Practical Techniques for early use in BA cycle
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This document discusses stakeholder analysis techniques. It defines stakeholders as anyone who can impact or be impacted by a project. Stakeholders may be hidden and come from various groups like sponsors, customers, and experts. The document recommends mapping stakeholders on a grid by their influence and interest. Stakeholders can then be prioritized into categories like "keep satisfied" or "manage closely". It also provides tips for fact-finding about stakeholders through research. Finally, it advises creating a stakeholder map to plan engagement for a case study project.
Practical Techniques for early use in BA cycle
- 2. ICE Model Revisit, Actively Manage & Plan
- 3. What is a “stakeholder”? Influence Interest
- 4. Stakeholders are everywhere • Project Sponsor • Customer • End-User • Subject Matter Experts • Employees • ….etc…… But it’s not always easy to find them
- 5. Where might your stakeholders be hiding?
- 6. Some projects focus purely on…
- 7. Decide how far to expand out
- 9. Interest Influence
- 10. Alex Jones John Smith Mandy Stockhill Interest Jayne Thomas Daniel Green Roy Indigo Influence
- 11. Keep Manage Informed Closely Interest & Involved Keep Monitor Satisfied Influence
- 12. Alex Jones John Smith Mandy Stockhill Interest Jayne Thomas Daniel Green Roy Indigo Influence
- 13. Engage Carry out some stakeholder “fact finding” first: • What do you know about them? • What can you find out about them? • What is their “world view”
- 14. Exercise • Create a stakeholder map (list & 4 box grid) for your case study. Consider: – What types of stakeholder do you need to engage? – Does the importance of each stakeholder change as the project progresses? – Who will you be interviewing to elicit requirements? – How and when will you approach each stakeholder?
- 15. Developing a project concept
- 16. Developing a project concept • 1. Crystallise and agree “The Why” • 2. Elicit and consider “The What” Defer conversations on “The How”
- 17. Problem statement… The problem of….. Affects…. The impact of which is…. A successful solution would….
- 18. S A N IT Y C H E C K ! S t r a t e g y : W h e r e d o e s t h is p r o j e is io n f :i t ? Vc t St r at egy 1: St r at egy 2: Pr oj e c t Pr oj e c t Pr oj e c t Pr oj e c t / I n it ia t iv e / I n it ia t iv e / I n it ia t iv e / I n it ia t iv e
- 19. Objectives CSF & KPI • How can we measure progress towards objectives? • What conditions must be met for the business to be a success? • In x months/years time, how will we know if we’ve been successful?
- 20. Id e n t if y in g C S F s a n d K P Is F in a n c ia l: • “When this initiative succeeds, how will we look to our financial stakeholders & shareholders” C us to me r In t e r n a l P ro c e s s e • “If we are P r o b le m / s successful, what O p p o r t u n it y will our customers • What must we say about us” excel at in order to create customer & L e a r n in g / business value In n o v a t io n • “To sustain the opportunity, what might need to be flexible or “future proof”?
- 21. Problem Statement Objective(s) CSFs CSFs CSFs CSFs Financial Customer Innovation Process Key Performance Indicators
- 22. Let’s take an example…
- 23. Problem statement… The problem of….. Affects…. The impact of which is…. A successful solution would….
- 24. W h a t a r e t h e C S F s a n d K P Is ? F in a n c ia l: • “When this initiative succeeds, how will we look to our financial stakeholders & shareholders” C us to me r In t e r n a l A n o p p o r t u n it y P ro c e s s e e x is t s t o • “If we are in c r e a s e s a le s s successful, what a n d e f f ic ie n c ie s will our customers b y p r o v id in g • What must we say about us” o n lin e o r d e r in g excel at in order to create customer & L e a r n in g / business value In n o v a t io n • “To sustain the opportunity, what might need to be flexible or “future proof”?
- 25. F in a n c ia l: • “When this initiative succeeds, how will we look to our financial stakeholders & shareholders” • Increased sales (turnover) • Increased profit • Market share • Customer volume/repeat customers • Efficiency savings (perhaps a secondary goal?)
- 26. C us to me r • “If we are successful, what will our customers say about us” • Less waiting time • Easier to find a table • Nicer, quieter environment
- 27. In t e r n a l P roc e s s e s • What must we excel at in order to create customer & business value • More efficient at taking orders? • Better at identifying when customers are ready to re-order? • Limit Internet usage?
