Solution Analysis

Solution Analysis
Business Analysis
Extension Certificate
XBUA 10014

2013 Mount Royal University
Continuing Education & Extension
Acknowledgements
i
Acknowledgements
Copyright 2013 by Mount Royal University. All rights reserved.
No part of this publication may be reproduced or transmitted in any form or by any means,
electronic or mechanical, including photocopying or any information storage or retrieval
systems, without permission in writing from the publisher.
Content Edited Fall 2013
Janet Oakenfold Curriculum Review and Revision 2011
Richard Lannon Original Development 2005
Originally published in 2005 by:
Faculty of Continuing Education & Extension.
Mount Royal University
Calgary, AB. Canada

IIBA
, the IIBA
logo, BABOK
and Business Anal ysis Body of Knowledge
are registered trademarks owned by

International Institute of Business Anal ysis.
CBAP
is a registered certification mark owned by International Institute of Business Anal ysis.

Certified Business Anal ysis Professional, EEP and the EEP logo are trademarks owned by the International Institute
of Business Analysis.
Table of Contents
Mount Royal University, 2013 1
Faculty of Continuing Education & Extension
Table of Contents
Acknowledgements i
1.0 Course Introduction 4
1.1 Course Description 4
1.2 Course Objectives 4
1.3 Business Analysis Certificate Program 5
1.4 Class Schedule 6
1.5 Method of Instruction 7
1.6 Grading 8
1.7 Workshop Courtesy 8
1.8 Grouping 9
1.9 Exercise: Class Introductions 9
2.0 Enterprise and Solution Analysis 11
2.1 Introduction 11
2.2 Key Questions to Inform the Work of Solution Analysis 11
2.3 BA Framework: Solution Analysis 12
2.4 Where Does Solution Analysis Fit Within the Business Analysis Certificate? 13
2.5 Solution Analysis and BA Competencies 14
2.6 Enterprise & Solution Analysis 16
2.7 Determining a Solution Approach 17
2.8 Defining Assumptions and Constraints 19
2.9 Revisiting the Business Case 21
2.10 Defining Solution Scope 22
2.11 Exercise: Impact and Feasibility Assessment 23
3.0 Working with Gathered Requirements 26
3.1 Introduction 26
3.2 Capability Gap Assessment 26
3.3 Root Cause Analysis 28
3.4 Exercise: Using the Five Whys Technique for Root Cause Analysis 29
3.5 Prioritizing Requirements 30
3.6 Defining Acceptance and Evaluation Criteria 31
3.7 Exercise: Prioritizing Requirements 33
4.0 Identifying Improvements 36
4.1 Introduction 36
4.2 Fixing a Broken System or Process 36
4.3 Exercise: Practice Using the Five Max Method 38
4.4 Improving Systems & Processes 39
4.5 Exercise: Backwards Imaging 42
4.6 Systems Thinking: Considerations for Leading Improvements 43
5.0 Solution Implementation 46
5.1 Introduction 46
5.2 Allocating Requirements 46
5.3 Estimation 47
5.4 Assessing Organizational Readiness 48
Table of Contents
5.5 Stakeholder Impact Analysis 49
5.6 Force Field Analysis 50
5.7 Defining Transition Requirements 51
5.8 Exercise: Force Field Analysis 52
6.0 Measuring Success & Post-Implementation Reporting 55
6.1 Introduction 55
6.2 Key Performance Indicators 55
6.3 Working with KPIs 57
6.4 Exercise: Identifying Key Performance Indicators (KPIs) 59
6.5 The Balanced Scorecard 61
6.6 Exercise: Business Case Supply Chain Scenario 68
6.7 Reporting Principles 70
6.8 Dashboards 71
6.9 Data Mining and Business Intelligence 78
6.10 Business Intelligence 80
6.11 Implementing a Data Warehouse 81
7.0 Course Conclusion 83
7.1 Review of Course Objectives 83
7.2 Where Do I Go From Here? 84
7.3 Conclusion 85
8.0 Case Study 87
8.1 Chinook Savings Case Study 87
9.0 Additional Resources 91
9.1 Course References 91
9.2 Web Resources 92
9.3 Resources 93

Course Introduction
Section 1

Course Introduction
1.0 Course Introduction
1.1 Course Description
Business analysts play a key role in ensuring that proposed solutions meet the business
needs and deliver maximum benefits to justify implementation.
In this two day, 15-hour course we will examine how to evaluate solution options and
solution performance, including techniques for:
identifying capability gaps
managing solution scope
assessing solutions through performance metrics and reporting
We will review how to use gathered requirements to generate solutions, thereby addressing
business problems and leveraging opportunities. We will also look at how to effectively work
with gathered requirements, as well as how to identify, implement and report on
improvements to business systems.
1.2 Course Objectives
Upon successful completion of the Solution Analysis course, participants will be able to:
Compile and review gathered requirements.
Conduct summary level analysis through capability gaps assessment.
Define assumptions and constraints.
Prioritize requirements.
Assess organizational readiness.
Define transition requirements.
Define solution, and manage solution scope and requirements.
Generate solutions to address identified gaps.
Apply basic reporting principles.
Develop Key Performance Indicators (KPIs), Balanced Scorecards, and report on
business performance results.

ThiscoursehasbeendevelopedinalignmentwiththeInternationalInstituteof
BusinessAnalysiss(IIBA)BusinessAnalysisBodyofKnowledge(BABOK)
version2.0,2009.
Course Introduction
1.3 Business Analysis Certificate Program
The Business Analysis Certificate Program consists of nine courses and a Final
Assessment Paper.
The Solution Analysis course is one of nine required courses you must complete to graduate
from the Business Analysis Extension Certificate program at Mount Royal.
The complete Business Analysis Extension Certificate program includes the following
courses:
Business Analysis: An Overview (7 Hours)
Gathering & Documenting Requirements (21 Hours)
Process & Workflow Modelling (15 Hours)
Enterprise Risk Management (15 Hours)
Solution Analysis (15 Hours)
Building a Business Case & Opportunity Evaluation (15 Hours)
Solution Validation & Assessment (15 Hours)
Project Management: An Overview (15 Hours)
BA Review & Preparation for the Final Assessment (7 Hours)
Final Assessment Paper (30 Hours Independent Study)

The Final Assessment paper is required to complete the Business Analysis certificate
program.

