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BCS - International Diploma > Business Analysis Techniques (K Level 4/5) > Flashcards

Business Analysis Techniques (K Level 4/5) Flashcards

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1
Q

Use Quantitative Techniques When:

A

Measurable Data is Required

Testing Hypotheses

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2
Q

Use Qualitative Techniques When:

A

In-Depth Understanding: allow a deeper, contextual understanding of a business situation.

Complex and Unstructured Data: If your data is complex, unstructured, or difficult to quantify, qualitative methods, such as interviews, focus groups, or content analysis, may be more appropriate.

Subjective Perspectives: If you want to capture subjective perspectives, opinions, and individual experiences,

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3
Q

Why would an as in business process model alone not be a sufficiently document the business system

A

an ‘As-is’ business process model may be a supplementary technique but
would not provide sufficient information to document the entire
business situation

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4
Q

Interview uses

A
  • Fact finding (business situation and actors role in it)
  • Understand perspective
  • Stakeholder engagement
  • Business overview
  • Elicit requirements
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5
Q

Interview process

A

Successful interview has 3 main stages

  1. Prep & planning - who? why? what info do I know? where?
  2. Interview - closed/open/leading questions & build rapport
  3. Follow up - document & circulate output
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6
Q

Interview advantages and disadvantages

A

Advantages:
- Builds relationships
- Understand perspectives
- Confidential
- Yield important information

Disadvantages:
- Time consuming (both parties)
- info elicited is based on opinion (quantitative confirmation may be required)
- only one view point

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7
Q

What is an interview

A

A structured discussion between the analyst and a stakeholder to elicit facts and information about the business situation and their role in it.

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8
Q

What is a workshop

A

A forum where a selected group of SH participate in a facilitated discussion to achieve an agreed objective

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9
Q

Workshop - uses

A
  • Agree direction/scope of project
  • Discuss conflicting perspectives
  • Elicit & agree requirements
  • Examine possible solutions
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10
Q

Roles in a workshop

A

Participants
Scribe
Facilitator

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11
Q

Techniques to support workshops

A

Icebreaker
Round robin
Brainstorming techniques

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12
Q

Workshop process

A
  1. Planning & prep: objectives/attendees/venue etc
  2. Conduct: focus on objectives/ensure participation/summarise key points

3.Follow up: Document & circulate output/invite feedback

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13
Q

Workshop advantages and disadvantages

A

Advantages:
- Fast
- Stakeholders involved and feel ownership
- Simple method of resolving issues
- More creative solutions produced

Disadvantages:
- Group dynamics need to be carefully managed
- Hidden agendas
- Hard to organise
- Authority limitations

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14
Q

What is observation

A

Watch actors carry out their work

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15
Q

3 Types of Observation

A

Formal Observation
- Watching specified tasks
- Staff are prepared
- May see only what they want you to see (potential disadvantage)
Informal Observation
- No staff preparation
- May not see all required tasks being performed
-Shadowing
- Following a user for period of time
- May include protocol analysis (talk me through whilst doing it)
Good for uncovering tacit knowledge

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16
Q

Observation Advantages/Disadvantages

A

Advantages:
1. We can get a good understanding of the processes, problems, politics etc
2. Helps devise workable, acceptable solutions
3. Helps with follow up questions
Disadvantages:
1. Can feel like ‘Big Brother’ – unsettles the observed
2. Your presence may impact the process

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17
Q

What is scenario analysis?

A

Telling the story of the task, including:
1. All steps from business trigger to outcome
2. Pre-conditions
Must be true for the scenario to begin
3. Post-conditions
Must be true following conclusion
4. Alternative paths
5. Exception situations

(deeper dive to process mapping)

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18
Q

Scenario Analysis Advantages/Disadvantages

A

Advantages
- Aids visualisation and discussion of real life situations
- Can be used to build test scenarios
Disadvantages
- Can become complex, especially where many alternative paths
- Time consuming

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19
Q

Document analysis

A

Reviewing and analysing source documentation such as forms, screen layouts and reports to uncover info about the organisation/process/system

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20
Q

What is a powerful supplementary technique

A

Document analysis

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21
Q

Document Analysis Advantages/Disadvantages

A

Advantages
1. Can yield good information on Organisation/Process/System
Disadvantages
1. Don’t get differing viewpoints
2. Dry & Tedious

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22
Q

What to consider when identifying an appropriate technique?

