Business Analysis Process Model - Ch 4

Question 1

What is the Creative Problem Solving Model and why would you use it when developing a business process model?

Answer 1

UNDERSTAND THE PROBLEM

Mess Finding

• PROBLEM DEFINITION - What is the complexity of the problem situation.
• TOOLS: Rich ricture, Mind Map

Data Finding

• ANALYSIS : Opinions, Concerns, Knowledge and Ideas from previous stage
• TOOLS: Rich ricture, Mind Map, Quantitive data such as questionnaires and activity sampling
• QUESTION: What is factual, what is opinion

Problem FInding

• ROOT CAUSE ANALYSIS: Revisit Statement of Problem
• TOOLS: Fishbone

DEVELOP SOLUTIONS

Idea Finding

• TOOLS: Brainstorming, Six-Thinking Hats, Disney Technique, Assumption Reversal, Random Words/Pictures

Solution FInding

• EVALUATE IDEAS
  
  • Identify criteria

**
Acceptance Finding**

• MANAGE SOLUTION IMPLEMENTATION
  
  • Robust Business Case
  • Change Management

1. Isaksen and Treffinger (1985)
2. Emphasises the need to investigate and analyse rather than leap to quick, possibly premature, solutions.
3. Creative problem solving is vital in the current business world and the creative problem solving model provides a useful framework for understanding problems and developing creative solutions.

Question 2

What are the four key stages for a business analysis project?

Answer 2

Investigate situation, Consider perspectives, Evaluate options, Define requirements, Deliver changes

Investigate situation

1. Study background material: PID, Terms of Reference
2. Carry out initial investigation with key stakeholders
3. Document results of investigation using meeting reports plus a diagram such as a rich picture of mind map

Consider perspectives

• Stakeholder ID and Analysis -
• Stakeholder Perspectives
• Conflict Management
• Concensus BAM

Analyse needs

• Examine BAM
• Consider how well each activity is performing
• Identify key business events to be handled within the business system and develop “As Is” BPM for each key business event.
• Process “To Be” process for each key business event
• Perform Gap analysis

o Explore differences between “AS IS” and “DESIRED” situation
o Identify opportunities for business change

Evaluate options

• Identify potential options
• Explore acceptability of options and shortlist
• Develop and document each option in detail
o business, technical and finanical feasibility (including Impact/Risk assessment and alignment with business strategy)
• Develop business case including options, feasibility and recommendaitons

Define requirements

• Gather requirements
• Elicit and analyse business requirements for the new business system
• Document and manage requirements
• Validate documented requirements
• Document the requirements for the new business system:

o business process models
o requirements catalogue
o IT processing and data models
o glossary of terms

Deliver changes

• Decide lifecycle and approach
• Develop business change solution
• Plan implementation
• Consider environment for change
• Consider organisation culture
• Define learning approach and develop learning materials
• Review benefits
• Identify actions