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Where Business Analysis ends 

 

 
 
Tags:  business software  futurex  grace  b.a business analysis ends  2.0  strategy  process  it  business analysis  project management and business analysis  software  africa  south 
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Published:  October 30, 2011
 
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Slide 1: Where Business Analysis Ends Tuesday, May 15, 2007 Robin Grace Principal Consultant 10/30/11 1
Slide 2: What I am Not talking about    Business Analysts’ and System Analysts’ Roles Business Analysis techniques or methods Business Process management, re-engineering,  Politics, which team will win the super 14, should Ramp Models be so thin, BEE, Crime, the plight of the whales, global warming, evolution, the Da Vinci code, the oscars, mini bus taxi drivers, mercury poisoning, rap music, Thai food, red meat, avian flu, gay marriages, Iraq, President Bush, Zimbabwe, Dafour, The Gautrain, cell phone cost, the cost of ASDL, Pollution, Carbon Emissions, The independence of the Basque region, Plastic Surgery, Canned Hunting, Vegetarianism, The best Yorkershire Pudding Recipe, Butter Vs Margarine and anything else that anybody has strong feeling about… 10/30/11 2
Slide 3: What I would Rather be Talking About …but they only gave me 30 minutes 10/30/11 3
Slide 4: galaxy far Back To the far away Topic Where Business Analysis Stops and Systems Analysis Begins 10/30/11 4
Slide 5: Business Analysis Definition Business analysis helps an organization to improve how it conducts its functions and activities in order to reduce overall costs, provide more efficient use of scarce resources, and better support customers. It introduces the notion of process orientation, of concentrating on and rethinking end-to-end activities that create value for customers, while removing unnecessary, non-value added work. The person who carries out this task is called a business analyst or BA. Wikipedia 10/30/11 In other words documenting the Processes within the business 5
Slide 6: Business Process Definition “A process is thus a specific ordering of work activities across time and space, with a beginning and an end, and clearly defined inputs and outputs: a structure for action.” Davenport, Thomas (1993), Process Innovation: Reengineering work through information technology, Harvard Business School Press, Boston “a collection of activities that takes one or more kinds of input and creates an output that is of value to the customer “ Hammer, Michael and Champy, James (1993), Reengineering the Corporation: A Manifesto for Business Revolution, Harper Business “a business process is a series of steps designed to produce a product or service” Rummler & Brache (1995), Improving Performance: How to manage the white space on the organizational chart, Jossey-Bass, San Francisco “a set of linked activities that take an input and transform it to create an output. Ideally, the transformation that occurs in the process should add value to the input and create an output that is more useful and effective to the recipient either upstream or downstream.” Johansson, Henry J. et.al. (1993), Business Process Reengineering: BreakPoint Strategies for Market Dominance, John Wiley & Sons 10/30/11 6
Slide 7: Important Commonality Input Business Process Outpu t Value 10/30/11 7
Slide 8: Further Definition   A business process can be decomposed into several sub-processes, which have their own attributes, but also contribute to achieving the goal of the super-process. The analysis of business processes typically includes the mapping of processes and sub-processes down to activity level. Activities are parts of the business process that do not include any decision making and thus are not worth decomposing (although decomposition would be possible), such as "Answer the phone", "produce an invoice". Super Process Sub Process •Sub Process •Sub Process 10/30/11 8
Slide 9: The Big Question When do you stop breaking the processes into sub processes? When it has no longer has any business meaning to do so or  When the resultant sub-process no longer adds business value.  10/30/11 9
Slide 10: Business Process Defined  An Elementary Process is the lowest level of work that can be performed with business meaning.    Having started it must be completed. Once completed all business information is in a consistent state. They are triggered by something in the business be it outside, inside or temporal (Time) 10/30/11 10
Slide 11: Elementary Processes Properties       Describe what is done not how Are technology independent Should not be decomposed any further Have Inputs, and will have a result Output of value to the business Often require access to Business Information Will have a trigger (Business Event or Time) Whether a process is elementary or not is solely dependant on the way business is done. 10/30/11 11
Slide 12: Elementary Process Example Take Customer Order NOT ? Check Credit Rating Create Order Reseve Stock Debit Customer Balance Whether a process is elementary or not is solely dependant on the way business is done. 10/30/11 12
Slide 13: Elementary Process Example Customer Customer Info Product Info Quantity Take Customer Order Placed Order Customer Information Product Information Order Information Trigger Input Business Information Required Value Statement Output 10/30/11 13
Slide 14: Process ID: Process Name: Detailed Description: Take Customer Order This process allows the order clerk to capture the order from the based on the customers input External Agents Involved: What causes the process to occur? What happens after the process is complete? Business rules: Customer Customer Places Order Placed Order A customer must have an account with us to buy from us When a customer opens an account we need his phone number and address Data (attributes): Product Information Order Information Customer Information CRUD Source R C R Additional notes: Information source: From Customer Adapted from B2T Training Requirements Pack 10/30/11 Functional Requirement – AS IS List the group(s) that currently perform this process. The Orders department A IIBA Endorsed Education Provider 14
Slide 15: Elementary Process Example Customer Customer Info Product Info Quantity Take Customer Order Placed Order Customer Information Product Information Order Information  We also need to document what in the business will prevent it from happening  The Business’s way of doing business - in other words… the Business Rules 10/30/11 15
Slide 16: Business Rules Nothing to do with a system but rather the way a business does business Example How does the packer decide what to put in which bag at a supermarket till and has it changed since we started paying for the bags For 10/30/11 16
Slide 17: Types Business Rules        Term Fact Mandatory Constraint Guideline Computation Action Enabler Inference Business Rules Applied Barbara von Halle 10/30/11  John Wiley & Sons 2002  17
Slide 18: Documenting Business Rules In a text format, with a mind to the test case  Attached to the Business Process for which it is valid In the Entity Relationship Diagram  Collection of Business Rules 10/30/11 18
Slide 19: Business Information Rules Diagram Aka ERD  A customer must have an account with us to buy from us  When a customer opens an account we need his phone number and address Customer Number Address (M) Contact Person Delivery address Credit Rating Phone Number (M) Places Order Number Date Discount Product Number Description Dimension Units  So we can tell our different products apart easily they have the own product number  Customers do not always have orders with us  Products aren’t always on order different quantities  Discount is given for the whole order Order Item Line Item number Quantity (M) It reflect the Business Rules,  An order can be for many different products with not a database design or technology 10/30/11 19
Slide 20: Business Analysis and BPM     Same Information is required Record information for “AS IS” and “TO BE” The Elementary Processes will need to be reflected in a process flow Additional Information required, especially if you intend to do simulation Metrics How long How many Etc……… 20 10/30/11
Slide 21: Elementary Process Example Customer Customer Info Product Info Quantity Customer Information Take Customer Order Placed Order Product Information Order Information Business Service Presentation Layer Independent Boundary 10/30/11 21
Slide 22: Business vs. Functional vs. Technical Requirements  What  – Business Activities or Functions (Processes)  How  – Functional Requirement  With which technology  – Technical Requirement 10/30/11 22
Slide 23: Business Analysis and Use Cases Business initiative System The scope includes all elementary processes The scope includes only processes that will be automated by the System 10/30/11 23
Slide 24: Business Analysis Ends When You have fully documented the business requirements Defined all the Elementary Business Processes via their Inputs Value Statements Triggers Outputs Business Information required Supported by Logical Data model Business Rules Text Logical Data Model 24 10/30/11
Slide 25: Where Business Analysis Ends And System’s Analysis Begins It’s Elementary My Dear Watson Thank You 10/30/11 25

   
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