Planning for
Business Analysis
Acti vities
Information Gathering
About What the Business
Needs (Requirements)
Developing, Evaluating
and Implementing
Solutions
Evaluating
Solution
Performance
Business
Anal ysis:
An Overview
Gathering &
Documenting
Requirements
Enterprise
Risk
Management
Solution
Anal ysis
Business Case &
Opportunity
Evaluation
Solution
Validation &
Assessment
Process &
Workflow
Modelling
Project Management
BA Review & Preparation for the Final Assessment
Course Introduction
1.4 Class Schedule
The following schedule is to be used as a GUIDELINE ONLY. The topics, activities and
exercises may be different, depending on a number of factors.
Schedule Topics and Activities
Day 1
8:30 - 9:30 a.m. Introduction
9:30 - 10:15 a.m. Enterprise Analysis
10:15 - 10:30 a.m. BREAK
10:30 a.m. -12 p.m.
Enterprise Analysis (continued)
Working with Requirements Gathered
12 - 1 p.m. LUNCH
1 - 2:30 p.m.
Working with Requirements Gathered (continued)
Identifying Improvements
2:30 - 2:45 p.m. BREAK
2:45 - 5 p.m. Identifying Improvements (continued)
Day 2
8:30 - 9 a.m. Review of Day 1
9 - 10 a.m. Solution Implementation
10 - 10:15 a.m. BREAK
10:15 a.m. - 12 p.m. Solution Implementation (continued)
12 - 1 p.m. LUNCH
1 - 2:30 p.m. Post-Implementation Reporting
2:30 - 2:45 p.m. BREAK
2:45 - 4:30 p.m. Post-Implementation Reporting (continued)
4:30 - 5 p.m. Course Conclusion and Evaluations

Course Introduction
1.5 Method of Instruction
Workshop methodology:
workshop leader presentations
individual exercises
small group exercises
small group presentations
group discussion
self-assessment
Because this course is primarily in a workshop format, the emphasis will be on learning by
doing and presenting, not just listening.
Studies showed that we learn:
10% of what we... Read
20% of what we... Hear
30% of what we... See
50% of what we... See and Hear
70% of what we... Discuss
80% of what we... Experience
90% of what we... Teach
In this workshop, there will be a great deal of discussion, hands-on experience and
presentations. Participants will be encouraged to present the results of their group exercise
to the class and to discuss their experiences in the exercises. Everyone will be asked to
make at least one presentation to the class.
The purpose of each person being asked to present to the class is to provide the
participants with the opportunity to further develop their presentation skills.

Definition
Throughout the manual, there may be key terms or definitions that students need to be
aware of. To better highlight these instances, the preceding graphic is used. This allows
students to quickly locate definitions and key points for further review.
Course Introduction

Learner Check
Many chapters will include a Learner Check to review the key points of that chapter. The
Learner Check will be indicated by the preceding graphic.
1.6 Grading
The grade for this course is Attended/Not Attended. Participants must attend 75 per cent
of the course to receive a passing grade.

1.7 Workshop Courtesy

Every attempt will be made to begin and end the workshop promptly. Those who
must come late or leave early may do so, but are asked to minimize their impact on
others in the class. It is also considered a courtesy to inform the instructor
beforehand if you need to arrive late or leave early.
Everyones opinion is respected and valued. There are no dumb questions,
comments or concerns. Courses such as this one are intended to allow everyone to
learn in an open environment.
Active participation is encouraged; please ensure that everyone has equal
opportunity to contribute.
During the class presentations and discussions, it is important that one person
speaks at a time.
Individual issues that are not of interest to the group in general can be discussed
with the facilitator at a break or after the session.
Learning is fun, so remember we are here to enjoy ourselves while we gain
knowledge and skills.
This is an inclusive environment, that is, we are mindful to be sure we are including
all participants in the discussions and the examples used in the workshop.
Please turn OFF all cell phones and data devices. We ask that you use your breaks
and lunch time to return calls, follow up on messages or reply to e-mail.
Course Introduction
1.8 Grouping
Depending on class sizes, the class will be divided into groups of four to five people.
1.9 Exercise: Class Introductions

Introductions
Objective
Class introductions.
Step-by-Step Instructions
1. Please introduce yourself to the class by providing:
name
current occupation (please include a short description)
level of BA experience
objectives in taking this course
whether you are a morning or a night person

Enterprise and
Solution Analysis
Section 2

Enterprise and Solution Analysis
2.0 Enterprise and Solution Analysis
2.1 Introduction
Todays business analyst plays an essential role in enterprise and solution analysis. In the
process of identifying the best solution for a business or organization, the business analyst
is responsible for:
determining the most feasible business solution approach
defining the solution scope
developing the business case for a proposed solution
To proceed with solution analysis, you have now gathered, summarized, and approved
requirements and are prepared to lead stakeholders through the identification of feasible
solutions. In this module, we will explore the BA role in solution analysis, key concepts
related to solution analysis and the goals, benefits and activities associated with the work of
solution impact and feasibility assessment.
2.1.1 Objectives
Upon successful completion of this section, participants will be able to:
Define the work of solution analysis in the context of the BA role.
Identify BA competencies, activities and deliverables in solution analysis.
Define key concepts, including solution assessment, solution generation, solution
approach, and solution scope.
Recognize methods for determining solution approaches and solution scope.
Perform a solution impact and feasibility assessment.
2.2 Key Questions to Inform the Work of Solution Analysis
Some overarching questions to keep top of mind throughout the process of solution analysis
include:

Whatdegreeofchangeisneededinordertoachievethedefined
businessobjectivesandmeetthebusinessneeds?
Whataretherootcauses(notsymptoms)ofchallengestothecurrent
situationand/orprocessthatneedtobeaddressed?
Whatcouldadifferentsolutionorprocesslooklikeforthesystem?

Asareminder,thetermsysteminbusinessanalysisimplieshowpeople,
processesandtechnologyworktogetherasawhole(itisnotreferringtoan
informationtechnologyapplicationnecessarily).
2.3 BA Framework: Solution Analysis
In each course of Mount Royals Business Analysis Certificate Program, the following table
is used to help provide a clear picture of what one can expect to experience as a business
analyst with respect to the subject of focus in the course.
Solution Analysis
Key BA
activities
conducted
(what can you
expect to
do/lead as a
business
analyst in this
space?)
Assessing capability gaps
Prioritizing requirements gathered
Identifying potential solutions and improvements to the business
system
Implementing solutions
Reporting on system performance post-implementation
Common BA
Deliverables
Capability gap analysis
Acceptance and evaluation criteria
Solution options and evaluation criteria
Defined transition requirements
Implemented solutions
Reports to measure success of business system
How do you
know you have
been
successful?
Solutions identified address gathered requirements in terms of
their priority and impact
Solutions address the identified capability gaps
Solutions address the business needs, problems and/or
opportunity
Reports and metrics implemented correctly measures the key
indicators of system success
Communication
Proposed solutions, recommended solution approach and
allocated requirements to implementation phases circulated and
approved
Proposed reports and measurements systems circulated and
approved
Key
Stakeholders
Project manager
Sponsor
Team members
System participants
2.4 Where Does Solution Analysis Fit Within the Business
Analysis Certificate?
To understand the work of Solution Analysis within the context of the Business Analysis
Certificate, key activities are summarized below.

