Contributed on August 26, 2014

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Business analysis and process improvement

Description

Introduces a Business Analysis process model and uses the model as an example for discussing process improvement and individual change.

Transcript

Business Analysis and Process Improvement
© Lonsdale Systems 1
1
Business Analysis and
Process Improvement
vishal@processworksgroup.com
Presenter: Phil Robinson
www.lonsdalesystems.com
phil@lonsdalesystems.com
Business Analysis and Process Improvement
© Lonsdale Systems 2
2
Agenda
• Business analysis process model
• Process improvement
• Individuals and change
• Beyond business analysis
Business Analysis and Process Improvement
© Lonsdale Systems 3
3
Business Analysis Process Model
Business Analysis and Process Improvement
© Lonsdale Systems 4
4
International Institute of Business
Analysis (IIBA)
– 6 Knowledge Areas (not related to
project phases)
– 34 Techniques
British Computer
Society (BCS)
– Business Analysis
Process Model
– 72 Essential Tools for
Success
These frameworks are great for certifying the knowledge and skills of individuals but can they be
applied to real projects with varying skill levels and tight deadlines?
Also they do not describe process improvement or the process of individual change.
Knowledge and skills are not sufficient to improve a process or change the behaviour of
individuals.
Business Analysis and Process Improvement
© Lonsdale Systems 5
5
Define
Requirements
• Formal
Requirements
• Usage
Scenarios
• Data Dictionary
Analyse
Needs
• Strategic Needs
• Information
Requirements
• Business Rules
• Gap Analysis
Evaluate
Options
• Solution
Options
• Feasibility
• Selected
Solution
Define
Requirements
• Formal
Requirements
• Usage
Scenarios
• Data Dictionary
Evaluate
Options
• Solution
Options
• Feasibility
• Selected
Solution
Analyse
Needs
• Strategic Needs
• Information
Requirements
• Business Rules
• Gap Analysis
Consider
Perspectives
• Stakeholders
• Business
Scope
• Application
Scope
Investigate
the Situation
• Initial Scope
Business Analysis Process Model
• Workflows
Model Business Processes
• Components
• Features
Model Software Applications
This is intended to be an “essential” process.
This means that removing anything from the model, except perhaps Process Modelling, will
almost certainly cause problems and likely lead to failure.
The process consists of five stages and two techniques. Each of the stages and techniques have a
number of deliverables. For example, the Define Requirements stage delivers Formal
Requirements, Usage Scenarios and a Data Dictionary.
It is possible to establish a deliverable before the process stage it is delivered in. For example, it
is possible to identify some key Business Rules during Investigate the Situation or establish a
Data Dictionary during Analyse Needs.
Business Analysis and Process Improvement
© Lonsdale Systems 6
6
Investigate
the Situation
Consider
Perspectives
Analyse
Needs
Evaluate
Options
Define
Requirements
• Workflows
• Components
• Features
• Strategic Needs
• Information
Requirements
• Business Rules
• Gap Analysis
• Solution
Options
• Feasibility
• Selected
Solution
• Initial Scope • Stakeholders
• Business
Scope
• Application
Scope
• Formal
Requirements
• Usage
Scenarios
• Data Dictionary
Model Software Applications
Model Business Processes
Business Analysis
Roles
Business Analyst
Business Analyst
System
s
A
nalyst
Business
A
nalyst
System
s
A
nalyst
Solution
A
rchitect
Separation of roles into Business Analyst, Systems Analyst and Solution Architect is more
common in larger organisations.
Business Analysis and Process Improvement
© Lonsdale Systems 7
7
Investigate the
Situation
Rich Pictures
Mind Maps
Define
Requirements
• Formal
Requirements
• Usage
Scenarios
• Data Dictionary
Evaluate
Options
• Solution
Options
• Feasibility
• Strategic Needs
• Information
Requirements
• Business Rules
• Gap Analysis
Consider
Perspectives
• Stakeholders
• Business
Scope
• Application
Scope
Investigate
the Situation
• Initial Scope
Define
Requirements
• Formal
Requirements
• Usage
Scenarios
• Data Dictionary
Evaluate
Options
• Solution
Options
• Feasibility
• Selected
Solution
Analyse
Needs
• Strategic Needs
• Information
Requirements
• Business Rules
• Gap Analysis
• Workflows
Model Business Processes
• Components
• Features
Model Software Applications
Unstructured techniques work best during this stage. See
http://www.slideshare.net/lonsdalesystems/visual-communication-28395424.
