Strategy Analysis

An Examination Using BABOK v3

Agenda
7:00 Welcome - Agenda
7:10 Organisation and Strategy
7:20 BA, BABOK, BACCM, Value and Definition of Success
* Where does BA stand?
7:30 What is Strategy Analysis?
Tasks
• Define Current State
• Define Future State
• Assess Risks
• Define Change Strategy
Tools and Techniques
Examples
9:00 Discussion
Why is strategy important?

What is Strategic Analysis?

Can I use it?

What is Strategy?
 ORGANIZATION
Now Future

Resources Constraints
Goals
(Capabilities) Risks
How do you define your strategy?
What are your personal goals for the future?
How do you plan to reach them?

What are your organizations goals?

Does it have plans to reach them?

What shall those plans include?

• Who is Business Analyst ?

Very High Level

- Define the vision, mission
- Understand market forces
- Building the value chain
- Define high level strategy of the enterprise

Enterprise BA (Portfolio Level)

- Understand goal and objectives
- Assess the strategy of the company
- Define solutions to meet these goals
- Build business cases
Definition of Success

enable Change
by defining Needs
and recommending Solutions
that deliver Value
to Stakeholders
Business Analysis Value Spectrum
IS STRATEGY ANALYSIS?
Now Future
 Now Future

Task: Analyze Current State Task: Assess Risks

Task: Define Future State Task: Assess Risks

Task: Analyze Current State
Starts w/Business Need

Definition of
Need is the
most critical
Step
 Business Need

top-down:​ a strategic goal that needs to be achieved.

bottom-up:​ a problem with the current state of a process, function or system.

middle management:​ a manager needs additional information to make sound

decisions or must perform additional functions to meet business objectives.

external drivers:​ customer demand or business competition in the marketplace.

 Business Need

Elicitation Results

Task: Analyze Current State

Business Current State

Requirements Description
Other Elements to Consider
• Capabilities and Processes
• Technology and Infrastructure
• Policies
• Business Architecture
• Internal Assets
• External Influencers (All external stakeholders)
• Industry,
• Competition,
• Customers,
• Suppliers,
• Technology
• Macroecon. Factors
Stakeholders
Customer
Domain Subject Matter Expert
End User
Implementation Subject Matter Expert
Operational Support
Project Manager
Regulator
Sponsor
Supplier
Tester
Techniques – Def. Current State
Benchmarking and Market Document Analysis Metrics and Key Performance Risk Analysis and Management:​
Analysis Indicators (KPIs)

Business Capability Analysis Financial Analysis Mind Mapping Root Cause Analysis

Business Model Canvas Focus Groups Observation Scope Modelling

Business Cases Functional Decomposition Organizational Modelling Survey or Questionnaire

Concept Modelling Interviews Process Analysis SWOT Analysis

Data Mining Item Tracking Process Modelling Vendor Assessment

Lessons Learned Workshops

 Task: Analyze Current State

Business
Requirements
Current State
Description
Task: Define Future State
 Business Constraints
Requirements Org. Strategy
KPIs
Current State
Description

Task: Define Future State

Future State
Business Objectives
Description

Potential Value
What to Change?
• business processes
• functions
• lines of business
• organization structures
• staff competencies
• knowledge and skills
• training
• facilities
• desktop tools
• organization locations
• data and information
• application systems
• technology infrastructure
• (more...)
Goals to SMART Objectives

Specific: describing something that has an observable outcome

M​​easurable: tracking and measuring the outcome

A​​chievable: testing the feasibility of the effort

R​​elevant: aligning with the enterprise's vision, mission, and goals,

T​​ime-bounded: defining a time frame that is consistent with the need.

