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Business Analysis Techniques : 99 essential tools for success PDF

347 Pages·2014·7.43 MB·English
by  Cadle
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BUSINESS ANALYSIS TECHNIQUES BCS, THE CHARTERED INSTITUTE FOR IT BCS, The Chartered Institute for IT champions the global IT profession and the interests of individuals engaged in that profession for the benefit of all. We promote wider social and economic progress through the advancement of information technology science and practice. We bring together industry, academics, practitioners and government to share knowledge, promote new thinking, inform the design of new curricula, shape public policy and inform the public. Our vision is to be a world-class organisation for IT. Our 70,000 strong membership includes practitioners, businesses, academics and students in the UK and internationally. We deliver a range of professional development tools for practitioners and employees. A leading IT qualification body, we offer a range of widely recognised qualifications. Further Information BCS, The Chartered Institute for IT, First Floor, Block D, North Star House, North Star Avenue, Swindon, SN2 1FA, United Kingdom. T +44 (0) 1793 417 424 F +44 (0) 1793 417 444 www.bcs.org/contact http://shop.bcs.org/ BUSINESS ANALYSIS TECHNIQUES 99 essential tools for success Second edition James Cadle, Debra Paul and Paul Turner © 2014 James Cadle, Debra Paul and Paul Turner The right of James Cadle, Debra Paul and Paul Turner to be identified as authors of this work has been asserted by him/her in accordance with sections 77 and 78 of the Copyright, Designs and Patents Act 1988. All rights reserved. Apart from any fair dealing for the purposes of research or private study, or criticism or review, as permitted by the Copyright Designs and Patents Act 1988, no part of this publication may be reproduced, stored or transmitted in any form or by any means, except with the prior permission in writing of the publisher, or in the case of reprographic reproduction, in accordance with the terms of the licences issued by the Copyright Licensing Agency. Enquiries for permission to reproduce material outside those terms should be directed to the publisher. All trade marks, registered names etc acknowledged in this publication are the property of their respec- tive owners. BCS and the BCS logo are the registered trade marks of the British Computer Society charity number 292786 (BCS). Published by BCS Learning & Development Ltd, a wholly owned subsidiary of BCS The Chartered Institute for IT, First Floor, Block D, North Star House, North Star Avenue, Swindon, SN2 1FA, UK. www.bcs.org Paperback ISBN: 978-1-78017-273-6 PDF ISBN: 978-1-78017-274-3 ePUB ISBN: 978-1-78017-275-0 Kindle ISBN: 978-1-78017-276-7 British Cataloguing in Publication Data. A CIP catalogue record for this book is available at the British Library. Disclaimer: The views expressed in this book are of the author(s) and do not necessarily reflect the views of the Institute or BCS Learning & Development Ltd except where explicitly stated as such. Although every care has been taken by the authors and BCS Learning & Development Ltd in the preparation of the publication, no warranty is given by the authors or BCS Learning & Development Ltd as publisher as to the accuracy or completeness of the information contained within it and neither the authors nor BCS Learning & Development Ltd shall be responsible or liable for any loss or damage whatsoever arising by virtue of such information or any instructions or advice contained within this publication or by any of the aforementioned. BCS books are available at special quantity discounts to use as premiums and sale promotions, or for use in corporate training programs. Please visit our Contact us page at www.bcs.org/contact Typeset by Lapiz Digital Services, Chennai, India. iv CONTENTS List of figures and tables vii Authors x List of abbreviations xi Alphabetical list of techniques xiii Preface xviii 1. BUSINESS STRATEGY AND OBJECTIVES 1 Introduction 1 Strategy analysis – external business environment 3 Strategy analysis – internal capability 9 Strategy definition 14 Strategy implementation 17 Performance measurement 30 References 33 Further reading 33 2. INVESTIGATE SITUATION 34 Introduction 34 Qualitative investigation 35 Quantitative investigation 59 Documenting the results 70 References 77 Further reading 78 3. CONSIDER PERSPECTIVES 79 Introduction 79 Stakeholder identification 81 Stakeholder analysis 84 Stakeholder management 108 References 116 Further reading 117 4. ANALYSE NEEDS 118 Introduction 118 Organisation modelling 119 Business process analysis 127 Business change identification 152 