Analytical Techniques - Basic Business analysis
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Analytical techniques and basics of analytical skills for business analysis beginners
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Analytical Techniques - Basic Business analysis
- 1. Business Analysis Techniques … Session I & II Referenced by International Institute of Business Analysis IIBA. By Ashraf Diaa Organizational Development & HR Director
- 2. Business analysis - definitions An internal consultancy role responsible for investigating business situations, identifying and evaluating options for implementation business systems, defining requirements and ensuring the effective use of information systems in meeting the needs of the business. The methodical analysis, review and documentation of all or part of a business in terms of business functions and processes, the information used and the data on which the information is based. The definition of requirements for improving any aspect of the processes and systems and the quantification of potential business benefits. The creation of viable specifications and acceptance criteria in preparation for the construction of information and communication systems. Business Analysis 2nd Ed., Debra Paul and Donald Yeates (eds), BCS, 2010 SFIA v5.0, 2011
- 3. What do you see ??
- 5. How broad is Business Analysis Business case Business analysis Requirements engineering Solution development Strategic analysis
- 6. The breadth of Business Analysis ? Business case Business analysis Requirements engineering Solution development Strategic analysis Systems Thinking Decision / Action Business Architecture Solution Architecture
- 7. BA techniques in context Techniques Context + + +LifecycleRationale Roles Deliverables ALWAYS THE CURRENT SITUATION
- 8. Some business analysis techniques Critical success factors Context diagram Rich picture Function hierarchy Network architecture plan Workflow diagram Organisation chart Entity relationship model (high-level) Business process model High-level data flow diagram Business object model Use case diagram Use case description Technical architecture model Functional dependency diagram Business scenario modelling Task analysis Business event model Business roles definition Logical data model Class model Relational data analysis Website navigation model Process dependency modelling Object interaction / collaboration diagram Object role models User conceptual model User interface object model Screen navigation design System event modelling State transition diagram State machine diagram Object dynamic model SWOT PESTLE Five Forces Power/interest grid MOST Resource audit BCG matrix Balanced business scorecard Key performance indicators CATWOE Business activity modelling Event analysis Payback calculation DCF/NPV calculation Internal rate of return Benefits management Benefits realisation User acceptance testing Swimlane diagrams Business process reengineering Business process management Process streamlining Business process redesign Interviewing Workshops Questionnaires Document analysis Record searching Special-purpose records Activity sampling Work measurement Prototyping
- 9. More business analysis techniques Give up yet? Brainstorming Round-robin Columns and clusters Bodyguards and assassins Vernissage Talking wall Force-field analysis Greenfield site Transporter Prioritisation Time beam Aargh! Cost/benefit analysis Impact analysis Gap analysis Standard costing Marginal costing Absorption costing Ratio analysis MoSCoW Organisation diagram Report writing Presentation techniques And even then people said “ You’ve missed …….”
- 10. If the statistics are boring…The numbers do not make sense… Then definitely the analysis is wrong !
- 11. The role of the business analyst Investigating the situation Stimulating thinking Modelling business processes Analysing strategy Specifying information systems Developing business case Business analyst
- 12. Investigating the situation Workshops Interviewing Questionnaires Document analysis Record searching Business analyst Special-purpose records Activity sampling Work measurement <<extend>> <<extend>> <<extend>> <<extend>> <<extend>> <<extend>>
- 14. Developing a business case Business analyst Payback calculation IRR DCF/NPV Benefits management Cost/benefit analysis Impact analysis Gap analysis Marginal costing Standard costing Benefits realisation Absorption costing Ratio analysis Report writing Presentation techniques <<extend>> <<extend>> <<extend>> <<extend>> <<extend>> <<extend>> <<extend>> <<extend>> <<extend>> <<extend>> <<extend>> <<extend>> <<extend>>
- 15. Finding reasons not to
- 16. Selecting your techniques • The situation: • What is the Objective? • How much money? • How much time? • Local standards! • The ‘users’: • Technical literacy • Patience • Decisiveness • The business analyst: • Personality • Favourites • Knowledge • Experience
- 17. Your Direction is the first step you look for
- 18. Selecting techniques •Type – Linear or Multi-dimensional •Usage - analysis, modelling, communication •Audience - shared, private •Documentation – core Business, supportive Function
- 20. Courses Private study Work Experience Mastering techniques Transversal Networking
- 21. Your BA Toolkit Business Strategy and Objectives Investigate Situation Consider Perspectives Analyse Needs Evaluate options Define Requirements Manage Change PESTLE MOST SWOT Resource Audit POP-IT model Rich pictures Interviews Workshops Context diagrams Stakeholder Management CATWOE PARADE BAMs RASCI Gap analysis Value chain Analysis Organisation Diagramming Process Modelling CRUD Matrix Feasibility Analysis Impact Analysis Investment Appraisal Business case Scenarios Storyboarding Prototyping Moscow Time boxing Cultural web Learning cycle SARAH Benefits Realisation
- 22. How did it all start ?? What do you think Is the real meaning of the word Analysis
- 24. Root Cause Analysis Techniques - Five Why’s Five Why's refers to the practice of asking, five times, why the problem exists in order to get to the root cause of the problem Why? Why? Why? Why? Why? Employee turnover rate has been increasing Employees are leaving for other jobs Employees are not satisfied Employees feel that they are underpaid Other employers are paying higher salaries Demand for such employees has increased in the market
- 25. 5 Why Analysis Getting a warning letter for being late repeated times !