Techniques – Def. Future State

Balanced Scorecard:​ Decision Analysis Mind Mapping Scope Modelling

Benchmarking and Market Decision Modelling Organizational Modelling Survey or Questionnaire

Analysis:

Brainstorming Financial Analysis Process Modelling SWOT Analysis

Business Capability Analysis Functional Decomposition Prototyping Vendor Assessment

Business Cases Interviews Metrics and Key Performance Workshops

Indicators (KPIs)

Business Model Canvas Lessons Learned

Task: Analyze
Current State
Business
Requirements
Task: Define
Current State Future State
Description
Business Objectives

Future State
Description

Potential Value
Task: Assess Risks
 Business Analysis
Approach

Business Policies

Business Potential
Change Strategy
Objectives Value
Current State
Description

Future State
Description

Identified Risks

Task: Assess Risks Stakeholder

Engagement Approach

Risk Analysis
Results
Risk Concepts

• Risk Prioritization
• Likelihood of risk
• Impact of risk

Likelihood/Impact Lo Med Hi

Lo 1 2 3
Med 2 4 6
Hi 3 6 9
Risk Concepts

• Risk Tolerance
• Risk Averse
• Neutral
• Risk Seeking
Source: http://www.resilience.willis.com/articles/2015/09/29/why-firm-knowledge-risk-tolerance-can-be-risk-mana/
Risk Concepts

• Recommendation
• Go for benefits regardless of risk
• Go for benefits, reduce risk (likelihood or impact)
• Go for greater benefits to outweigh the risk
• Optimize opportunities
• Do not go for the benefits
Techniques – Assess Risks
Brain Storming ​Financial Analysis Risk Analysis and
Management

Business Cases​​ Interviews Root Cause Analysis

Decision Analysis Lessons Learned Survey

Document Analysis Mind Mapping Workshops

Task: Analyze
Current State
Business
Requirements
Task: Define
Current State Future State
Description
Business Objectives Task: Assess
Future State Risks
Description
Risk Analysis Results
Potential Value
Task: Define Change
Strategy
 Stakeholder Business Analysis
Engagement Approach Approach

Current State
Description Design Options

Future State Solution

Description Recommendations

Risk Analysis Results

Task: Define Change

Strategy

Change Strategy Solution Scope

Solution Scope!
● capabilities, ● functions,
● technology, ● locations,
● business rules, ● networks,
● business decisions, ● organizational structures,
● data,
● workflows,
● processes,
● events,
● resources,
● sequence,
● knowledge and skills,
● models and ● motivations,
descriptions of markets, ● business logic.
Gap Analysis!
• processes, • facilities,
• functions, • locations,
• lines of business, • data and information,
• application systems,
• organizational
structures, • technology infrastructure
• training
• staff competencies,
• knowledge and skills,
Enterprise Readyness Assessment
• Ready to make the change?
• Ready to SUSTAIN the change?
• Ready to REALIZE the value?

• Resource AVAILABILITY?
Change Strategy
High Level Project Plan(s).

• Organizational Readyness
• Investments
• Timelines for change
• Timelines for value realization
• Opportunity costs of the change strategy
Techniques – Def Chng Strtgy
Balanced Decision Analysis:​​ Lessons Learned: Vendor
Scorecard: Assessment:​​
Benchmarking and Estimation:​​ Mind Mapping:​​ Workshops
Market Analysis
Brainstorming: Financial Analysis Organizational
Modelling
Business Focus Groups:​​ Process Modelling:
Capability
Analysis:
Business Cases:​​ Functional Scope Modelling:​​
Decomposition:
Business Model Interviews:​​ SWOT Analysis:​​
Canvas:​​
Task: Analyze
Current State
Business
Requirements
Task: Define
Current State Future State
Description
Business Objectives Task: Assess
Future State Risks Task: Define
Description
Change Strategy
Risk Analysis Results
Potential Value
Solution Scope

Change Strategy
Business Analysis Value Spectrum
More ...

http://bit.ly/stratejidersnotlari

www.iiba.org
Credits

Some slides and content is provided by: [email protected]

Thank you!

Mustafa Tülü

@MustafaTulu

[email protected]

https://tr.linkedin.com/in/mustafatulu