It can be useful to establish a glossary of terms here. See
http://lonsdalesystems.blogspot.sg/2012/03/creating-glossary-of-terms.html.
Business Analysis and Process Improvement
© Lonsdale Systems 8
8
Investigate the
Situation
Rich Pictures
Mind Maps
Define
Requirements
• Formal
Requirements
• Usage
Scenarios
• Data Dictionary
Evaluate
Options
• Solution
Options
• Feasibility
• Strategic Needs
• Information
Requirements
• Business Rules
• Gap Analysis
Consider
Perspectives
• Stakeholders
• Business
Scope
• Application
Scope
Investigate
the Situation
• Initial Scope
Define
Requirements
• Formal
Requirements
• Usage
Scenarios
• Data Dictionary
Evaluate
Options
• Solution
Options
• Feasibility
• Selected
Solution
Analyse
Needs
• Strategic Needs
• Information
Requirements
• Business Rules
• Gap Analysis
• Workflows
Model Business Processes
• Components
• Features
Model Software Applications
Unstructured techniques work best during this stage. See
http://www.slideshare.net/lonsdalesystems/visual-communication-28395424.
It can be useful to establish a glossary of terms here. See
http://lonsdalesystems.blogspot.sg/2012/03/creating-glossary-of-terms.html.
Business Analysis and Process Improvement
© Lonsdale Systems 9
9
CompetitorsSuppliers
None
Employees
Hotel owner
Partners
Guests
Duty manager
Some
Subject Matter Knowledge
ControlOverScope
SomeHigh
HighNone
Back office clerk
Front desk clerk
Call centre
operator
Function
customers
Coffee shop
customers
Health
department
Fire department
CompetitorsSuppliers
None
Employees
Hotel owner
Partners
Guests
Duty manager
Some
Subject Matter Knowledge
ControlOverScope
SomeHigh
HighNone
Back office clerk
Front desk clerk
Call centre
operator
Function
customers
Coffee shop
customers
Health
department
Fire department
Stakeholder
Analysis
Consider
Perspectives
Functional
Analysis
Hotel
Management
System
Smart Card
Programmer
Duty ManagerBack Office Clerk
Front Desk Clerk
Call Centre Operator
Stay details
Accommodation Report
Bill
Billing Details
Check In Details
Check Out Details
Reservation
Context Diagram
Hotel
Management
System
Define
Requirements
• Formal
Requirements
• Usage
Scenarios
• Data Dictionary
Evaluate
Options
• Solution
Options
• Feasibility
• Strategic Needs
• Information
Requirements
• Business Rules
• Gap Analysis
Consider
Perspectives
• Stakeholders
• Business
Scope
• Application
Scope
Investigate
the Situation
• Initial Scope
Define
Requirements
• Formal
Requirements
• Usage
Scenarios
• Data Dictionary
Evaluate
Options
• Solution
Options
• Feasibility
• Selected
Solution
Analyse
Needs
• Strategic Needs
• Information
Requirements
• Business Rules
• Gap Analysis
• Workflows
Model Business Processes
• Components
• Features
Model Software Applications
It is essential to know who are the subject matter experts (SMEs) and who ultimately controls the
scope.
Business scope is a consolidated view of the “work” of the stakeholders.
Application scope defines how the stakeholders will the application as a “tool” to support their
work.
Functional Analysis and Context Diagrams are typical techniques used during this stage.
However, actual techniques are not mandated here in contrast to the specific techniques
described in Modelling Processes and Modelling Applications.