A

Agile/Linear (detail vs outlines)
Time
Documentation styles
Stakeholder availability
Business preference
Ability to repeat & revisit

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23
Q

Quantitative technique

A

Surveys/questionnaire

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24
Q

Surveys/questionnaire - uses

A

Gather information when other techniques e.g. workshops as the population is too large or disperse

Cultural reasons - a membership organisation where consultation is expected

Gain validation from a large group of people

Quantitative data is needed

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25
Q

Surveys/questionnaire - advantages and disadvantages

A

Advantages:
- easy to get results from large geographically disperse group
- can be anon
- quantitative figures (used in biz case)
- uncover hidden problem/req

Disadvantages:
- low response rate
- ineffective unless carefully designed and analysed
- not suitable where lots of detail required

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26
Q

Existing business situation documentation techniques

A
  1. Mind maps
  2. Rich Picture
  3. Customer Journey Map
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27
Q

Mindmaps

A

Visually summarises & structured information gathered into a recognisable and manageable set of connections

Business system/problem at the centre

Main topic/issue on 1st level e.g. Equipment

More detail on 2nd level e.g. No paper in printer

Also useful for RCA

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28
Q

Rich pictures

A
  • Pictorially capture a holistic view of a business situation/problem and facilitates discussion
  • no rules (includes actors/systems/views/ideas/concerns)
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29
Q

What should a BA consider when using rich picture technique?

A

May not be immediately accessible to stakeholders

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30
Q

Customer journey mapping

A

Explores the experience of the customer when engaging with an organisations processes

Models: touch points, shows points of delight/satisfaction & unhappiness

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31
Q

Why is customer journey maps a valuable documentation tool

A
  • Visualisation of CX: documents the entire CX, illustrating key touchpoints & interactions
  • Understand customer perspective (& pain points)
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32
Q

Why is customer journey mapping useful in process improvement?

A

Process improvement can place too much emphasis on internal efficiencies at the expense of the customer.

The external customer view should be considered (happy=purchase again, bad=won’t purchase & damage rep)

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33
Q

Elements of customer journey map

A

Persona

Goal

Touch points E.g. Make order / wait for delivery

Customer activities E.g. Select delivery / Pay

Customer perception of experience E.g. Website not easy to use / Delivery information confusing

Emotional state

Potential opportunities for improvement (Req in practice) E.g. clear statement of delivery options

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34
Q

Customer journey mapping - steps

A
  1. Determine what to map (good to focus on interactions that affect most customers most of the time)
  2. Identify touch points
  3. Map touch points
  4. Identify ‘moments of truth’ (interaction where lasting impression - pos or neg - can be imprinted on the customer)
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35
Q

Technique to identify stakeholders

A

Stakeholder Wheel

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36
Q

How to use stakeholder wheel

A
  • Identification technique
  • review stakeholder groups to identify who has an interest in the business area under investigation
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37
Q

Benefits of identifying stakeholders early

A

Understand different views & manage differences

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38
Q

Categories on Stakeholder Wheel

A

Manager
Owner
Employees
Regulators
Competitors
Customers
Partners
Suppliers

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39
Q

Internal stakeholders - Stakeholder wheel

A

Manager
Owner
Employees

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40
Q

External stakeholders - Stakeholder wheel

A

Regulators
Competitors
Customers
Partners
Suppliers

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41
Q

What is a stakeholder

A

Anyone that is interested or affected by the change

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42
Q

Partner - Stakeholder wheel

A

Work in partnership to deliver complementary or supplementary products

E.g. Reseller / outsourcing company

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43
Q

Suppliers - stakeholder wheel

A

Providers of goods and services

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44
Q

Regulators - stakeholder wheel

A

Set & enforce regulations that the organisation must comply with

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45
Q

Employees - stakeholder wheel

A

Conduct work for internal/external customer

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46
Q

Manager - stakeholder wheel

A

Senior/middle managers - responsible for the results wanted by owners

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47
Q

Owners - stakeholder wheel

A

Commercial businesses - shareholders / executives

Non-profit - Trustees

Public sector - Government ministers

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48
Q

Competitors - stakeholder wheel

A

Operate in the same market & compete for the same customers

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49
Q

Customers - stakeholder wheel

A

Recipients / beneficiaries of the organisations product / services

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50
Q

Stakeholder categories

A

Project
Business
External

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51
Q

Project stakeholders

A

Project manager
Developer
BA

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52
Q

Business stakeholders

A

Project sponsor
Business Managers
End users
SMEs

53
Q

External Stakeholders

A

Supplier
Customer
Regulator

54
Q

How can stakeholder wheel & 3 main stakeholder categories be used together?