The first stages of Enterprise Analysis (identifying and articulating the business need,
problem or opportunity) are discussed in the Business Analysis: An Overview course.
In this course, we will look at the importance of re-visiting the business need and the
process of identifying, developing and reporting on solutions that meet identified
requirements
The Building a Business Case & Opportunity Evaluation and BA Review & Preparation
for the Final Assessment courses will examine the work of developing a business case
and conducting analysis to justify investments where required.
Business Analysis: An Overview
Business needs have been defined and clearly articulatedthe reason why
a change to organizational systems or capabilities is identified and defined.
Stakeholder analysis has been performed.
Gathering and Documenting Requirements, Process & Workflow Modelling
and Risk Analysis
NON-solution based requirements are gathered and documented through
elicitation techniques, risk assessment and as-is process mapping and
analysis.
Solution Analysis
You are now equipped with requirements and the needs of the organization
from the solution.
Your requirements have been summarized and approved.
You are in the position to lead your team(s) and stakeholders through the
identification of feasible solutions that will optimize the organizations
potential to satisfy the requirements.
2.5 Solution Analysis and BA Competencies
Below is a list of related underlying competencies in the work of solution analysis as defined
by the International Institute of Business Analysis
(IIBA
)
1
. As you can see, analytical
thinking and problem solving are fundamental to your success as a business analyst.
As defined by the Business Analysis Body of Knowledge

(BABOK
) (2009), business
analysts must be competent in a variety of analytical and problem solving areas including
creative thinking, decision making, learning, problem solving and systems thinking.
2.5.1 CreativeThinking
Creative thinking involves generating new ideas and concepts, as well as finding new
associations between or new applications of existing ideas and conceptsin addition to
identifying and proposing alternatives, the business analyst can be effective in promoting
creative thinking by asking questions and challenging assumptions.
2

Measures of creative thinking include:
3

successful generation and productive consideration of new ideas
applications of new ideas to resolve existing problems
willingness of stakeholders to accept new approaches
2.5.2 DecisionMaking
Decision making involves being effective in understanding the criteria involved in making a
decision, in making decisions, and in assisting others to make better decisions.
4

Decisions are required as it becomes necessary to choose amongst alternatives when
options are presented. Decision analysis involves reviewing information, determining what
information is relevant to the decision at hand, evaluating benefits and costs and
recommending the optimal solution.
Measures of decision making include:
5

confidence of the participants in the decision-analysis process that a decision is
correct
new information or alternatives that cause a decision to be revisited are genuinely
new and not simply overlooked
decisions are effective in addressing the underlying problem

1
BABOK
Guide, 2009, pp. 141-42.

2
Ibid.
3
Ibid.
4
Ibid.
5
Ibid.
the impact of uncertainty and new information when making decisions can be
effectively assessed
2.5.3 Learning
Learning involves gaining knowledge or skills with respect to the business area and how it
operates, and translating that knowledge into an understanding of how to benefit the
organization. Learning generally begins with gathering raw facts, progresses into an
understanding of their meaning to eventually applying knowledge and being able to analyze,
synthesize and evaluate.
Measures of learning include:
6

agreement by stakeholders that analysis models effectively and completely describe
the domain
identification of related problems or issues from multiple areas in the domain
rapid absorption of new information or new domains
2.5.4 ProblemSolving
Problem solving involves being able to define a problem so as to ensure that the nature of
the problem is clearly understood and that underlying assumptions are identified and tested.
The objectives that need to be met once the problem is resolved need to be understood and
alternatives should be measured against their ability to fulfill the objectives.
Measures of problem solving include:
7

confidence of the participants in the problem-solving process that a selected solution
is correct
new solution options can be evaluated effectively using the problem solving
framework
selected solutions meet the defined objectives and solve the underlying problem
The problem solving process avoids making decisions based on preconceived notions,
organizational politics, or other traps that may cause a sub-optimal solution to be selected.
2.5.5 SystemsThinking
Systems thinking involves being effective at understanding how the people, processes, and
technology within an organization interact through relationships and patterns to create a
system as a whole.
8
Therefore, systems thinking refers to, the ability to understand that the
components alone do not allow for an appreciation of the properties, behaviours and
characteristics that result from the interaction of system components with one another.

6
BABOK
Guide, 2009, pp. 142

7
Ibid.
8
Ibid. pp. 143.
Measures of the effective use of systems thinking include:
9

understanding of how a change to a component affects the system as a whole
identification of reinforcing and compensating feedback loops
understanding of how systems adapt to external pressures and changes
2.6 Enterprise & Solution Analysis

Enterprise Analysis
EnterpriseAnalysisisacoreKnowledgeAreadefinedwithintheBABOK.
Businessanalysisactivitiesthatassistorganizationsinthecapacityofenterprise
analysisinclude:
identifyingandarticulatingthebusinessneed,problemoropportunity
identifyinganddevelopingsolutionsthatmeetthebusinessneeds
justifyinginvestmentsrequiredtodelivertherecommendedsolutions

Enterprise Analysis, of course, does not present itself solely in the solution phase of a
project; rather it begins at the start of a business analysis initiative and continues
throughout. It is through analyzing the enterprise or context of the initiative that
requirements are often elicited.
2.6.1 WhereDoesSolutionAnalysisFitWithinEnterpriseAnalysis?

Solution Analysis
SolutionAnalysis,whichisadimensionofEnterpriseAnalysis,iscomprisedof
businessactivitiesthattakeplacefororganizationsto:
analyzethebusinesssituationinordertofullyunderstandbusiness
problemsandopportunities
assessthecapabilitiesoftheenterpriseinordertounderstandthe
changeneededtomeetthebusinessneedsandachievestrategicgoals
determinethemostfeasiblebusinesssolutionapproach
definethesolutionscopeanddevelopthebusinesscaseforaproposed
solution
defineanddocumentbusinessrequirements(includingthebusiness
needs,requiredcapabilities,solutionscope,andbusinesscase)
10

9
Ibid.
10
BABOK
Guide, 2009, pp. 143

2.7 Determining a Solution Approach
2.7.1 WhatisaSolution?

Solution
Inbusinessanalysis,asolutioncanbedefinedasasetofchangestothecurrent
stateofanorganizationthataremadeinordertoenablethatorganizationto
meetabusinessneed,solveaproblem,ortakeadvantageofanopportunity.
11
A solution is not one thing but rather a set of enhancements that can range from minor
process changes to the large scale implementation of new tools and applications. Most
solutions are comprised of many interacting components, each of which may be considered
smaller independent solutions.
2.7.1.1 Examples of Solutions
Some examples of solutions or solution components include:
new or revised business processes
new or revised business rules
information technology applications and systems
changes to organizational structures and decision making
outsourcing/in-sourcing
2.7.2 WhatisaSolutionApproach?

Solution Approach
Asolutionapproachessentiallydescribestheapproachthatwillbeundertaken
toobtainthecapabilitiesrequiredasdefinedinrequirementsgathering.
Solutionapproachlookstodefinehowthesolutionwillbedefined.
2.7.2.1 Types of Solution Approaches
Possible solution approaches include:
12

use additional capabilities of existing software/hardware that are already available
within an organization
purchase/lease hardware or software
design and develop customer software

11
BABOK
Guide, 2009, pp. 4.

12
Ibid. pp. 88.
add resources to the business or make organizational changes
change the business procedures/processes
partner with other organizations, or outsource work to suppliers

To determine the optimal solution approach, business analysis efforts need
to:
generate possible solution alternatives (options)
define assumptions and constraints
rank the identified solutions
Key activities and principles for defining a solution approach include:
generating solutions
defining assumptions and constraints
ranking and selecting solution approaches
defining solution scope
2.7.3 GeneratingSolutions
As a general rule, you should try to generate as many solutions as possible, and one option
that should always be evaluated involves doing nothing.

