who caries out the work?
Alternative scenarios to be explored?
Hierarchical Numbering
Business Rules Analysis
Decision Tables
Decision Trees
Business Change Identification
Gap Analysis
Investigate and model existing situation.
Analyse perspectives and develop a representation of desired situation.
Compare and contrast the two views.
Do the desired activities exist in the current business system?
Do the current activities work well or are there problems?
How extensive are the problems with the existing activities?
Existing and satisfactory.
Existing but not satisfactory.
not existing.
What work should the activity address, as compared with the current work?
How important is this area, and how imperative is it to business success?
What business events should the activity handle?
What are the gaps between the current and desired business processes to handle these business events? Is there a current process defined to carry out this activity and handle this event?
Are there any standards adopted when performing this activity, and are there any required standards?
Are there performance measures to be monitored, and are there any defined?
How well do the IT systems support this activity?
People
Processes
Technology
Organisation
Identifying Options
Business Options
Technical Options
Brainstorm
Buy it!
Build it!
Bin it!
All
good
Option 1
Option 2
Option 3

Shortlist Options
Remember the "Do nothing" option.
S
W
O
T
trength of option.
eakness of option.
pportunity option enables.
hreat opportunity may ward off
SWOT
PESTLE
FEASIBILITY
Force-Field
Basic Option
Basic option plus
some additions
Everything
Timescale
Cost
Political

Economic

Socio-cultural

Technological

Legal

Environmental

Is the option likely to be politically acceptable?
Are the funds available for this option or can they be borrowed?
Does this option fit with the culture of the organisation?
Is the option technically possible, and is it compatible with the organisations existing technology.
Is this legal? Will the regulator allow us to do this?
Are there any environmental impacts that may pose a problem.
SWOT
In options evaluation
We should consider the strengths and weaknesses of each option in its contribution to business objectives and achievement of overall strategy.

We also need to consider what opportunities the options will allow the business to seize, as wll as the threats they may allow the business to ward off.
FEASIBILITY
Business
Technical
Financial
Strategic fit
Market conditions
Timeliness
Physical Infrastructure
Organisational fit
Cultural fit
Process compatibility
Competencies
Legality & Regulation
Availability
Reliability
Maintainability
Performance
Security
Scalability
Technical Skills
Compatibility
Novelty
Budget
Funds available
or can be borrowed
Acceptable ROI
Acceptable cash flow
Fast enough payback
FORCE FIELD ANALYSIS
Proposed Solution
+ Forces
- Forces
Preparing The Business Case
Business
Cost Benefit Analysis (CBA)
£
Tangible
&
immediate
Tangible
&
longer term
Intangible
&
immediate
Intangible
&
longer term
IMMEDIATE
LONGER
TERM
TANGIBLE
INTANGIBLE
Predictable not just measurable!
Tangible benefit =
"The world is full of grey. Anyone can look at an issue from every different angle. Some smart people can - and - will analyse those angles indefinitely. But effective people know when to stop assessing and make a tough call, even without total information."
Jack Welch, CEO General electric, (Welch & Welch 2005)
Features Vs Benefits
Tangible Costs - One Off or initial
Tangible Costs - Ongoing
Intangible Benefits
Tangible Benefits
Preparing The Business Case
Business
Impact Analysis
Risk Analysis
£
Investment Appraisal
Define Requirements
I need the
ability to...
Requirements Elicitation
Requirements Analysis
Requirements Development
Requirements Modelling
Requirements Elicitation
Scenarios
Storyboarding
Prototyping
Hothousing
Requirements Analysis
Timeboxing
MoSCoW
Requirements Organisation
Requirements Development
Requirements Documentation
Acceptance Criteria Definition
Requirements Validation
Requirements Management
Requirements Traceability Matrix
Requirements Modelling
Use Case Diagrams & Descriptions
Entity Relationship Models
Class Models
CRUD
Options Evaluation
Requirements Definition
MAYBE
Full transcript