A

To ensure all stakeholders are identified. The stakeholder wheel may only capture ‘employees’ such as those directly impacted by the proposed change & we may overlook project/business stakeholders

55
Q

Key responsibilities: Sponsor

A
  • Agree PID/ToR
  • Ensure funds available
  • Set project objectives (align with organisational goals)
  • Rule on conflicting req
  • Accept deliverables
  • Deliver biz benefits and confirm they have been realised
  • Act as a champion/advocate
56
Q

Key responsibilities: Business managers

A
  • General responsibility: running the organisation & delivering results required by owner

Project responsibilities:
- Play a part in elicitation so BA can define requirements
- Definition of NFR’s (data specialists)
- Provide resources / support

57
Q

Key responsibilities: end users

A

Individuals who carry out work and use the new system

  • Describe current processes and highlight difficulties
  • Participate in UAT
58
Q

Key responsibilities: SME’s

A

Individuals with specialised best practice industry knowledge

  • Provide insight into industry best practice
  • ‘super user’
  • Help other roles have a deeper understanding of req
59
Q

Technique to analyse and prioritise stakeholders

A

Power - interest grid

60
Q

Why is power-interest grid useful

A
  • Helps to identify SH management/communication strategies
  • Ensure SH are supported through the change process and helps manage the emotional impact
61
Q

When should stakeholder analysis take place?

A

Project onset but reviewed regularly as stakeholder can move

E.g. promotion

E.g. ‘Watch’ SH has a higher interest

62
Q

6 categories in power-interest grid

A

Low P Low I: Ignore
Low P Some/High I: Keep Informed
Some P Low/Some/High I: Keep on side
High P Low I: Watch
High P Some I: Keep satisfied
High P High I: Constant active management

63
Q

Stakeholder communication/management: Ignore

A
  • Ignore for day to day issues
  • SH can change position so an occasional update is wise e.g. newsletter
64
Q

Stakeholder communication/management: Keep informed

A
  • Difficult to manage - these SH are directly affected but feel powerless to shape direction
  • Likely to be stakeholders required to operate the new process/systems
  • Frequent & focusses progress communication (effort to ‘sell’ the benefits and comfort their fears)
  • Important to provide with sufficient information to detract from rumour where images fear is worse than reality
65
Q

When can the power of stakeholders within ‘keep informed’ (high interest, low power) change

A

Individually they have little power to influence but this can change if they influence as a group

66
Q

Stakeholder communication/management: Keep on side

A
  • Middle/senior managers & regulators
  • Interest tends to fluctuate based on project direction/decisions
  • Be aware and keep a watchful eye on their interests and opinions
  • Issue frequent information updates
67
Q

Stakeholder communication/management: Watch

A
  • Keep in view but little direct involvement
  • These SH can easily exert their power disruptively
  • Keep in loop with regular updates (e.g. access to weekly reports) and organise occasionally feedback sessions
68
Q

Stakeholder communication/management: Keep satisfied

A
  • These stakeholders need to feel satisfied the project is moving in the right direction, if this is the case they’re unlikely to make unhelpful interventions - sometimes may want to encourage them to intervene and use their influence
  • Careful management so intervention supportive
  • Occasional meetings, periodic project updates (progress and flag issues)
69
Q

Stakeholder communication/management: Constant active management

A
  • Keep informed at each project stage and take views into account
  • Instrumental to achieving project outcomes
  • These SH should have no surprises and all recommendations should be discussed and agreed before presenting to other SH
  • Regular face to face meetings/ tailored reports to suit their specific concerns/ seek input and feedback
70
Q

Tool to record & assess stakeholder roles and responsibilities

A

RACI matrix

71
Q

Responsible - RACI

A

responsible for creating/developing the deliverable/performing the task.

72
Q

Accountable - RACI

A

who is answerable for the quality of the deliverable/task (should approve)

73
Q

Consulted - RACI

A

provides information relevant to the deliverable/task.

74
Q

Informed - RACI

A

are informed about a deliverable/task, though they may not have contributed directly to them.

75
Q

What is a RACI?

A
  • Stakeholder management tool
  • Record/assess SH roles & responsibilities
  • Main deliverable down the side and SH on the top
76
Q

What should you do once RACI completed?

A

Review completeness

E.g. too many tasks for one SH
E.g. each task has one responsible SH

77
Q

Why is RACI useful?

A
  • Provides a framework for tasks/deliverable/roles analysis
  • RACI + P/I Grid = rich understanding of SH & their contribution/management
  • Ensures all SH clear about roles and responsibilites
78
Q

Technique to analyse stakeholder perspective

A

CATWOE

79
Q

Techniques to Analyse/Manage Stakeholders

A

Power/Interest Grid
CATWOE
RACI Chart

80
Q

How can CATWOE & P&I Grid be used together?