Business Analysis and Process Improvement
© Lonsdale Systems 10
10
CompetitorsSuppliers
None
Employees
Hotel owner
Partners
Guests
Duty manager
Some
Subject Matter Knowledge
ControlOverScope
SomeHigh
HighNone
Back office clerk
Front desk clerk
Call centre
operator
Function
customers
Coffee shop
customers
Health
department
Fire department
CompetitorsSuppliers
None
Employees
Hotel owner
Partners
Guests
Duty manager
Some
Subject Matter Knowledge
ControlOverScope
SomeHigh
HighNone
Back office clerk
Front desk clerk
Call centre
operator
Function
customers
Coffee shop
customers
Health
department
Fire department
Stakeholder
Analysis
Consider
Perspectives
Functional
Analysis
Hotel
Management
System
Smart Card
Programmer
Duty ManagerBack Office Clerk
Front Desk Clerk
Call Centre Operator
Stay details
Accommodation Report
Bill
Billing Details
Check In Details
Check Out Details
Reservation
Context Diagram
Hotel
Management
System
Define
Requirements
• Formal
Requirements
• Usage
Scenarios
• Data Dictionary
Evaluate
Options
• Solution
Options
• Feasibility
• Strategic Needs
• Information
Requirements
• Business Rules
• Gap Analysis
Consider
Perspectives
• Stakeholders
• Business
Scope
• Application
Scope
Investigate
the Situation
• Initial Scope
Define
Requirements
• Formal
Requirements
• Usage
Scenarios
• Data Dictionary
Evaluate
Options
• Solution
Options
• Feasibility
• Selected
Solution
Analyse
Needs
• Strategic Needs
• Information
Requirements
• Business Rules
• Gap Analysis
• Workflows
Model Business Processes
• Components
• Features
Model Software Applications
It is essential to know who are the subject matter experts (SMEs) and who ultimately controls the
scope.
Business scope is a consolidated view of the “work” of the stakeholders.
Application scope defines how the stakeholders will the application as a “tool” to support their
work.
Functional Analysis and Context Diagrams are typical techniques used during this stage.
However, actual techniques are not mandated here in contrast to the specific techniques
described in Modelling Processes and Modelling Applications.
Business Analysis and Process Improvement
© Lonsdale Systems 11
11
CompetitorsSuppliers
None
Employees
Hotel owner
Partners
Guests
Duty manager
Some
Subject Matter Knowledge
ControlOverScope
SomeHigh
HighNone
Back office clerk
Front desk clerk
Call centre
operator
Function
customers
Coffee shop
customers
Health
department
Fire department
CompetitorsSuppliers
None
Employees
Hotel owner
Partners
Guests
Duty manager
Some
Subject Matter Knowledge
ControlOverScope
SomeHigh
HighNone
Back office clerk
Front desk clerk
Call centre
operator
Function
customers
Coffee shop
customers
Health
department
Fire department
Stakeholder
Analysis
Consider
Perspectives
Functional
Analysis
Hotel
Management
System
Smart Card
Programmer
Duty ManagerBack Office Clerk
Front Desk Clerk
Call Centre Operator
Stay details
Accommodation Report
Bill
Billing Details
Check In Details
Check Out Details
Reservation
Context Diagram
Hotel
Management
System
Define
Requirements
• Formal
Requirements
• Usage
Scenarios
• Data Dictionary
Evaluate
Options
• Solution
Options
• Feasibility
• Strategic Needs
• Information
Requirements
• Business Rules
• Gap Analysis
Consider
Perspectives
• Stakeholders
• Business
Scope
• Application
Scope
Investigate
the Situation
• Initial Scope
Define
Requirements
• Formal
Requirements
• Usage
Scenarios
• Data Dictionary
Evaluate
Options
• Solution
Options
• Feasibility
• Selected
Solution
Analyse
Needs
• Strategic Needs
• Information
Requirements
• Business Rules
• Gap Analysis
• Workflows
Model Business Processes
• Components
• Features
Model Software Applications
It is essential to know who are the subject matter experts (SMEs) and who ultimately controls the
scope.
Business scope is a consolidated view of the “work” of the stakeholders.
Application scope defines how the stakeholders will the application as a “tool” to support their
work.
Functional Analysis and Context Diagrams are typical techniques used during this stage.
However, actual techniques are not mandated here in contrast to the specific techniques
described in Modelling Processes and Modelling Applications.