- 28. L e a r n in g / In n o v a t io n • “To sustain the opportunity, what might need to be flexible or “future proof”? • To get closer to our customers; what do they like, what do they hate? • To hear suggestions for new menu options
- 29. Exercise • Create a Problem Statement • Brainstorm the CSFs and KPIs for your case study
- 30. Concept level requirements – the “What”
- 31. Roles • Who needs to interact with the system(s) and processes that are in scope? • A role doesn’t have to represent a single job title – it refers to users with similar characteristics – Shop Counter Staff – Management – Customers
- 32. User Goals • What is each user trying to achieve by using the system or process? • Keep it high level “Verb Noun” is ideal • Scope only – defer decision over detail • Avoid words like “process” or “data” – be precise where possible: – “Update data” could be “Update client’s details” – “Process sale” could become “Take payment & Issue receipt”
- 33. Cafe: Roles • Customer • Counter staff • Manager? • Accounts team?
- 34. Cafe: User Goals • Customer: • Order • Use Internet • Buy extra Internet time (?) • Check time remaining • Page waiter/waitress?
- 35. Cafe: User Goals • Counter Staff: • Provision of Internet Access • Suspend Internet Access • Extend Internet Access • Page User (?)
- 36. Exercise For your case study…. • What are the likely roles? • What are the likely user goals?
- 37. Business analysis in context - techniques Strategic analysis Problem/situation analysis Stakeholder analysis Developing a project concept Business case Requirements engineering Solution development
Editor's Notes
- #2: It would be great if we knew up-front who all our stakeholders are – but we don’t! General notes : Handouts? Will the case studies work (need to x-ref with Paul)? Do I need to introduce more detail on the delegate case studies.
- #3: … signposting. Will be covering in the next few slides.
- #4: Question to audience 4xi Influence Interest (Impacted Involved)
- #5: … Or more accurately, it’s not always easy to find the right stakeholders at the right time Whiteboard/flipchart up list – name/role/ (leaving room for influence/interest)
- #6: Create a list (flipchart this) Focus on project team and you’ll end up with a narrow view of problem domain == solution that meets only a subset of org requirements
- #9: Scale e.g. 1-10
- #12: Enables a comms strategy to be formed
- #14: Worldview. Ask colleagues. Visual/written word. LinkedIN etc What does the project mean for them? Promotion? Better work? Quicker work? Or redundancy?
- #16: Some projects go wrong because they start with the detail What problem are we trying to solve? What benefit will that bring? What needs to be true to solve the problem?
- #18: The temptation is often to jump straight in to solution mode Can derive an objective (or objective(s)) from a problem statement. This is the top level “why” Whiteboard/flipchart up an example (e.g. change “WE NEED MORE PHONE LINES” to “The problem of congested phone lines Affects our customers The impact of which is we make fewer sales, because customers can’t get through A successful solution would enable customers to get information and make a purchase quickly without holding)
- #19: At the organisational level Important, particularly in larger organisations where strategies may be cascaded down. Important to make sure all BUs are pulling in the same direction
- #20: Critical success factors – Generally q ualitative. Link to objectives Some CSFs will be necessary to “stay in the game” – e.g. hygine, saftey etc. Others will be unique to the organisation. For example: All restaurants will will have a CSF around basic hygeine and complying with hygiene laws… but other CSFs depends on the type of their business (McDonalds vs 5* Hotel restaurant) KPIs – Quantitative. Measures that quantify CSF, along with target or threshold. Example CSFs “Customers do not abandon the sales process”. “Customer waiting time”. “Customer complaints” KPIs Abandonment rate, call queues, average time to order etc SMART (Specific, Measurable, Achievable, Realistic, Timebound)
- #21: Normally, all sorts of things drop out… requirements, CSF, KPIs, Objectives… capture them all but “park” the ones that aren’t relevant. IR/RC/AC/
- #22: Helps with prioritisation later down the line. If we know what we’re aiming for, we can ask “does this requirement help us to achieve xyz….”
- #24: The problem of low sales and lack of room for new customers Affects John’s café owners The impact of which is low profitability A successful solution would… increase profitability by increasing average spend but reducing average duration spent in the cafe
- #27: Watch out for requirements that creep in (red example above)
- #30: The recap – you now knoiw why the project is necessary. Move on to the “What”