A

The power/interest grid indicates how much views and perspectives should be taken into account

81
Q

What can happen if we fail to understand stakeholder views?

A

Problems later on the the project - different requirements priorities or contradictory requirements

82
Q

Why is CATWOE useful?

A

Assists in the analysis of SH view & perspectives about a business situation

Uncovers conflicting perspectives that need to be managed (SH are often not aware of this)

83
Q

Link between business perspectives and BAM

A

Transformation element of a stakeholders perspective becomes the ‘doing’ element of BAM

84
Q

Uses of CATWOE?

A
  1. Elicit information from SH on their view on a business situation
  2. Analyse sources of potential conflict
  3. If conflict identified, BA should facilitate discussions to identity differences early on in the project (maybe via conceptual BAMs to negotiate an agreed world view and BAM)
85
Q

CATWOE Elements

A

Customer: beneficiary/recipient of the business system output

Actor: roles that perform transformation (core biz processes)

Transformation: core biz processes that transform inputs to output to fulfil worldview

Worldview: belief statement - why the org exists

Owner: individual/group who has the authority to change biz system or close down

Environment: rules/constraints that originate from the external environment (PESTLE)

86
Q

Examples of when CATWOE can be used

A
  • To understand a stakeholder’s view of a business system - gain insights/ illuminate potential issues.
  • To analyse sources of potential or actual conflict between stakeholders.
  • To consider the priorities assigned by stakeholders to ideas, issues, options and requirements.

-To provide a basis for developing a conceptual activity model that may be used to highlight areas of concern and explore differences among stakeholder perspectives. This model may also be used to define a consensus view of a desired business system that can be compared with

87
Q

Why is identifying conflict useful?

A
  • Stakeholders can realise they’re in disagreement & can facilitate discussions / negotiaions to create a consensus BAM. If they cannot, referred to the O (CATWOE)
  • Conflicting perspectives gives rise to different views on problems/desired outcomes/priorities
88
Q

Why is CATWOE useful early on?

A

CATWOE helps identify potential areas of disagreement/conflict at an early stage & provides a basis for the analyst to describe differences/similarity of view with stakeholders.

  • Crucial to identify and address at an early stage so any differences can be addressed
89
Q

Failure to establish differences in perspectives early in the project leads to…

A

Conflict emerging later - becomes expensive to remedy

90
Q

What element to start with - CATWOE

A
  1. Worldview
  2. Transformation
  3. Customer
  4. Actor
  5. Owner
  6. Environment
91
Q

What technique builds on CATWOE

A

Business activity modelling (BAM) builds on the ‘Transformation’ in CATWOE to look at the conceptual activities needed to fulfil the worldview

92
Q

What is a BAM

A

Business activity modelling
- Conceptual view of activities required to fulfil SH worldview/perspective

93
Q

BAM & Gap Analysis

A

Conceptual view compared with current situation representations to identity improvement areas

94
Q

BAM vs Process model

A

BAM - What the organization is doing
Process model - How

95
Q

BAM activity types

A
  1. Doing
  2. Enabling
  3. Controlling
  4. Planning
  5. Monitoring
96
Q

BAM activity types: Doing

A

Primary tasks of the biz system - activities that form core processes

E.g. ‘Sell groceries’ ‘deliver training courses’

97
Q

BAM activity types: Enabling

A

Obtain and replenish resources needed to perform primary tasks (doing activities)

E.g. ‘Procure/advertise groceries’ ‘create training courses’

98
Q

BAM activity types: Controlling

A

Indicate the needs for actions to correct where performance targets have not been met

99
Q

BAM activity types: Planning

A

Indicate areas that need to decided (include performance targets)

E.g. ‘decide product range’ ‘determine product range’

100
Q

BAM activity types: Monitoring

A

Monitor performance & determine whether performance targets (set out buy planning) have been achieved

E.g. ‘Monitor product sales’ ‘Monitor customer satisfaction’

101
Q

3 reasons to develop a BAM

A
  1. Analyse the activities a stakeholder’s perspective would require. This helps to clarify the differences between perspectives.
  2. To gain further understanding of the stakeholders’ perspectives and have a basis for negotiating a consensus BAM (all SH agree)
  3. To provide a conceptual view of an agreed future state that may be used as a basis for a gap analysis when compared to a representation of a current state.
102
Q