Alternative Generation
Alternativegenerationistheprocessofidentifyingasmanyoptionsaspossible
intermsofwaystomeetthebusinessobjectives,closeanycapabilitiesgaps,
andmeetthedefinedrequirements.
2.7.3.1 The Benefits of Generating As Many Solutions as Possible
The objective of generating solutions is to come up with as many options as possible, and
not limit the analysis to the most obvious or easiest solution alternatives. Once a sufficient
number of alternatives are generated, there is usually:
at least one approach that is acceptable to key stakeholders
a few approaches that are distinctly different from one another
no need to initiate any future efforts to identify more alternatives, which would not
likely generate any better results

2.8 Defining Assumptions and Constraints

Assumptions
Anassumptionbydefinitionisanythingthatisconsideredtobetruebuthasnot
infactbeenverified.
Making assumptions is an important and a necessary course of business; however,
discussing and documenting assumptions is essential.

Assumptions are too often overlooked or completely taken for granted as
part of business analysis. Assumptions are the very foundation of any
conclusions or recommendations made. Without some level of assumption,
most analysis activities would stop in their tracks. As business analysts, we
need to identify and document our assumptions to progress in our work and
move forward.
2.8.1 WhyisCapturingAssumptionssoImportant?
There are four main reasons why capturing assumptions is important to the work of business
analysis.
1. Stating and documenting assumptions enables others to understand why decisions
were made and what the logic was behind these decisions.
2. Analysis activities can get complex. Even as the business analyst you may lose track
as to what underlying assumptions went into the work conducted.
3. If something happens that challenges the logic behind assumptions, it is much easier
to go back and change assumptions if they were clearly articulated to begin with.
4. Assumptions are often a key area of risk in a project or initiative.

Constraints
Constraintsarelimitations,requirementsorotherfactorsthatcanimpacta
decisionorsolution.Constraintsareoftenwhatmakesolutionsreal.Thereare
veryfewprojectsorinitiativesthatdonothaveconstraintsthatshouldbe
consideredwhenidentifyingpotentialsolutionstoabusinessproblem.
2.8.1.1 Examples of Constraints
There is no end to the types of constraints that may be in play at any given time, however,
some examples include:
budget or money limitations
pre-defined technology applications that must be leveraged/used
the interdependence of the process in question with other processes or areas of the
business
when solutions must be implemented
contractual constraints
While assumptions and constraints must be discussed and documented, part of the role of
the business analyst will be to challenge stated assumptions to ensure that they are indeed
valid.
2.8.2 RankingandSelectingSolutionApproaches
Sometimes a solution or a set of solutions will appear as either obvious or superior to
others; most of the time, however, all solution approaches should nonetheless be assessed
and ranked relative to one another.
Two useful techniques for evaluating and ranking solutions are:
Feasibility Analysis
Impact Analysis
2.8.3 FeasibilityAnalysis

Feasibility Analysis
Afeasibilitystudyisapreliminaryanalysisoftheoptionstodeterminethe
anticipatedbusinessbenefitandaddedvalue.Feasibilityanalysiscanbe
relativelystraightforwardorextremelycomplexdependingontheparticular
solutionsetathand.Solutionsmaybeassessedintermsoftheiroperational,
financial,technical,timing,organizational,cultural,marketableandlegal
feasibility.
The Building a Business Case & Opportunity Evaluation course will focus on the primary
aspects of assessing financial feasibility for solutions.
2.8.4 ImpactAnalysis

Impact Analysis
Impactreferstotheabilityofthesolutionorsetofsolutionstoaddressthe
requirementsandbusinessneeds.Someimprovementswillbeassessedas
havingaminorimpacttowardsimprovingthesystemscapability,whileothers
willbeidentifiedashavingamajorimpact.

2.8.5 ImprovementMatrix
The following matrix can be used to help map solutions and improvements against one
another (ideally there is an extensive list of the many improvements that could be made to
the business system ranging from minor to major).
2.9 Revisiting the Business Case
The business case is a tool that is used to assess whether or not the required investment to
implement a solution or set of solutions is justified.
2.9.1 SolutionAnalysisandBuildingtheBusinessCase
The work of developing a business case is reviewed in other courses of the Business
Analysis Certificate. However, it is important to consider the major components of a
business case in the context of solution analysis, including:
anticipated benefits
estimated costs
assessed risks
measuring and tracking results

2.10 Defining Solution Scope
2.10.1 WhatisSolutionScope?

Solution Scope
Solutionscopereferstodefiningwhichnewcapabilitieswillbedeliveredfrom
thebusinessanalysisprojectorinitiative.Essentiallythisinvolvesdivingdeep
enoughintothedetailsofthesolutionstoenablestakeholderstoidentifywhich
newcapabilitiesareexpectedtobeinplace.
Solution scope consists of:
identifying which features or functions are going to be included in the solution
determining how the solution will interact with people and systems
defining what is in and out of the solution scope
2.10.2 ScopeModelling

Scope Modelling
Scopemodellingisatoolcommonlyusedtodescribethescopeofasolutionby
definingitsboundariesthroughcontextdiagrams,eventsthatthesolutionwill
respondtoandfeaturesdescribedintermsoffulfillingthestakeholdersneeds.
Implementation
Implementationisadescriptionofhowthesolutionwilldeliveritsdefined
scope.Thismayincludethedefinitionofimplementationphasesoverdefined
timeframesandessentiallyprovidesaroadmapforhowthesolutionwillbeput
intoplace.
2.11 Exercise: Impact and Feasibility Assessment

Impact and Feasibility Assessment
Objective:
Identify and assess solution components according to their impact and
feasibility to meet desired goals.
Scenario
Identify potential solution components for the Chinook Savings Wellness
Program. Complete details for the Chinook Savings Case Study are located in
Section 8.0 of this course manual.
1. In groups of four to five people, brainstorm potential solution
components (options) to be included in the wellness program for
Chinook Savings. Identify a minimum of 15 solution components
(options).
2. Using a scale of 1 to 5 (1 being low, 5 being high), rate each solution
component based on your assessment of:
a. Impact
b. Feasibility
3. Using the Improvement Matrix, recommend which components you
believe should be:
a. Done now
b. Done soon
c. Planned to be done
d. Forgotten

Learner Check
1. What is Enterprise Analysis?
2. What is a Solution?
3. What are three possible solution approaches?
4. Why is it important to identify all assumptions and constraints?
5. Solutions (improvements) identified are generally assessed according to their
impact and __________________.