- 26. Pareto Analysis The 80/20 is not the analysis it is the analytical hypothesis (prospective) or the statement (retrospective). It all started when a young Italian started thinking (analytically) about the land lords of the Italian land. The principle and the debate
- 27. Opening a wider view to the few strong Vs the many weak factors/responses.
- 28. The Pareto debate Give 3 examples for indirectly proportional factors that might not apply the principle.
- 29. PESTEL Analysis P • Political Factors E • Economic Factors S • Social Factors T • Technology Factors E • Environmental Factors L • Legislative Factors SWOT Analysis Strengths Weaknesses Opportunities Threats Where we stand
- 31. SWOT Analysis Strengths Weaknesses Opportunities Threats Where we stand Positive Negative Internal control External control
- 32. The main objective is to create a wide but detailed explanation of the status quo (current situation). SWOT analysis can be used effectively to build organization or personal strategy. Combines the easy formulation with the wide scope of research. Helps analyst to reach awareness at each of the squares providing a proper platform for strategic planning. A common mistake done by analysts when putting all the effort in the SWOT without coming out with a SWOT statement. SWOT can be used through matching and converting. Matching is used to find competitive advantage by matching the strengths to opportunities. Converting is to apply conversion strategies to convert weaknesses or threats into strengths or opportunities. (TOWS) SWOT
- 33. SWOT Your departments Strengths Weaknesses Opportunities Threats Department Analysis
- 34. TOWS … From analysis to strategy Heinz Weihrich introduced TOWS as a practical framework of SWOT TOWS Strengths ST1: ST2: ST3 Weaknesses WK1: WK2: WK3: Opportunities OPP1: OPP2: OPP3: Threats THR1: THR2: THR3: Actions
- 35. TOWS … From analysis to strategy Apply TOWS technique to the previous exercise outcomes TOWS Strengths Weaknesses Opportunities Threats Actions
- 36. P • Political Factors E • Economic Factors S • Social Factors T • Technology Factors E • Environmental Factors L • Legal Factors Sometimes referred to as PEST analysis. Helps to identify “The Big Picture”. A macro-analytical principle of marketing. Used in both prospective and retrospective manner. Tests the surrounding environment pre or post launch of product or service. Can be used to analyze performance or commercial deficit.
- 37. Political Factors Economical Factors Social Factors ---------------------------------- ---------------------------------- ---------------------------------- ---------------------------------- ---------------------------------- ---------------------------------- ---------------------------------- ---------------------------------- ---------------------------------- ---------------------------------- ---------------------------------- ---------------------------------- ---------------------------------- ---------------------------------- ---------------------------------- ---------------------------------- ---------------------------------- ---------------------------------- Technological Factors Environmental Factors Legal Factors ---------------------------------- ---------------------------------- ---------------------------------- ---------------------------------- ---------------------------------- ---------------------------------- ---------------------------------- ---------------------------------- ---------------------------------- ---------------------------------- ---------------------------------- ---------------------------------- ---------------------------------- ---------------------------------- ---------------------------------- ---------------------------------- ---------------------------------- ---------------------------------- Launching Service-lines campaign in more than one country.
- 38. Cause & Effect Analysis (Ishikawa Fish-bone Model) • Devised by professor Kaoru Ishikawa, a pioneer of quality management, in the 1960s. The technique was then published in his 1990 book, "Introduction to Quality Control.“ • Helps finding the main cause of a certain problem. • Identifies the process bottlenecks by finding where and why the process did not work. • Other analytical scopes/model could be used on the fish-bone model, e.g.: • 4M : Man, Method, Machine, Management, Material, Measurement. • 4C: Communication, Coordination, Culture, Change • CATWOE: Customers, Actors, Transformation process, Worldview (weltanschauung) , Organization, Environment • 4P: Product, Place, Price, People
- 39. The Steps The Effect / Problem Analysis Gates Detailed sub-gates
- 40. Titanic Crisis
- 41. Guiding principles for business analysis • Root causes, not symptoms (effects) • Business improvement, not system change • Creative but focused options, not prescribed solutions • Feasible requirements, not all suggestions are valid • Entire lifecycle, continuity •Negotiation, not conflict avoidance • Business agility, not business perfection
- 42. Thank you .. See you soon ! The home of Real Estate learning…