Arrow in BAM

A

Dependency between activities

103
Q

Example of BAM Activities & dependencies

A

Planning: define product range
Enabling: procure clothing
Doing: sell fashionable clothes online (T in CATWOE)
Monitor: monitor product sales
Control: take control action

104
Q

What is a consensus BAM

A

A conceptual view of what the business system should look like and should be doing that all stakeholders agree with

  • model of what business activities should look
  • Does not represent ‘as is’ or ‘to be’
105
Q

Why does a consensus BAM not represent ‘as is’ or ‘to be’ views

A

BAM is a conceptual model and is concerned with creating a shared understanding between SH

What not how

The as is vs to be is more concerned with the business processes

106
Q

BAM as an improvement tool

A

Consensus BAM = Conceptual agrred view of what the business system should look like and should be doing

Compre with the actual situation to identity opportunities for improvement

107
Q

High level gap analysis process

A
  1. Investigate & model existing system. Techniques: mind maps/rich picture/as is business process models
  2. Analyse perspectives, concerns & objectives to develop representation of the desired situation. Techniques: BAM/To be process model
  3. Identify differences and actions required to move from existing to target situation
  4. Consider possible actions to address gaps (many actions e.g. skills gap identified - training? mentoring? recruitment?
108
Q

Gap Analysis - ‘investigate and model the existing situation’

A
  • Mind maps/rich picture highlight issues (ensure all elements of POPIT covered)
  • As is process models - represent the process view
109
Q

Gap Analysis - ‘Develop representation of desired solution’

A
  • BAM used to provide a conceptual holistic view of business system ‘what’ activities
  • to be process models - focus on ‘how’ the work is carried out (does not cover planning/enabling activities)
  • supplemented by org charts/org diagrams etc
110
Q

Gap analysis - ‘Compare & contrast two views’

A
  • Identify actions required to move from existing situation to target

Questions include: do the desired activities/processes/task exist? are there problems with current activities, processes or tasks?

111
Q

Gap analysis - BAM approach

A

Each activity classed as:
Existing and satisfactory.
Existing but not satisfactory.
Not existing.

112
Q

A detailed gap analysis considers what

A

BAM ‘what’ activity is need and process models ‘how the work is undertaken’

113
Q

Gap analysis - Process model approach

A

Differences between:
- ‘as is’ and ‘to be’

114
Q

What tool structures gap analysis

A

POPIT

115
Q

POPIT in gap analysis

A

Processes: ‘as is’ ‘to be’

Technology: IT requirements of each task

People: once processes analysed, new actor roles can be defined & job descriptions/competency requirements developed

Organisation: revised processes may require structural changes e.g. merging swim lanes involves merging roles or departments

Information: info required for the target state is currently not captured, recorded or communicated

116
Q

Result of gap analysis

A

List of change actions needed to bridge the gap between current and desired business system (‘what’ requirements)

List of actions form basis of option identification

117
Q

What type of thinking can hep with option creation

A

Divergent

118
Q

Formulating options: HL Process

A
  • Identify possible options (to address gaps)
  • Short list
  • Evaluate
  • Produce business case
119
Q

Short list options

A

Some options rejected immediately - to expensive/does not align to culture/ not feasible (B/T/F)

3/4 options ideal (all of which address the issue & meet budget and time constraints

‘do nothing’ also considered

120
Q

Divergent & Convergent thinking

A

Both design thinking techniques

Divergent: thought process that helps generate novel ideas using imagination

Convergent: makes choices, aims to find the ‘right’ answer to the question based on logic

121
Q

What is a business event?

A

Business event triggers/initiate a process

They’re occurrences to which an organisation must respond

122
Q

Types of business events

A

Internal
External
Time-based

123
Q

External business event

A

Events that occurs outside the organisation/business system (typically from customers/suppliers)

E.g. Customer submits complaint / places order

124
Q

Internal business event

A

Events that occurs within the organisation/business system (typically from senior member of staff)

E.g. staff recruitment requested / report requested

125
Q

Time based business event

A

Regular occurrences that happen at pre-defined times

E.g. Financial reporting cycle (legal reg) / payroll cycle (internal)

126
Q

Why analyse business events?

A

Allow analysis of the business system - clarify the work carried out within a particular area & uncover tacit knowledge

127
Q

How to conduct business event analysis?

A

(Identify internal/external stakeholders)

  1. Identify event types for business system (by identifying SH first can ask ‘what events do they require the business system to handle)
  2. Analyse each event - what is the desired outcome? who is responsible? timescales?
  3. Model processes (optional)
128
Q

. Double Diamond model

A

BCS - International Diploma (7 decks)

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