Business Analysis and Process Improvement
© Lonsdale Systems 12
12
CompetitorsSuppliers
None
Employees
Hotel owner
Partners
Guests
Duty manager
Some
Subject Matter Knowledge
ControlOverScope
SomeHigh
HighNone
Back office clerk
Front desk clerk
Call centre
operator
Function
customers
Coffee shop
customers
Health
department
Fire department
CompetitorsSuppliers
None
Employees
Hotel owner
Partners
Guests
Duty manager
Some
Subject Matter Knowledge
ControlOverScope
SomeHigh
HighNone
Back office clerk
Front desk clerk
Call centre
operator
Function
customers
Coffee shop
customers
Health
department
Fire department
Stakeholder
Analysis
Consider
Perspectives
Functional
Analysis
Hotel
Management
System
Smart Card
Programmer
Duty ManagerBack Office Clerk
Front Desk Clerk
Call Centre Operator
Stay details
Accommodation Report
Bill
Billing Details
Check In Details
Check Out Details
Reservation
Context Diagram
Hotel
Management
System
Define
Requirements
• Formal
Requirements
• Usage
Scenarios
• Data Dictionary
Evaluate
Options
• Solution
Options
• Feasibility
• Strategic Needs
• Information
Requirements
• Business Rules
• Gap Analysis
Consider
Perspectives
• Stakeholders
• Business
Scope
• Application
Scope
Investigate
the Situation
• Initial Scope
Define
Requirements
• Formal
Requirements
• Usage
Scenarios
• Data Dictionary
Evaluate
Options
• Solution
Options
• Feasibility
• Selected
Solution
Analyse
Needs
• Strategic Needs
• Information
Requirements
• Business Rules
• Gap Analysis
• Workflows
Model Business Processes
• Components
• Features
Model Software Applications
It is essential to know who are the subject matter experts (SMEs) and who ultimately controls the
scope.
Business scope is a consolidated view of the “work” of the stakeholders.
Application scope defines how the stakeholders will the application as a “tool” to support their
work.
Functional Analysis and Context Diagrams are typical techniques used during this stage.
However, actual techniques are not mandated here in contrast to the specific techniques
described in Modelling Processes and Modelling Applications.
Business Analysis and Process Improvement
© Lonsdale Systems 13
13
Modelling Business Process and
Software Applications
Physical
(How?)
Logical
(What?)
Future (“To-Be”)Current (“As-Is”)
Understanding
Needs
Solution
Concepts
Modelling current physical business processes are great for understanding but can often lead to a
lot of wasted time. See http://lonsdalesystems.blogspot.sg/2012/03/business-analysis-and-
process-modelling.html for a more detailed discussion of this slide.
The Functional Analysis performed during Consider Perspectives can often substitute for the
current logical process model and bypass the current physical model.
Frequently BAs find that a current physical model of the application already exists. Current
logical models are much less common but very important in understanding how the application is
used as a “tool”.
The difference between the current and future logical models represent a needs “gap”.
More than one future physical process and application model may be created for different
solution options.
Business Analysis and Process Improvement
© Lonsdale Systems 14
14
Model Business
Processes
KioskGuestHotelManagementSystem
Swipe credit
card
Read credit card
Retrieve guest
reservation
Display guest
details
Confirm guest
details
Allocate room
Display room
allocation
Display available
rooms
Dispense key
card
Retrieve
available rooms
Select room Remove key
card
[change room]
[accept allocated room]
Retrieve
reservation
Allocate
room
Record guest
details
Check
identity
document
Authorise
credit card
Accept cash
deposit
No acceptable
method of
payment
Record stay
details
[walk in]
[acceptable
credit card]
Process
Models
Define
Requirements
• Formal
Requirements
• Usage
Scenarios
• Data Dictionary
Evaluate
Options
• Solution
Options
• Feasibility
• Strategic Needs
• Information
Requirements
• Business Rules
• Gap Analysis
Consider
Perspectives
• Stakeholders
• Business
Scope
• Application
Scope
Investigate
the Situation
• Initial Scope
Define
Requirements
• Formal
Requirements
• Usage
Scenarios
• Data Dictionary
Evaluate
Options
• Solution
Options
• Feasibility
• Selected
Solution
Analyse
Needs
• Strategic Needs
• Information
Requirements
• Business Rules
• Gap Analysis
• Workflows
Model Business Processes
• Components
• Features
Model Software Applications
Process models model the “work” performed by the stakeholders.
Activity diagrams are shown here but other notations such as BPMN or Achimate could be used.
