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CBAP > Strategy Analysis > Flashcards

Strategy Analysis Flashcards

1
Q

SA Tasks

A

Analyze Current State
Define Future State
Assess Risks
Define Change Strategy

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2
Q

Difference between “predictable range of outcomes” and non-predictable outcomes”

A

Predictable: future states can be distinctly mapped with clear strategies for achieving outcome

Non-predictable: efforts are often “mitigating risk, testing assumptions, and changing course” as different strategies are tried until one is identified that will succeed in meeting business goals.

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3
Q

Inputs to Analyze Current State task

A

Elicitation Results

Needs

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4
Q

Outputs from Analyze Current State task

A

Current State Description

Business Requirements

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5
Q

Guidelines and Tools for Analyze Current State task

A 
Organizational Strategy
Solution Performance Goals
Stakeholder Analysis Results
Business Analysis Approach
Solution Performance Measures
Solution Limitation
Enterprise Limitation
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6
Q

Stakeholders for Analyze Current State task

A 
Customer 
Domain SME
End User
Implementation SME
Operational Support
Project Manager
Regulator
Sponsor
Supplier
Tester
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7
Q

Tasks using output Current State Description (EGF RiD PAR)

A 
Plan Stakeholder Engagement
Plan BA Governance
Define Future State
Assess Risks
Define Change Strategy
Analyze Potential Value and Recommend Solution
Assess Enterprise Limitations
Recommend Actions to Increase Solution Value
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8
Q

Components of the output Current State Description

A 
Scope
Capabilities
Resources
Performance
Dependencies
Infrastructure
External Influences
Culture
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9
Q

Define the output Business Requirements

A

Description of the business need in terms of the problem(s), (opportunity(ies), or constraint(s) that are established after analyzing the current state.

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10
Q

Business Needs: internal and external sources

A

Top-Down
Bottom-Up
Middle-Out
External Drivers

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11
Q

Two ways to analyze current state in terms of org processes and capabilities

A

Process-centric view (performance improvement)

Capability-centric view (innovative solutions)

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12
Q

External Influencers to current state

A 
Industry Structure
Competitors
Customers
Suppliers
Political and Regulatory Environment
Technology
Macroeconomic Factors
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13
Q

Tasks using Business Requirement output

A

Define Future State

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14
Q

Inputs to Define Future State

A

Business Requirements

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15
Q

Outputs for Define Future State

A

Business Objectives
Future State Description
Potential Value

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16
Q

Goals and objectives construction when defining future state (SMART)

A 
Specific
Measurable
Achievable
Relevant
Time bounded
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17
Q

Typical project constraints

A

time, cost, resources

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18
Q

Typical technical constraints

A

technology, software, infrastructure, hardware

19
Q

Typical business constraints

A

org policies
laws and regulations
staff and skill availability
protecting stakeholders from disruption during change (e.g., doctors in ER)

20
Q

6 techniques used in ALL SA tasks

A 
Business Cases
Financial Analysis
Interviews 
Lessons Learned
Mind Mapping
Workshops
21
Q

9 techniques used in ALL BUT Assess Risk

A 
Benchmarking and Market Analysis
Business Capability Analysis
Business Model Canvas
Functional Decomposition
Organizational Modeling
Process Modeling
Scope Modeling
SWOT Analysis
Vendor Assessment
22
Q

Techniques used by ALL BUT Analyze Current State and why

A

Brainstorming
Decision Analysis
These techniques explore ‘to be’ not ‘as is’ state

23
Q

Techniques used by ALL BUT Define Change Strategy and why

A

Survey and Questionnaire

This would not be used to facilitate gathering info to develop and assess alternative approaches

24
Q

5 techniques used ONLY in Analyze Current State

A 
Concept Modeling
Data Mining
Item Tracking
Observation
Process Analysis
25
Q

3 techniques used ONLY in Define Future State

A

Acceptance and Evaluation Criteria
Decision Modeling
Prototyping

26
Q

1 technique used ONLY in Define Change Strategy

A

Estimation

Estimation is used to determine timelines for activities in the change strategy

27
Q

3 techniques used in COMBO with Analyze Current State & Define Change Strategy

A

Document Analysis
Risk Analysis and Management
Root Cause Analysis

All document info on ‘as is’ and then use in assessing risk
Example: root cause analysis provides an understanding of cause in the ‘as is’ state and then used to address risk of the underlying cause

28
Q

Technique used with BOTH Define Future State and Define Change Strategy

A

Balanced Scorecard – set targets for measuring ‘to be’ & change strategy

29
Q

Technique used with BOTH Analyze Current State and Define Change Strategy

A

Focus Groups – solicits ‘as is’ feedback from customers and solution/change strategy

30
Q

Technique used with BOTH Analyze Current State and Define Future State

A

Metrics and KPIs – assess performance for ‘as is’ & determine when solution meets objectives

31
Q

Inputs to Assess Risks task

A 
Influences
Elicitation Results (confirmed)
Requirements and Designs (prioritized)
Business Objectives
Potential Value
32
Q

Outputs from Assess Risks task

A

Risk Analysis Results

33
Q

Elements of Assess Risks task

A 
Unknowns
Constraints, Assumptions, and Dependencies
Negative Impact to Value
Risk Tolerance
Recommendation
34
Q

Guidelines and Tools for Assess Risks task

A 
Business Analysis Approach
Business Policies
Change Strategy
Current State Description
Future State Description
Identified Risks
Stakeholder Engagement Approach
35
Q

Inputs to Define Change Strategy task

A

Stakeholder Engagement Approach
Current State Description
Future State Description
Risk Analysis Results

36
Q

Outputs from Define Change Strategy task

A

Change Strategy

Solution Scope

37
Q

Elements of Define Change Strategy task

A 
Solution Scope
Gap Analysis
Enterprise Readiness Assessment
Change Strategy
Transition States and Release Planning
38
Q

Guidelines and Tools for Define Change Strategy task

A

Business Analysis Approach
Design Options
Solution Recommendations

39
Q

Guidelines and Tolls for Define Future State task

A

Current State Description
Metrics and KPIs
Organizational Strategy

40
Q

Components of solution scope (Can Data Prevent Runaway Rules Or Technology?)

A 
Capabilities
Data
Process
Resources
Business Rules
Organization Structures
Technology
41
Q

Capabilities that could be considered with a gap analysis (POLDAT)

A 
Processes
Organizational structures
Locations
Data and information
Application systems
Technology infrastructure
42
Q

Enterprise readiness assessment - can contain enterprise’s capacity to…?

A

absorb a change
sustain a change
realize value from a solution

43
Q

Two other factors for enterprise readiness assessment

A

timeline for value to be realized

resources available to support change effort

44
Q

Options to include in a change strategy

A 
organizational readiness for change
costs needed to make change
timelines (to make change and realize value)
alignment to business objectives
opportunity costs

CBAP (12 decks)

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