Working with Gathered
Requirements
Section 3

Working with Gathered Requirements
3.0 Working with Gathered Requirements
3.1 Introduction
Once you reach the point of conducting solution analysis as part of a business analysis
initiative, extensive effort has already been directed towards gathering and documenting
requirements. At this stage, it is important to review all gathered requirements holistically in
order to determine if there are any remaining areas that need to be addressed and if the root
cause of the system problem has indeed been identified.
In this module we will review two major tools that are useful for ensuring that an identified
solution is addressing the needs and objectives of the business:
1. Capability Gap Assessment
2. Root Cause Analysis
3.1.1 Objectives
Perform a basic capability gap analysis.
Lead the process of identifying the root cause of business or systems issues.
Explore and potentially identify alternatives for prioritizing improvements.
Define acceptance and evaluation criteria.
3.2 Capability Gap Assessment

Capability Gap Assessment
Acapabilitygapassessmentessentiallyexaminesthegapbetweenthe
capabilitiesthatasystemorprocesscurrentlyhas,withthecapabilitiesthatare
requiredtoreachthedesiredgoalsandobjectives.
3.2.1 TheBenefitsofCapabilityGapAssessment
The biggest benefit of a capability gap assessment is that it forces you to compare identified
requirements with the capabilities of the existing structure, people, processes and
technology. Any areas NOT met by the current system are then identified as requirements
for the solution to address.

3.2.2 WhatareCapabilities?
Capabilities being referred to may include:
business process
products/services that the organization creates or delivers
organizational structures
employee competencies, skills and knowledge
facilities
working tools
tasks that an end user can perform
events that a system needs to respond to
locations
data and information
information technology applications and systems features
While the capability gap assessment can seem very simple in concept it can be very
powerful. Rather than taking the existing system and tweaking it, a gap assessment
requires identification of requirements, a mapping of the current system capabilities to those
requirements and then, and only then, looks at additional requirements for future solutions. It
is often surprising for teams to identify capabilities that are already present, just not
leveraged to their full extent.
3.2.3 TheStepsforCompletingaCapabilityGapAssessment
The steps to complete a capability gap assessment are as follows:
1. Clarify the business goals/needs/requirements.
2. Gather as much information as possible about the current performance of a system,
process, service or product.
3. Understand how the business goals/needs/requirements are currently being
supported by existing processes and systems.
4. Assess where current capabilities are insufficient to meet business needs.
5. If current capabilities are insufficient, lead the development of a description of the
desired future state in terms of requirements.
6. Identify and summarize required new capabilities.
7. Create a plan for improvement.

As with the majority of BA tools and techniques, the level of detail required
in the capability gap assessment will differ depending on the context and
project at hand. A final note of caution: just because a gap is small does
not mean it is not important!
3.3 Root Cause Analysis
3.3.1 UsingRequirementstoAddresstheRootCause
Sometimes, despite great intentions, it is not always easy to uncover the true cause of a
problem.
As a business analyst, it is your responsibility to ensure that you have probed deep enough
to ensure the identified requirements of a business system or process actually solve the
cause of a problem, and do not simply serve as a band-aid approach to address the
symptoms.
3.3.2 TheFiveWhysApproach
One method to uncover the true cause of a problem is using the Five Whys approach.

The Five Whys Approach
TheFiveWhysapproachgotitsnamefromthefactthatitusuallytakesasking
whyfivetimeswhenhearingtheresponsetoaquestionbeforegettingtothe
truecauseofaproblem.
While the use of cause and effect diagrams and root cause analysis will be specifically
addressed in the Solution Validation & Assessment course, the Five Whys technique can
be very helpful in the final stages of determining why a particular requirement is needed.
Often times the obvious gaps or problems in a system can distract us and we may end up
identifying effects, and not the cause of a problem to be solved.

3.4 Exercise: Using the Five Whys Technique for Root Cause
Analysis
We will debrief as a large group with the following questions:
1. Did you find that the information you received by the time you had asked the
question five times, more informative than what you received from the first question?
2. How do you see this tool helping you to uncover additional information or guidance
on one of your specific projects and/or analysis activities?
3. Did you find it frustrating to keep being asked Why?
Five Whys
Objective
Use the Five Whys technique for root cause analysis.
1. Form groups of two and identify yourselves as either Member 1 or
Member 2.
2. Member 1 ASKS the following question of Member 2: Why is the world
economy currently in a recession?
3. Member 2 responds to the question and Member 1 follows up with Why?
4. Continue to repeat this process until Member 1 has asked Why five
times.
5. Member 2 ASKS the following question of Member 1: Why are more
people carrying Blackberrys these days?
6. Member 1 responds to the question and Member 2 follows up with Why?
7. Repeat this process until Member 2 has asked Why five times.
3.5 Prioritizing Requirements
As much as many stakeholders and or team members may not like to hear it, not all
requirements are created equal and organizations usually do not have unlimited time or
money to implement any and all wants.

This is where your role as a business analyst is very importantyou are
there to help identify what is needed and which requirements need to be
met first, second, third, etc., as you are the one with the overall picture in
front of you.
3.5.1 KeyConsiderationsforPrioritizingRequirements
In terms of prioritizing requirements, some elements to consider include the:
order in which requirements must be investigated and/or implemented if
dependencies exist (i.e., you cannot paint a door if there is no door yet)
potential business value (reduced cost, improved revenue, etc.)
likelihood of success
risk associated with not implementing (e.g., compliance, regulatory requirements)
difficulty/complexity/stability of the requirement

When prioritizing requirements the important takeaway is that it is the
relative importance between requirements that you are demonstrating.
Therefore, despite potential pushback from reviewers or team members,
there will be requirements that are on the bottom of the list. It is important to
clarify that this does not mean that less important requirements are not
needed; it just means that others are needed first.
3.5.2 TechniquesforPrioritizingRequirements
Two useful techniques that can help business analysts lead teams through requirements
prioritization are:
MoSCoW Analysis
the Timeboxing/Budgeting method

3.5.3 MoSCoWAnalysis
MoSCoW Analysis focuses on dividing requirements into four groups:
1. Must: Describes a requirement that must be satisfied in the final solution for it to be
considered a success.
2. Should: High priority item that should be included in the final solution if it is possible.
Often an important requirement that could be satisfied in another way if necessary.
3. Could: Requirement that is desirable but not necessary, to be included if time and
resources permit.
4. Wont: Requirement that stakeholders have agreed will not be implemented in a
given release, but may be considered for the future.
13

MoSCoW Analysis can be particularly useful in forcing you (and potentially your team) to
draw a line in the sand with respect to whether a requirement is a want or a need.
3.5.4 Timeboxing/Budgeting
Timeboxing/budgeting works to prioritize requirements based on allocating a fixed resource
to them. Usually this fixed resource is either time or money.
There are three approaches that can be utilized:
All in: Assign estimated time or cost (as a best guess) and remove requirements
one by one in order to meet the timelines or budgets assigned.
All out: Add requirements in one by one in order of priority, stopping when the time
or budget limit is met.
Selective: Identify and add high priority requirements and then add and remove
other requirements one by one until the budget or timeline is met.
14

3.6 Defining Acceptance and Evaluation Criteria
You are ready to take the next step of solution analysis, once you are confident that you
have:
all the requirements that are needed to satisfy the business needs
reviewed the current system capabilities to confirm that the capability does not
already exist
identified the real requirement versus a symptom of a deeper problem
prioritized requirements

13
BABOK
Guide, 2009, pp. 105.

14
Ibid.
The next step is to identify which requirements can be used as acceptance or evaluation
criteria.

Acceptance Criteria
Acceptancecriteriarefersto,theminimumsetofrequirementsthatmustbe
met,forthesolutiontobeconsideredworthimplementing.Acceptance
requirementsaregenerallyusedtoassessoneparticularsolutionintermsofa
pass/failapproach.
Evaluation Criteria
Evaluationcriteriarefersto,thesetofrequirementsthatwillbeusedtoselect
fromsolutionoptions.Evaluationcriteriaencouragethescoringofmultiple
optionstoassistinmakingdecisionswithrespecttowhichoptiontopursue.
Acceptance and evaluation criteria are needed to express the requirements in a testable
form. In other words, the team can test the proposed solution against the criteria.