References 158 Further reading 158 v CONTENTS 5. EVALUATE OPTIONS 159 Introduction 159 Identify options 160 Shortlist options 161 Prepare business case 169 Present business case 188 References 196 Further reading 196 6. DEFINE REQUIREMENTS 197 Introduction 197 Requirements elicitation 200 Requirements analysis 226 Requirements development 238 Requirements modelling 258 References 285 Further reading 286 7. MANAGE CHANGE 287 Introduction 287 Organisational change 288 People change 295 Benefits management and realisation 308 References 314 Further reading 315 Postscript – which techniques do I really need? 316 Index 319 vi LIST OF FIGURES AND TABLES Figure 1.1 Porter’s Five Forces framework 7 Figure 1.2 Resource Audit 11 Figure 1.3 The Boston Box 13 Figure 1.4 SWOT analysis 14 Figure 1.5 Ansoff’s matrix 16 Figure 1.6 The McKinsey 7-S model 18 Figure 1.7 Leavitt’s Diamond 20 Figure 1.8 Model showing strata and sample level 1–3 capabilities 25 Figure 1.9 Value stream for a passenger flying to a holiday destination 27 Figure 1.10 The POPITTM model 29 Figure 1.11 Balanced Business Scorecard 32 Figure 2.1 The main stages of interviewing 35 Figure 2.2 The structure of an interview 36 Figure 2.3 Repertory grid using 7-point scale 40 Figure 2.4 Repertory grid of issues relating to document storage 41 Figure 2.5 Workshop process 42 Figure 2.6 The elements of a survey 60 Figure 2.7 Activity sampling sheet (completed) 64 Figure 2.8 Sampling analysis summary sheet 65 Figure 2.9 Special-purpose record for complaints handling 66 Figure 2.10 Detailed weekly timesheet 67 Figure 2.11 Example of a document specification form 68 Figure 2.12 Example of a rich picture (of a sales organisation) 71 Figure 2.13 Example of a mind map 73 Figure 2.14 Fishbone diagram (using the ‘six Ps’) 74 Figure 2.15 Context diagram 76 Figure 3.1 The stakeholder wheel 83 Figure 3.2 Power/interest grid 85 Figure 3.3 Extended power/interest grid 86 Figure 3.4 Social network analysis (after Cross and Prusak) 89 Figure 3.5 Persona template 93 Figure 3.6 Example persona 94 Figure 3.7 Cynefin contexts 97 Figure 3.8 Business Activity Model for a high-street clothing retailer 105 Figure 3.9 RASCI chart 106 Figure 3.10 Thomas–Kilmann conflict mode instrument 112 Figure 4.1 Systemic analysis approach 118 Figure 4.2 Types of value proposition 121 Figure 4.3 Porter’s value chain 122 vii LIST OF FIGURES AND TABLES Figure 4.4 Partial value chain of primary activities – example 124 Figure 4.5 Value chain for an examination body 125 Figure 4.6 Organisation Diagram showing external environment 126 Figure 4.7 Completed Organisation Diagram 127 Figure 4.8 Context diagram supporting event identification 130 Figure 4.9 Activity diagram notation 133 Figure 4.10 Example of an activity diagram 133 Figure 4.11 Partial activity diagram showing multiple outcomes from a decision 135 Figure 4.12 Business process notation set 136 Figure 4.13 Business process model with detailed steps 138 Figure 4.14 Business process model showing rationalised steps 139 Figure 4.15 Diagram showing steps in the Review Complaint task 142 Figure 4.16 Decision table structure 147 Figure 4.17 Example decision tree 151 Figure 5.1 The process for evaluating options 159 Figure 5.2 Options identification 161 Figure 5.3 Shortlisting options 162 Figure 5.4 Incremental options 163 Figure 5.5 Elements of feasibility 164 Figure 5.6 Force-field analysis 168 Figure 5.7 Types of cost and benefit 170 Figure 5.8 Formula for a presentation 194 Figure 6.1 Example of a user classification document 202 Figure 6.2 Example of a user story 210 Figure 6.3 Planning poker cards 212 Figure 6.4 Storyboard for a travel agent 216 Figure 6.5 Example of a wireframe layout 223 Figure 6.6 Hothousing process 225 Figure 6.7 Outer and inner timeboxes 227 Figure 6.8 Example of the structure of a typical timebox 228 Figure 6.9 Example of a requirements catalogue entry 242 Figure 6.10 Links between requirements and other development elements 257 Figure 6.11 Actor accessing a business use case using Podeswa’s notation 259 Figure 6.12 Example business use case diagram 261 Figure 6.13 Basic elements of a use case diagram 263 Figure 6.14 Additional use case notation 264 Figure 6.15 Use case description for ‘Assign resources’ 266 Figure 6.16 Examples of entities 268 Figure 6.17 One-to-many relationship between entities 269 Figure 6.18 Optional relationship 269 Figure 6.19 Many-to-many relationship 269 Figure 6.20 Resolved many-to-many relationship 270 Figure 6.21 Extended data model 270 Figure 6.22 Recursive relationship 271 Figure 6.23 Many-to-many recursive relationship 271 Figure 6.24 Exclusive relationship 271 Figure 6.25 Separated exclusive relationship 272 viii

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