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2010 Junior Business Analyst Case Study

The project had several issues: 1) Requirements were not properly gathered from all stakeholders, as only one manager was consulted who favored a particular vendor's system. 2) The chosen system was not fully compatible with one of the sites and installation was delayed. 3) Users struggled with the new system which was different than their old system. I would have done the following differently: 1) Thoroughly gathered and documented requirements from all impacted teams and sites. 2) Evaluated multiple vendor options against requirements. 3) Ensured proper testing and stakeholder preparation for system changes.

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197 views2 pages

2010 Junior Business Analyst Case Study

The project had several issues: 1) Requirements were not properly gathered from all stakeholders, as only one manager was consulted who favored a particular vendor's system. 2) The chosen system was not fully compatible with one of the sites and installation was delayed. 3) Users struggled with the new system which was different than their old system. I would have done the following differently: 1) Thoroughly gathered and documented requirements from all impacted teams and sites. 2) Evaluated multiple vendor options against requirements. 3) Ensured proper testing and stakeholder preparation for system changes.

Uploaded by

lunogu
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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NS&I Programme Office- Junior Business Analyst Case Study 1 Template Version 0.

Date: 08.07.2009

Please read the below case study and ask yourself the following questions: What is wrong with the project? What would you have done differently? Youll need to provide a summary response to the above questions prior to the interview. During the interview youll be asked to walk through your findings and discuss your thought processes. Junior Business Analyst - Case Study 1
Sureforyou is a well known insurance institution who provides insurance products to the general public and IFAs through various different sales channels. They are well established and have offices in several sites across Britain. Each site deals with different insurance products and some have access to different systems to cover the variations in the products. As one of the sites is based in Scotland there are also different types of legislation to cover what the products can and cant do. Each year the different sites have to produce an annual report to the CEO using their different systems to produce the data required. All the different reports need to be collated as they are all slightly different. The deadline for this report is 31st July. The CEO of the company is fed up with the current systems and all the different ways of working on each site, and has decided that there needs to be a project to have one system that can cover all the product variations and that can be used by all the different sites. He starts the project and assigns a Project Manager, Steve. The Project Manager then assigns a Business Analyst, Colin, to work with him on the project. One of the Operations Managers, Frank, on one of the sites has been with the company since it started and has very clear views on which system the company should use. He doesnt think that the other Managers will have much input. The Project Manager talks to Frank about his requirements. The Supervisor on one of the other sites, Bob, has knowledge of all the sites and is very knowledgeable about different legislation. He is concerned about what system will be chosen, he is worried that there might be manual work needed if the right system isnt chosen. The system that the CEO favours is by a company called Rightserve, they will provide a large financial compensation package if the company were to choose their system. Frank prefers this system. Colin talks to Frank and they decide that Rightserve provides the best system. The functionality provides what Frank needs in his business area. Colin tells the Project Manager that Frank likes Rightserve.
Last printed 5/21/2009 Uncontrolled When Printed PMO DSTA 00004 Page 1 of 2

NS&I Programme Office- Junior Business Analyst Case Study 1 Template Version 0.2

Date: 08.07.2009

Frank meets with Rightserve and asks them to install the system. They confirm that they can install it but, in order for full testing to be complete, they can only complete the installation by the end of November. The operations teams on the sites have heard on the grapevine that there may be a new system that will help them with their annual reports. They have concerns as to all the manual processes that they have to complete now and how this will work with the new system. Rightserve start the installation of the new system on Franks site as he knows more about the system than anyone else. They have to spend a lot of time with Frank as all the information about processes is in his head. He answers their questions but doesnt offer any further information. The Project Manager has a meeting with the CEO and tells him that they have started to install the system. The CEO is not very pleased as this was the first that he had heard. He wants to add another new system installation to the project and asks the Project Manager to organise this. During the installation of the new system Rightserve discover that it isnt fully compatible with one of the sites. The Project Manager talks to Frank and they decide that its too late to do anything about it so they tell Rightserve to carry on. The installation is now a bit delayed because of the other new system that the CEO wants. The old systems are decommissioned and the new system is made live on December 19th. The other new system that the CEO wanted isnt ready yet so Colin decides that they should install one and then do the other later. The operations team in Scotland struggle to deal with the system as they cant use some of the policy issuing functionality as they dont deal with those products. It is also very different from their old system and they arent used to the screens. Rightserve send the invoice for the works that they have completed and also send a brochure to the CEO advising him of the upgrade to the system that will be available in January. As it is a radical overhaul of the existing system it will involve a new installation, but it does have increased functionality to deal with multi site use.

Last printed 5/21/2009 Uncontrolled When Printed

PMO DSTA 00004 Page 2 of 2

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