Example Material Business Analysis

Transcription

1 Changing a Business All Projects are about making a change to a business Changes are usually driven by strategy, policy, legislation or a need to improve/adapt the business The changes may be to Processes, Systems, Organisation and People To make any change we usually form a Project to co-ordinate the design and delivery of the change 1

2 Roles 2

3 Business Design Framework Business Model MANAGEMENT MODEL STRATEGY MANAGEMENT END-TO-END PROCESS SELL DESIGN DELIVER BILL SUPPORT (I.E. HR, IT, LEGAL, PROCUREMENT) PAY C U S T O M E R S RESOURCE MODEL RESOURCES PARTNERS SUPPLIERS 3

4 Problem Analysis Analysis ayss Overview Ovevew Question or Problem Symptoms Causes Issues Core Issues Options to Solve Considerations Benefits Cost Cost Benefit Process Re-engineering Analysis Other Opportunities Enlistment Balancing Interests Risks Choose a Solution 4

5 Optional Content High Level Indicative Snap Shot Decision to Proceed Not a Project Plan 5

6 Content 6

7 Considerations WHAT COULD GO WRONG? WHAT IS THE IMPACT? IS THIS AN ACCEPTABLE RISK? STRATEGY RISK TO BUSINESS SPONSORSHIP COMPLY TO ORG STRATEGY? IS THERE SPONSORSHIP FOR THE CHANGE? TECHNICAL FEASIBILITY CONSIDERATIONS COST CAN IT BE DONE? WHAT WILL THE SOLUTION COST? CUSTOMER INTERESTS WHAT DOES THE CUSTOMER WANT/ NEED? COMPETITOR POSITION STAKEHOLDERS DO THE STAKEHOLDERS SUPPORT CHANGE? DO STAKEHOLDERS HAVE A PREFERRED SOLUTION? WHAT ARE OUR COMPETITORS DOING? 7

8 Problem Analysis Problem Conceptual Detailed Analysis Design Design Stage Stage Stage Costs, benefits and savings are high level and indicated only Costs, benefits and savings are more detailed but not fully validated Costs, benefits and savings are specific and can be proven through financial reporting 8

9 Problem Analysis Tips Understanding the Business Perspective Every business area has their own perspective and behaviours 9

10 Solution Design Approach Modelling Future When we model the future design we usually start with the new process We use the new process to understand d how we may be changing: Functional responsibilities Organisation structure People s jobs Related processes Information Systems & data 10

11 Solution Design Approach Facilitation Usually we need the business to think as a team when we develop the future model Know your objectives Pre-read any materials Prepare & publish agenda Book a reasonable amount of time Explain purpose & objectives Keep good notes Be interactive Outline the agenda Explain the required outcomes Assess who is in the room Open the forum for discussion Guide the discussions Ensure people both speak & listen Take notes on boards (so all can see) Note issues/comments that cannot be addressed Practice positive listening Be open & receptive Always be respectful Take regular breaks Be relaxed Thank people for their time 11 Right people Right experience Right authority Know purpose & objectives Willing & able to work as a team

12 Designing Solutions Process Mapping Process mapping is a drill down from the top level process 12

13 Designing Solutions Interviewee Behaviours Non Communicative Off Topic Disinterested Overly Detailed Gang Answers with Closed responses Loses focus, Doesn t care, raises irrelevant bored points Never stops talking, hard to divert, brings lots of documentation Turns up with 1-10 other people, not sure what they contribute Ask open questions Cross question Try and engage at a personal level they may feel uncomfortable Note irrelevant points (so they can be set aside) Redirect the discussion Try and understand why Explain benefits, ask if they agree; if not, why not Take all documents offered Politely intercept and take control of the discussion Identify the key person Talk directly with them Be polite but don t worry about the other attendees Don t feel over whelmed 13

14 Designing Solutions Integrated Design We use the process design to derive the other changes to the organisation 14