Scoring
Scoringinvolvesidentifyingascalethateachsolutioncanbeevaluatedagainst
withrespecttoitsabilitytomeetaparticularrequirement.Stakeholdersmust
bealignedwithrespecttothedefinitionoftherequirementaswellasthe
scoringsystemthatwillbeputintoplace.

3.7 Exercise: Prioritizing Requirements

Prioritizing Requirements
Objective
Practice prioritizing improvements.
Scenario
Assume that you are going to pack for a tropical one week vacation.
1. Individually:
a. Prepare a list of 25 items that you need to bring.
b. Review which ones you currently have at home.
c. Identify which ones you need to acquire (do not presently have)
d. Identify which ones are:
i. Musts
ii. Should
iii. Could
iv. Wont
2. Assume you have $100 to spend.
a. Determine which ones will be purchased.
3. Assume you have your bags packed and there is too much stuff.
a. One by one identify which ones would come out of the bag.
4. Form groups of four to five people. Discuss your responses.

Learner Check
1. What are the five steps to creating a capability assessment?
2. Why is it important that the root cause of business problems is understood?
3. What are the four categories in a MoSCoW Analysis?
4. What is meant by the acceptance and evaluation criteria?

Section 4

4.0 Identifying Improvements
4.1 Introduction
Leading or supporting initiatives towards system or process improvement is another
important aspect of the BA role. In this section, we will examine:
ways to identify common types of system improvements
key considerations to be made when leading improvement efforts
three general categories of improvement, including:
o fixing a broken system or process
o making improvements to mitigate risk
o improving performance through enhancements or change
4.1.1 Objectives
Identify appropriate methods for system, process and performance improvement.
Generate ideas or options to improve performance using The Five Max Method.
Recognize the benefits of minimizing risk by error-proofing and preventing mistakes
in a system or process.
Use techniques, such as benchmarking and backwards imaging, to improve
performance.
Recognize the importance of becoming a systems thinker.
4.2 Fixing a Broken System or Process
Below are some signs that improvements may be required to address a current process or
system performance:
there are multiple versions of the same process (there is no standardization)
there are redundant steps in the business process (rework or non-value added)
activities and roles within a process are split amongst multiple individuals
the time it takes for the process or system to complete tasks is too long
recipients of process outputs are not happy
mistakes being made (system accuracy, precision etc.)
These are only a handful of the signs that a process or system needs to be improved. With
your requirements in hand, the above signs provide helpful information with respect to
identifying options and how those requirements can be met.

4.2.1 OptionstoImprovePerformance
Some examples of options to improve system or process performance include:
running activities in parallel or combining them
changing the scope of individual or departmental responsibilities or activities
automation to make things move faster
eliminating non value added activities
4.2.2 TheFiveMaxMethod
One technique that can be useful in generating ideas for improvement is the Five Max
Method. Returning to your as-is process maps, the Five Max method focuses on
describing a process in a maximum of five major steps and then have teams brainstorm new
(or improved) ways to accomplish that activity. This is a focused brainstorming tool that
really encourages participants to discuss each processs major activity one at a time.

4.3 Exercise: Practice Using the Five Max Method

Five Max Method
Objective
Practice using the Five Max Method.
Scenario:
Assume that you are grocery shopping. Goals are saving money, decreasing time
spent shopping, and improving your selection of choices at home.
1. In groups of four to five people:
a. Identify five high level steps in the grocery shopping process. Five
MAXIMUM.
b. Brainstorm in your groups a minimum of five ways each step could be
improved.
c. Prepare to review the results with the larger class.
4.4 Improving Systems & Processes
Risk management is more and more important in todays organizations and most projects or
initiatives will have requirements that stem from the need to reduce the level of risk inherent
in any business system. Businesses want to ensure that if the market changes, the business
contracts or grows, or assumptions change, that the system will be able to handle it by
presenting the agility required.
4.4.1 PokaYoke
Another side of risk is the common requirement to want to prevent mistakes before they
occur. One principle is that of Poka Yoke, stemming from Lean Management principles.

Poka Yoke
PokaYokeessentiallyinvolveserrorproofingaprocessorsystemtoprevent
thepotentialforerrors.PokaYokethinkingcanassistteamsindeveloping
solutionstomeetrequirementsforreducingtheriskofprocessfailure.
4.4.1.1 Examples of Poka Yoke
Examples of Poka Yoke include:
pre-defined drop down menus in applications (versus allowing free typing)
a three prong plug on your wall in your home that prevents accidentally plugging in
something in an incorrect way
the way your car automatically turns off its headlights when they are left on

These are all examples of ways to prevent problems BEFORE they occur.
All too often in organizations we dedicate too much time to putting the fires
out in our systems as they occur, and not enough time preventing them.

4.4.2 TechniquesforImprovingProcessPerformance
Generally speaking, most teams skip the opportunity to fix problems or error-proof a process
or system. Instead, most will simply jump right into improving performance by obtaining new
and improved process features and capabilities.
For this reason, developing new and improved capabilities is likely to be the place where
ideas are generated first. Unfortunately, enhancements and features are often identified
prior to understanding whether or not they are truly needed to solve the business problems
at hand.
There is of course a very important role that improvements to system features and
capabilities play; business analysts, however, need to ensure that the pursuit of additional
capabilities is based upon identified and prioritized requirements that are not already
present in the current system.
4.4.3 Benchmarking

Benchmarking
Benchmarkingistheprocessofcomparingonesbusinessprocessesand
performancemetricstoindustrybestsand/orbestpracticesfromother
industries.
As a BA you and your team can learn a great deal by talking with other members of industry
and by researching other industries and companies to:
find out what is currently considered the best of the best
identify ways in which the process or system at your organization can be improved
upon
One of the challenges with benchmarking is that people often approach it with the this wont
work here or we are different patterns of thought. Try instead to open your mind and look
for things that are similar.
Even though business models will never be exactly the same, companies and industries
often face similar challenges and can leverage similar types of practices and opportunities.

4.4.4 BackwardsImaging

Backwards Imaging
Inbackwardsimaging,thefacilitator(oftentheBA)asksteammembersto
individuallydevelopapictureofthedesiredfuturestateintermsofwhat
successlooksandfeelslike.
An example of backwards imaging is to ask your team to imagine that they have finished
implementing improvements and solutions and now describe what is working well. If the
team is struggling to put themselves into the future without more structured guidance, ask
them to list what the future state would have more of and less of. Once everyone has
completed their individual exercise, the group can come together and discuss the various
similarities and differences.
Backwards imaging can help bring process improvement conversations to a more detailed,
business needs discussion versus general, feature based statements. This approach can
also assist in enabling teams to speak in positive terms versus focusing too long on what is
not working.

