PostQuestions and Answers – Business Analysis Ecosystem

ba_ecosystem

I had a number of questions from the webinar I held for projectmanagement.com, so I thought I would just go ahead and post this as a running list.

QUESTION: How and when do you establish the strategic alignment for this Needs assessment or solution requirement

ANSWER: The first evaluation tied to strategic objectives should take place at the time the initial scope is defined. If the problem or opportunity is not tied in some fashion with the strategic objectives, the question needs to be asked why should you continue. I know this is not that simple…..

QUESTION:  what is PEST PESTLE?

ANSWER: https://en.wikipedia.org/wiki/PEST_analysis

QUESTION: How to contextualize Porter’s Five forces with the activities of BA or BA ecosystem

ANSWER: Some questions Porters help us answer: Have we identified the right problem? Have we identified all components of the problem? Are there any opportunities we have not recognized?  It’s a model that allows us to look at the assignment from a different perspective.

QUESTION: The porter five forces can we also determine the blue and red ocean as determinants in BA

ANSWER: The blue ocean are the delighters I described in the Kano Model, whereas the red ocean concerns the traditional performance – commodity spiral under traditional competition. I think there are a number of techniques that can help.

QUESTION: Where do establish that a Problem is important enough to pursue with BA. That also makes me think, in a traditional organization,which department or verticals do the BA professionals fit in (Marketing, Market research ??)

ANSWER: The fact is that the competencies found with BA work can be found at various touch points within the organization. For me, a good BA is T-Shaped

T-Shaped-Skills-new

QUESTION: How do you categorized stakeholders?

ANSWER: Depends on the assignment, but usually internal/external, department, key stakeholders, personas, etc.

QUESTION: How does Income help?  How does SK’s income impact the analyses? isn’t a persona analysis a sensitive area to address with areas like gender and age?Isn’t a persona analysis a sensitive area to address with areas like gender and age?

ANSWER: I don’t think I was clear when describing persona analysis in the webinar. Sorry! It depends on the assignment, but very often you come up with a description which personifies the group in question. Within startups, we try to keep things simple – minimum viable product for one persona. The more you know about him/her, the better you can match the needs. If the persona group doesn’t have much money, that might affect your final product, right?

QUESTION: can persona analysis be described as the initial stage before the stakeholder analysis is carried out?

ANSWER: The personas would be a categorization within my stakeholder list. We list these actions as being sequential, but they don’t always happen in a sequential manner :-)

 

 

QUESTION: What is kano model?

ANSWER: https://en.wikipedia.org/wiki/Kano_model

QUESTION: In a project where multi-vendor client relation exist, observation often creates friction among teams. Any tips?

ANSWER: Requested clarification

QUESTION:  If the Process is confidential, how does the observation help?

ANSWER: If you have not information about the existing processes, how are you supposed to understand the current state? I know, such funny ideas are given as part of an assignment.

QUESTION: Kano model…is this similar to stakeholder POWER INTEREST Grid?

ANSWER: The power/interest grid is used to plot your stakeholders, whereas the Kano model has to do with requirements/features/solutions

QUESTION: How do u align the Kano model with the MOSCOW framework in prioritising requirements?

ANSWER: The Kano Model is used to define your requirements/features/solutions, whereas MoSCoW is used to set priorities.

QUESTION: Delighters=Gold Plating??

ANSWER: Interesting thought!  The delighter is not something though you add to the project, but it’s part of the official requirements/features/solutions and needs to be traceable like all scope elements

QUESTION: is it the alternate analysis for all solutions?

ANSWER: always! Usually, we never have enough time or we get into habits of always using the same techniques. The former is difficult to overcome, but the latter lies within our control.

QUESTION: Delphi is not mentioned here…

ANSWER: I was not able to discuss all tools and techniques and only chose one per section of the ecosystem. Delphi falls within estimation. Planning Poser is a derivative of wideband delphi, which might be an easier way to deploy this method.

QUESTION: what is Six Thinking Hats actually?

ANSWER: https://en.wikipedia.org/wiki/Six_Thinking_Hats

QUESTION: you have mentioned so many tools for BA. do you recommend some book for more study? many tools are new

ANSWER: I was working on a book, but eventually decided to put together an eLearning course I can always add to 

QUESTION: SWOT analysis is also an important element its not mention here why

ANSWER: SWOT can be used at the beginning (problem/opportunity), solution or decision. I most closely align this technique with risk, but it would be great to use in conjunction with Porters, for example.

QUESTION: Which Solutioning methodology would apply to significant system enhancements vs. a new service or platform?

ANSWER: Data analysis, process analysis, impact analysis. Depending on the system, maybe a feasibility study of some fashion. Really depends.

QUESTION: Rigorous methodologies for each step. Very thorough. What about risks? What is the risk management process?

ANSWER:  I was not able to discuss all tools and techniques and only chose one per section of the ecosystem. I think that risk analysis is most correctly aligned with the solution/decision, and should clearly be part of a business case. ents of risk analysis Very often, the component’s (probability and impact) are the basis of your decision

 

QUESTION: Decision quality depends on stakeholders. How to present them?

ANSWER: First off, we need to define the acceptance criteria. You as a BA need to know your stakeholders as well. I personally believe the decision quality technique can be used quickly, if the preparation was done properly.

 

QUESTION: How do we sell the gaps in business ecosystem of my company to the top management considering the indifference to accept gaps & find solutions?

ANSWER: Build a business case for it. Many companies don’t understand the cost of non-conformance

QUESTION: MOST OF ACTIVITIES SIMILAR TO UX ACTIVITIES, SO UX AND BA CAN BE SAME?

ANSWER: Those tied to elicitation and solution, but none of the others fall within a UX remit. This also depends on the assignment as well

QUESTION: post decision, in fast changing market, how would you know when to revisit BA activities?

ANSWER: If your assumption is proven false, that’s a good indicator.  New stakeholder? New strategic objectives? New requirements? Just a few triggers

QUESTION: Many of the activities/tasks explained in this presentation should be carried out by Project Manager. Is there any way we can clearly

distinguish tasks of PM and BA?

ANSWER: The activities I described should take place prior to the project assignment, so there is no Project Manager at this point. Once there is a project charter, I agree some of these tasks (e.g. Stakeholder Map, Scope Management) belong to the PM, but the artifacts created by the BA should be the PM’s starting point.