Business Analysis and Process Improvement
© Lonsdale Systems 15
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Model Software
Applications
Hotel Management System
Front Desk Back Office Housekeeping
Debtors Ledger General Ledger
Shift Management
Mobile App
Check out times
Minibar, Laundry
Staff details
Corporate sales
Corporate sales
Cash sales
Components
Mobile App
Enter Laundry Items
Record Laundry
Return
Housekeeper
Record Minibar
Usage
«actor,secondary»
Hotel Management
System
Record Make Up
Room
«actor»
Housekeeping
Features
Define
Requirements
• Formal
Requirements
• Usage
Scenarios
• Data Dictionary
Evaluate
Options
• Solution
Options
• Feasibility
• Strategic Needs
• Information
Requirements
• Business Rules
• Gap Analysis
Consider
Perspectives
• Stakeholders
• Business
Scope
• Application
Scope
Investigate
the Situation
• Initial Scope
Define
Requirements
• Formal
Requirements
• Usage
Scenarios
• Data Dictionary
Evaluate
Options
• Solution
Options
• Feasibility
• Selected
Solution
Analyse
Needs
• Strategic Needs
• Information
Requirements
• Business Rules
• Gap Analysis
• Workflows
Model Business Processes
• Components
• Features
Model Software Applications
These model the “tool” that will support the stakeholder’s “work”.
Components are the physical view and features are the logical view of an application.
Business Analysis and Process Improvement
© Lonsdale Systems 16
16
Analyse Needs
• Strategic
– Improve a process to build on a strength or
exploit an opportunity
– Mitigate a risk to preserve a strength or avoid a
threat
– Remedy the underlying cause of a weakness
• Support business processes
– Managing information
– Enforcing business rules
• Identify “gaps”
Define
Requirements
• Formal
Requirements
• Usage
Scenarios
• Data Dictionary
Evaluate
Options
• Solution
Options
• Feasibility
• Strategic Needs
• Information
Requirements
• Business Rules
• Gap Analysis
Consider
Perspectives
• Stakeholders
• Business
Scope
• Application
Scope
Investigate
the Situation
• Initial Scope
Define
Requirements
• Formal
Requirements
• Usage
Scenarios
• Data Dictionary
Evaluate
Options
• Solution
Options
• Feasibility
• Selected
Solution
Analyse
Needs
• Strategic Needs
• Information
Requirements
• Business Rules
• Gap Analysis
• Workflows
Model Business Processes
• Components
• Features
Model Software Applications
Strategic Needs are identified as part of a SWOT analysis.
Support for business processes represents the routine automation of “work”.
It is common for the Information Requirements to be defined in a Data Dictionary.
Business Analysis and Process Improvement
© Lonsdale Systems 17
17
Evaluate Options
• Identify solution options
• Investigate feasibility
– Technical
– Economic (business case)
– Schedule (estimate and plan)
– Compliance
– Operational
• Selected solution
Define
Requirements
• Formal
Requirements
• Usage
Scenarios
• Data Dictionary
Evaluate
Options
• Solution
Options
• Feasibility
• Strategic Needs
• Information
Requirements
• Business Rules
• Gap Analysis
Consider
Perspectives
• Stakeholders
• Business
Scope
• Application
Scope
Investigate
the Situation
• Initial Scope
Define
Requirements
• Formal
Requirements
• Usage
Scenarios
• Data Dictionary
Evaluate
Options
• Solution
Options
• Feasibility
• Selected
Solution
Analyse
Needs
• Strategic Needs
• Information
Requirements
• Business Rules
• Gap Analysis
• Workflows
Model Business Processes
• Components
• Features
Model Software Applications
The “TESCO” mnemonic is a great way to remember the different types of feasibility.
Feasibility can sometimes become a “show-stopper”. For example it is often mandatory to
comply with laws and regulations.
Schedule feasibility should be considered before economic feasibility as it identifies some of the
costs associated with the application.
It is common to select a solution option based on its economic feasibility (cost-benefit).
Business Analysis and Process Improvement
© Lonsdale Systems 18
18
Define
Requirements
Application
Function Storage
Function
Quality attribute
Constraint
Actor
Function
System
DeviceFunction
Formal
Requirements
UserInterface
Usagescenario
Interface
Service
Actor
System
Device
Application
Scenarios
Define
Requirements
Analyse
Needs
• Formal
Requirements
• Usage
Scenarios
• Data Dictionary
Evaluate
Options
• Solution
Options
• Feasibility
Analyse
Needs
• Strategic Needs
• Information
Requirements
• Business Rules
• Gap Analysis
Consider
Perspectives
• Stakeholders
• Business
Scope
• Application
Scope
Investigate
the Situation
• Initial Scope
• Formal
Requirements
• Usage
Scenarios
• Data Dictionary
Evaluate
Options
• Solution
Options
• Feasibility
• Selected
Solution
• Strategic Needs
• Information
Requirements
• Business Rules
• Gap Analysis
• Workflows
Model Business Processes
• Components
• Features
Model Software Applications
• List of guests
– Surname 30 alphabetic
– First name 30 alphabetic
– Address 3 x 40 alphanumeric
• List of reservations
– Check in date DD/MM/YYYY
– Check out date DD/MM/YYYY
• Reservation details
– Room type [Standard|Deluxe|Suite]
– Number of guests 1 numeric
– Check in date DD/MM/YYYY
– Arrival flight number 10 alphanemeric
…
Data
Dictionary
Formal requirements describe requirements from the perspective of the application.