4.5 Exercise: Backwards Imaging
Backwards Imaging
Objective
Apply the Backwards Imaging technique to identify improvements. Note: While
this technique is typically used in a group or team situation, for the purpose of
this assignment, you will do the initial brainstorming on your own.
Scenario
Refer back to the Chinook Savings Wellness Program case study.
Instructions
1. Perform backwards imaging for the Chinook Savings Wellness program.
Picture the ideal or desired future state of success for the program.
Identify 20 characteristics of this future state.

Be sure to describe each characteristic in behavioral termswhat the
wellness program will mean for its participants or key stakeholders. For
example, flexible is not a behavioural characteristic. However, stating that
participants can personally select their own programs and level of
participation is a behavioral description.
2. Consider the following:
a. What did you observe or experience in the process of completing
this exercise? How did the process or your experience of the
change from start to finish?
b. Can you identify three benefits of using this technique with a team
of people? For example, imagine using this technique to:
i. Create a new system, process, product or service.
ii. Review, assess, test or evaluate a new or existing system,
process, product or service.
iii. Improve or redesign an existing system, process, product or
service.
c. What sorts of questions does this process force you to ask? Identify
three questions that you had or used to identify the ideal future
state for Chinook Savings Wellness Program.
d. How does this exercise help to illustrate the relationship between
process improvement and being a systems thinker in the context
of the BA role?
3. Be prepared to share your results and group discussion with the class.
4.6 Systems Thinking: Considerations for Leading Improvements
4.6.1 BecomeaSystemsThinker
Business analysts need to become systems thinkers. This involves being able to think
beyond a specific requirement or solution and instead appreciate their role in a larger
contextthe system of process, people and technology all working towards similar
objectives.
When individuals are not systems thinkers they tend to focus on their position versus their
role as part of a system. BAs can help teammates and stakeholders to see the big picture
so to speak. Being a systems thinker involves both reflection and inquiry.
4.6.2 TheBARole:LeadingImprovementsthroughReflectionandInquiry
Reflection implies slowing down enough to ensure that you fully understand the issues at
hand prior to solving them. It involves identifying patterns or areas of improvement that may
not be necessarily obvious.
In addition, systems thinking, also involves being inquisitive or asking questions. This
approach can be demonstrated through techniques such as the Five Whys or even through
simply paraphrasing to ensure understanding of what is said and heard.
The BA must assess what type of improvement approach may be warranted. This may
include starting with a blank piece of paper and re-designing the system in its entirety. More
often than not, it involves appreciating that, even small improvements, when targeted to the
right areas in a system or process, can present huge opportunities and benefits.


Learner Check
1. What are the three general categories of improvement?
2. What is meant by the Poka Yoke technique?
3. What does it mean to be a systems thinker?

Solution Implementation
Section 5

5.0 Solution Implementation
5.1 Introduction
Once you have completed the work of identifying and prioritizing solutions to address a
business need or problem, and then defined key components for each solution, it is time
implement the solution. In this module we will look at techniques and key considerations
when implementing solutions, including:
allocating requirements
estimating the costs and value of solution components
assessing organizational readiness
defining transition requirements
5.1.1 Objectives
Define the process of allocating requirements.
Identify examples of solution components.
Reference key considerations when estimating the costs and value of solution
components, and identify useful estimation techniques.
Identify considerations for assessing organizational readiness.
Identify activities associated with defining transition requirements.
Apply Force Field Analysis to the implementation of a solution.

5.2 Allocating Requirements
Once solutions have been identified, and the components of those solutions have been
articulated, it is then time to allocate gathered requirements to those solution components.
Allocatingrequirementsisperformedtoensurethatthemaximumnumberofrequirementsare
realized,aswellastoensurethatthesolutionselectedhasnotdisregardedanykeyrequirements
identified.
5.2.1 SolutionComponents
Solution components refer to the fact that the majority of business solutions will be
comprised of multiple parts, and each part has a set of requirements that can be attributed
to it.
5.2.2 ExamplesofSolutionComponents
Examples of solutions components include:
15

Business policies and business rules;
Business processes to be performed and managed;
People who operate and maintain the solution, including their job functions and
responsibilities;
Software applications and application components used in the solution;
Structure of the organization, including interaction between the organization, its
customers and its suppliers.
5.2.3 EstimatingtheCostsandValueofSolutionComponents
For each solution component, the costs and expected value are estimated in order to ensure
that the allocation of requirements delivers the optimal level of value to the organization, and
makes the most sense.
5.2.3.1 Key Considerations in Evaluating Solution Costs & Benefits
Considerations in evaluating the cost and benefit of solutions components may include:
16

available resources
constraints (e.g., regulatory requirements, priority)
dependencies between requirements
5.2.4 WhenRequirementsAllocationBegins
Requirements allocation begins once a solution approach has been identified and then
continues until all valid requirements are allocated (generally, through implementation of all
solution components). Typically, solution implementation is planned according to several
releases or phases of work.
Requirements are often mapped according to which phase of implementation will address
them; therefore, the resulting output has all valid requirements allocated to the solution
component that will implement them.
5.3 Estimation
While estimation for an entire business analysis project was discussed in the Business
Analysis: An Overview course, the following is a review of some common estimation
techniques that are often utilized in predicting the time and costs associated with solution
assessment and implementation:

15
BABOK
Guide, 2009, pp.125.

16
Ibid. pp.126.
Analogous using a similar project, ROM or rough order of magnitude
Parametric use of parameters multiplied by number of hours
Bottom up based on deliverables, tasks, activities
Rolling wave refinement of estimates as progress is made
Three-point estimation optimistic, pessimistic, most likely
Historic similar to analogous but detailed tasks as well
Expert judgment those that have performed the work in the past
Delphi combination of expert judgment and history

5.4 Assessing Organizational Readiness

Organizational Readiness
Organizationalreadinessreferstoassessingwhethertheorganizationisready
tomakeuseofthenewsolutionbydescribingtheeffectthesolutionwillhave
andifthebusinessisequippedtohandletheorganizationalchangesthatoften
havetotakeplacewiththeimplementationofsolutions.
5.4.1 TheBARoleinAssessingOrganizationalReadiness
The role of the business analyst in assessing organizational readiness involves identifying
the impact that the solution will have and what changes will likely occur with its
implementation. This process involves performing
a cultural assessment,
an operational or technical assessment,
a stakeholder impact analysis,
a force field analysis (potentially).
5.4.2 CulturalAssessment

Cultural Assessment
Aculturalassessmentreferstoexaminingwhether(andwhich)stakeholder
groupsareinvestedinmakingtheproposedchangesandsolution
implementationsuccessful;businessanalystsshouldbelookingforthebeliefs,
attitudesandgeneralfeelingstowardstheeffort.

