Strategy Analysis Flashcards
SA Tasks
Analyze Current State
Define Future State
Assess Risks
Define Change Strategy
Difference between “predictable range of outcomes” and non-predictable outcomes”
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.
Inputs to Analyze Current State task
Elicitation Results
Needs
Outputs from Analyze Current State task
Current State Description
Business Requirements
Guidelines and Tools for Analyze Current State task
Organizational Strategy Solution Performance Goals Stakeholder Analysis Results Business Analysis Approach Solution Performance Measures Solution Limitation Enterprise Limitation
Stakeholders for Analyze Current State task
Customer Domain SME End User Implementation SME Operational Support Project Manager Regulator Sponsor Supplier Tester
Tasks using output Current State Description (EGF RiD PAR)
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
Components of the output Current State Description
Scope Capabilities Resources Performance Dependencies Infrastructure External Influences Culture
Define the output Business Requirements
Description of the business need in terms of the problem(s), (opportunity(ies), or constraint(s) that are established after analyzing the current state.
Business Needs: internal and external sources
Top-Down
Bottom-Up
Middle-Out
External Drivers
Two ways to analyze current state in terms of org processes and capabilities
Process-centric view (performance improvement)
Capability-centric view (innovative solutions)
External Influencers to current state
Industry Structure Competitors Customers Suppliers Political and Regulatory Environment Technology Macroeconomic Factors
Tasks using Business Requirement output
Define Future State
Inputs to Define Future State
Business Requirements
Outputs for Define Future State
Business Objectives
Future State Description
Potential Value
Goals and objectives construction when defining future state (SMART)
Specific Measurable Achievable Relevant Time bounded
Typical project constraints
time, cost, resources
Typical technical constraints
technology, software, infrastructure, hardware
Typical business constraints
org policies
laws and regulations
staff and skill availability
protecting stakeholders from disruption during change (e.g., doctors in ER)
6 techniques used in ALL SA tasks
Business Cases Financial Analysis Interviews Lessons Learned Mind Mapping Workshops
9 techniques used in ALL BUT Assess Risk
Benchmarking and Market Analysis Business Capability Analysis Business Model Canvas Functional Decomposition Organizational Modeling Process Modeling Scope Modeling SWOT Analysis Vendor Assessment
Techniques used by ALL BUT Analyze Current State and why
Brainstorming
Decision Analysis
These techniques explore ‘to be’ not ‘as is’ state
Techniques used by ALL BUT Define Change Strategy and why
Survey and Questionnaire
This would not be used to facilitate gathering info to develop and assess alternative approaches
5 techniques used ONLY in Analyze Current State
Concept Modeling Data Mining Item Tracking Observation Process Analysis
3 techniques used ONLY in Define Future State
Acceptance and Evaluation Criteria
Decision Modeling
Prototyping
1 technique used ONLY in Define Change Strategy
Estimation
Estimation is used to determine timelines for activities in the change strategy
3 techniques used in COMBO with Analyze Current State & Define Change Strategy
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
Technique used with BOTH Define Future State and Define Change Strategy
Balanced Scorecard – set targets for measuring ‘to be’ & change strategy
Technique used with BOTH Analyze Current State and Define Change Strategy
Focus Groups – solicits ‘as is’ feedback from customers and solution/change strategy
Technique used with BOTH Analyze Current State and Define Future State
Metrics and KPIs – assess performance for ‘as is’ & determine when solution meets objectives
Inputs to Assess Risks task
Influences Elicitation Results (confirmed) Requirements and Designs (prioritized) Business Objectives Potential Value
Outputs from Assess Risks task
Risk Analysis Results
Elements of Assess Risks task
Unknowns Constraints, Assumptions, and Dependencies Negative Impact to Value Risk Tolerance Recommendation
Guidelines and Tools for Assess Risks task
Business Analysis Approach Business Policies Change Strategy Current State Description Future State Description Identified Risks Stakeholder Engagement Approach
Inputs to Define Change Strategy task
Stakeholder Engagement Approach
Current State Description
Future State Description
Risk Analysis Results
Outputs from Define Change Strategy task
Change Strategy
Solution Scope
Elements of Define Change Strategy task
Solution Scope Gap Analysis Enterprise Readiness Assessment Change Strategy Transition States and Release Planning
Guidelines and Tools for Define Change Strategy task
Business Analysis Approach
Design Options
Solution Recommendations
Guidelines and Tolls for Define Future State task
Current State Description
Metrics and KPIs
Organizational Strategy
Components of solution scope (Can Data Prevent Runaway Rules Or Technology?)
Capabilities Data Process Resources Business Rules Organization Structures Technology
Capabilities that could be considered with a gap analysis (POLDAT)
Processes Organizational structures Locations Data and information Application systems Technology infrastructure
Enterprise readiness assessment - can contain enterprise’s capacity to…?
absorb a change
sustain a change
realize value from a solution
Two other factors for enterprise readiness assessment
timeline for value to be realized
resources available to support change effort
Options to include in a change strategy
organizational readiness for change costs needed to make change timelines (to make change and realize value) alignment to business objectives opportunity costs