They are most often described using mandatory statements such as “The application must…”.
Scenarios describe requirements from the perspective of the user of the application and
applications that use its services.
They are most often described using structured scenarios that define how the user (or application)
will interact with the application.
For example:
1. The user selects a transaction type
2. The application requests the transaction amount
3. …
Data dictionaries provide a structured way of defining interface and storage requirements.
Business Analysis and Process Improvement
© Lonsdale Systems 19
19
Analyse
Needs
Investigate
Situation
Consider
Perspectives
Evaluate
Options
Define
Requirements
Backtracking
and Iteration
In practice, business analysis does not proceed smoothly through the five stages of the process
model.
Learning about a business area and the software applications that support it inevitably requires
BAs to “backtrack” to previous stages of the process as they learn more.
For example, some previously unknown stakeholders may be discovered during Analyse Needs.
This would require a BA to backtrack to the Consider Perspectives stage and revise the
Stakeholder Analysis (and possibly the Business Scope) to include the new stakeholder.
While some degree of backtracking is inevitable, excessive backtracking can lead to inefficient
repetition of work already performed (rework).
In situations where very little is known about the business area and its applications, a planned
iterative approach can provide a better approach.
Business Analysis and Process Improvement
© Lonsdale Systems 20
20
Process Improvement
Business Analysis and Process Improvement
© Lonsdale Systems 21
21
• Identify potential improvements
• Identify performance measures
• Experiment with
changes
• Collect
performance data
• Evaluate experiments
• Review lessons
learnt
• Institutionalise
improvements
…or
• Repeat cycle
Plan
Act
Check
Do
PDCA Cycle
In essence, the PDCA cycle describes the experimental method used in science.
Business Analysis and Process Improvement
© Lonsdale Systems 22
22
• Identify potential improvements
• Identify performance measures
• Experiment with
changes
• Collect
performance data
• Evaluate experiments
• Review lessons
learnt
• Institutionalise
improvements
…or
• Repeat cycle
Plan
Act
Check
Do
Software Projects
• Ad-hoc processes
• Lack of data
• Ad-hoc processes
• Non-repetitive tasks
• Difficult to
communicate
planned experiments
• Variation in individual
skills
• Data is accumulated
slowly
• Difficult to compare data
from different projects
• Slow feedback
• Difficult to institutionalise
changes to ad-hoc
process
• Difficult to communicate
lessons learnt
PDCA is easy to apply to manufacturing processes because there are many repetitive tasks and
sampling during manufacture quickly establishes many data points for measuring the
performance of the process.
This is not true for software projects.
Business Analysis and Process Improvement
© Lonsdale Systems 23
23
Process Capability
Ad-hoc
Managed
Defined
Measured
Improving
Plan
Act
Check
Do
Business Analysis
Process Model
Success through
skill and “heroics”
• Projects
• Quality
• Change
Before PDCA can be applied to software projects, the process must be made more stable and
predictable in a series of steps that build on each other.
It should always be remembered that the goal is that of continuous improvement NOT achieving
the stable and predictable process. Stability and predictability are simply a means to an end!
The starting point is usually an ad-hoc process. Success is only achieved if staff have superior
skills and make a “heroic” effort by working long hours.
The first step is to better mange the process by introducing the disciplines of project, quality and
change management.
The next step is to institutionalise a defined process. “Institutionalise” means that everyone
actually follows the process for all projects. There are no “special cases” and the process is not
abandoned when faced with schedule slippage. The Business Analysis Process Model is a good
example of a defined process.
Objective measurement is the key to applying PDCA and that is why it is the next and final step.
Once it is possible to objectively measure the performance of a process, continuous improvement
of the process becomes possible.
