CHAPTER 4: THE BUSINESS ANALYSIS PROCESS MODEL

Problem solving

Problem solving

provides a useful framework for understanding problems and developing creative solutions

Creative Problem-solving

vital in the current business

UNDERSTANDING THE PROBLEM

1.     Mess finding

2.     Data finding

3.     Problem finding

Mess finding

beginning; complexity of the problem situation.

Data finding

analysing the opinion, concerns, knowledge, and ideas uncovered in the previous stage

Problem finding

uncovering the heart of the problem; revisiting the last 2 stages

DEVELOPING SOLUTIONS

4.     Idea finding

5.     Solution finding

6.     Acceptance finding

Idea finding

business analysts try to generate a wide range of ideas; brainstorming to uncover ideas (assumption reversal- assumptions are listed and reversed)

Solution finding

significant that this stage appears so late in the model

Acceptance finding

managing the implementation of the solution, an aspect that is critical to the success of any change project but often fraught with difficulty.

THE PROCESS MODEL

One of the aspects that make business analysis work so interesting is the range and nature of business analysis projects.

-sets out the key stages for a business analyst project

THE PROCESS MODEL

1. INVESTIGATING THE SITUATION-

2. CONSIDERING PERSPECTIVES-

3. ANALYSING NEEDS-

4. EVALUATING OPTIONS-

5. DEFINING REQUIREMENTS-

6. DELIVERING CHANGES-

INVESTIGATING THE SITUATION

uncovering issues and problems

Documenting  business situations

-high level overview of the situation will be required during the initial investigation.

Rich picture

useful in capturing the essence of a situation.

Mind map

alternative but similar which allows for a degree of structuring of the info.

CONSIDERING PERSPECTIVES

analysing stakeholders and their perspectives on the situation.

Stakeholder perspectives

considering the world view of each stakeholder

Business activity modelling

allows analysts to build a conceptual model of a business system envisaged by a particular stakeholder.

allows business analysts to consider where the priorities lie and what the focus of the new, improved system.

ANALYSING NEEDS

identify where improvements can be made to the business system.

emphasis is on understanding where we want to be and, by looking at where we are now, identifying what needs to change to take us there.

gap analysis

a current or ‘as is’ view is compared with a desired, future or ‘to be’ system

Analysing activities

can be used to carry out a detailed analysis of the desired business system by examining each activity in turn.

Analysing business processes

focuses on the business processes carried out within the business systems; consider how the work is carried out

EVALUATING OPTIONS

examining the potential improvements identified so far, developing some business options and evaluating them for acceptability and feasibility.

Identifying potential options

identifying possible options by considering where improvements might be made and which ones would result in the greatest potential benefits

Assessing feasibility

all options must be evaluated for business, technical and financial feasibility

DEFINING REQUIREMENTS

gathering and documenting the detailed requirements for changes to the business system

Requirements engineering

proposes a framework to help analysts improve their requirements work by highlighting the need for proactive analysis.

Modelling IT Techniques

object class modelling and entity relationship modelling provide a clear and unambiguous means of documenting the system data.

DELIVERING CHANGES

consider how the requirements are to be delivered, the changes implemented and the business benefits realized.