Some may recognise these steps as being very similar to the five capability levels described in
the CMMI.
Business Analysis and Process Improvement
© Lonsdale Systems 24
24
•Defined – framework for identifying problem areas and
potential improvements
•Measured – ability to assess severity of problems and identify
performance measures for potential improvements
•Managed – facilitates
controlled
experimentation with
potential improvements
•Defined – framework for
communicating planned
experiments
•Measured – defines
what performance data to
collect and how to collect
it•Measured – supplies
the performance data
to evaluate potential
improvements
•Defined – framework for
communicating lessons
learnt and
institutionalising
improvements
Plan
Act
Check
Do
Business Analysis and Process Improvement
© Lonsdale Systems 25
25
Individuals and Change
Business Analysis and Process Improvement
© Lonsdale Systems 26
26
Change Management Framework
ADKAR
Reinforcement to sustain the changeR
Ability to implement the changeA
Knowledge of how to changeK
Desire to support the changeD
Awareness of the need for changeA 
?

!
ADKAR describes individual change as a sequential process consisting of five steps.
A change can fail at any of the five stages. For example, if an individual is aware of the need for
a change but does not have the desire to change, the change will not be successful even if the
organisation goes through the “motions” of developing their knowledge and ability.
Training is often seen as providing a trigger for change. However, ADKAR predicts that the
change will not be successful unless everyone is aware of the need to change and has the desire
to change.
It is very common for changes to fail through a lack of reinforcement to sustain the change.
Staff return from a training course only to be told that “this time is different” or the approach
they learnt is “too academic”!
Business Analysis and Process Improvement
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Beyond Business Analysis
Business Analysis and Process Improvement
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Implement
Product
Deploy
Product
Investigate
the Situation
Consider
Perspectives
Analyse
Needs
Evaluate
Options
Define
Requirements
• Workflows
• Components
• Features
• Strategic Needs
• Information
Requirements
• Business Rules
• Gap Analysis
• Solution
Options
• Feasibility
• Selected
Solution
• Initial Scope • Stakeholders
• Business
Scope
• Application
Scope
• Formal
Requirements
• Usage
Scenarios
• Data Dictionary
Model Software Applications
Model Business Processes
Manage Integration
Manage Change
• Validation
• Verification
• Defects
Manage Quality
• Acquisition
Support
• Development
Support
• Stakeholder
Support
• Retirement
Planning
Beyond Business Analysis
The Business Analysis Process Model can be extended by adding stages for the Implementation
and Deployment of the application.
The extended model also adds techniques for managing quality, integration and change.
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29
Implement
Product
Deploy
Product
Investigate
the Situation
Consider
Perspectives
Analyse
Needs
Evaluate
Options
Define
Requirements
• Workflows
• Components
• Features
• Strategic Needs
• Information
Requirements
• Business Rules
• Gap Analysis
• Solution
Options
• Feasibility
• Selected
Solution
• Initial Scope • Stakeholders
• Business
Scope
• Application
Scope
• Formal
Requirements
• Usage
Scenarios
• Data Dictionary
Model Software Applications
Model Business Processes
Manage Integration
Manage Change
• Validation
• Verification
• Defects
Manage Quality
• Acquisition
Support
• Development
Support
• Stakeholder
Support
• Retirement
Planning
Beyond Business Analysis
Technology and
Organisation
Software
Testing
Requirements
Analysis
Quality
Management
Enterprise
Architecture
Managing change applies equally to:
•organisational changes described by ADKAR; and
•the version control of technology.
Managing integration (often called Enterprise Architecture) is about planning the integration of:
•the organisation’s “work”;
•the application “tools” that support the work; and
•the technical infrastructure on which the applications are deployed.
The goal of managing integration is to make it easy to respond to changing needs – especially
changes to strategic needs.
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Investigate
the Situation
Consider
Perspectives
Analyse
Needs
Evaluate
Options
Define
Requirements
Implement
Product
Deploy
Product
Operate
Product
Manage
Integration
and
Change
Iterative Life Cycle
Minor changes
and
enhancements
New
applications
and major
enhancements
The stages of the extended model can be organised into an iterative version of the process.
Iterative processes are often better for the enhancement and support of an applications with long
lifetimes.
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Questions?
Presenter: Phil Robinson
www.lonsdalesystems.com
phil@lonsdalesystems.com