Important components of cultural assessment include determining whether stakeholders:
understand the reasons behind implementing a new solution
view the solution as beneficial or a positive change
5.4.3 OperationalorTechnicalAssessments
Operational or technical assessments refers to evaluating whether the organization is
equipped and ready to take advantage of the capabilities that will be provided. This process
helps to identify areas where training will be needed, what policies and procedures will be
required and whether the required information technology systems are in place.
5.5 Stakeholder Impact Analysis
Stakeholder analysis has hopefully been conducted throughout the business analysis
initiative, however it is especially critical at this stage of an initiative to understand how the
proposed solution and changes will impact each of the stakeholder groups that have been
identified.
5.5.1 KeyConsiderationsWhenAssessingStakeholderImpact
Some things to consider when assessing stakeholder impact include:
17

functions used by the stakeholder
location of stakeholders and their method of communication
tasks commonly performed by the stakeholder group
skill level required of the stakeholder group
stakeholder concerns (usability requirements, preferences, workload, demands, job
security, work satisfaction, etc.)

17
BABOK
Guide, 2009, pp. 129.

5.6 Force Field Analysis
A force field analysis is a very useful tool for visually depicting the support and opposition to
a change.
5.6.1 StepstoPerformaForceFieldAnalysis
To perform a force field analysis you can:
1. Identify forces supporting a change/solution
2. Identify forces opposing a change/solution
3. Assign a score in terms of the strength of the force (e.g., on a scale of 1 to 10)
4. Develop strategies to support the desired outcome

Figure 1 Force Field Diagram
18

18
BABOK
Guide, 2009, pp. 130.

Strength
of Force
Strength
of Force
Forces Supporting
Change
Forces Opposing
Change
5
2
3
1
Supporting Force 1
Supporting Force 2
Opposing Force 1
Opposing Force 2
Total: 7 Total: 4
Proposed
Change to
Business
System
5.7 Defining Transition Requirements

Transition Requirements
Transitionrequirementscanbedefinedasthoserequirementsthatare
temporaryinnatureandassistinthetransitionfromtheexistingtonewstate.
As was reviewed in the gathering and documenting course, true transition requirements
cannot be elicited until the solution and its components have been defined.
5.7.1 WhatsInvolvedinDefiningTransitionRequirements?
During the transition period (commonly defined as when both the new and the old system
are operational), some common transition requirements include:
training stakeholders
transferring information and data from the old system to the new
The process of defining transition requirements often involves:
determining whether two systems or processes will need to exist in parallel during a
defined changeover period
defining how information and/or data will be transferred from the old system to the
new including rules for how this interpretation will take place
identifying training requirements for end users and other stakeholders
defining communication requirements explaining the changes that are going to take
place
Transition requirements are unique from other requirements in that they are temporary in
nature. Once the solution or improvements are in place the transition requirements would be
removed or would change into maintenance requirements.
5.8 Exercise: Force Field Analysis

Force Field Analysis
Objective
Practice constructing a Force Field Analysis.
Scenario
Refer to the Chinook Savings Wellness Program Case Study.
1. In groups of four to five people prepare a force field analysis for the
implementation of a Wellness Program at Chinook Savings
a. Identify the forces supporting the change.
b. Identify the forces opposing the change.
c. Assign a score to each force (1 to 5).
d. Identify one strategy for each of the forces against the change.
NOTE: make assumptions where required.
2. Prepare to present the analysis to the larger class.

Learner Check
1. What are three examples of solution components?
2. What is meant by rolling wave estimates?
3. What are some considerations when assessing the impact of a solution in terms of
organizational readiness?
4. What are three examples of transition requirements?

Measuring Success & Post-
Implementation Reporting
Section 6

Measuring Success & Post Implementation Reporting
6.0 Measuring Success & Post-Implementation
Reporting
6.1 Introduction
Once a solution is implemented, the business analyst will help ensure that the solution
delivers desired results to achieve the organizations goals. To begin, you need to develop
performance metrics or Key Performance Indicators (KPIs) to determine the success or
failure of BA activities and then report the results of your findings.
In this module, we will examine The Balanced Scorecard tool as a management framework
for capturing strategic goals and identifying financial and non-financial measures to evaluate
business performance. We will also look at performance dashboards as a reporting tool, and
the goals and outputs of data mining and business intelligence.
6.1.1 Objectives
Describe the role of key performance indicators in measuring success.
Identify Key Performance Indicators to measure the success of an implemented
solution.
Use Kaplan and Nortons Balanced Scorecard technique for evaluating and reporting
business performance.
Use reporting principles and dashboard design as tools for presenting performance
measures and results.
Define the goals and activities associated with data mining and business intelligence.
6.2 Key Performance Indicators
It is through business analysis practices that decision-support information is gathered,
analyzed and prepared. Once a solution is implemented, a business analysts role is to
ensure that business problems are indeed resolved (and stay resolved), as well as ensure
that processes and solutions are performing optimally to allow the organization to meet its
objectives.
6.2.1 DevelopingMetrics
System activities need to be aligned with the larger corporate strategy. Typically this is
accomplished through the measurement of the performance of key business processes and
systems. These measures of success often become referred to as Key Performance
Indicators or KPIs.

Key Performance Indicators (KPIs)
KPIshelpidentifythegapsbetweenwhereanorganizationorfunctionalareais,
andwhereitneedstobe.Theyalsoassistindirectingwherefutureresources
andprojectsshouldbefocused.
6.2.2 Whatisagoodmetric?
That said, not all metrics are created equal. A good metric or KPI is:
clear
relevant
agreed upon
quantifiable
No matter who is interpreting a metric, the metric should make it easy to define what exactly
is being measured and how. If you have a metric that can be calculated in multiple different
ways but called the same, then the business process that needs to be measured has not
been properly understood.
6.2.3 Relevancy
Relevancy implies that the KPI does indeed measure what needs to be captured in order to
drive towards the desired behaviors and results.
A KPI must be agreed upon by all management levels of the organization and must remain
consistent across functional silos. For example, Revenue is always Revenue (and is
calculated the same way) no matter how cost controlling, sales and distribution, or financial
accounting uses the term or metric.
For a KPI to be quantifiable, it does not simply have to be numerical. Its performance must
also be repeatedly and routinely captured in a systemic fashion.

6.3 Working with KPIs
6.3.1 DefiningtheBaseline,TargetandTimeframe
Often the first step when working with a new KPI is to baseline the starting performance
point of the business process or system. When defining and working with KPIs as a
business analyst you need to ensure that you include:
the baseline
the target
the timeframe
The objective is to ensure that there is little left for interpretation with respect to whether or
not the target was successfully achieved. For example, rather than saying we want to
increase revenue next quarter, a better definition is we need to increase revenue by 5 per
cent to $5.0M by April 30.
6.3.2 CommonExamplesofKPIs
KPIs can look and feel very different depending on their respective area of focus. Some
examples of common key performance indicators include:
inventory levels
cost of goods sold
turnover rate
revenue
contribution margin or profit
customer satisfaction
sales volume

6.3.3 UsingOperationalorTransactionalData
To measure their performance, KPIs must be supported by transactional, detailed data.
Operational or transactional data is typically captured, then analyzed before becoming a
KPI.

The reality is KPIs will never be developed in a perfect environment. You will always wish
you had access to more or higher quality data. Rest assured however that it is amazing
what can be accomplished with the data you already have at your fingertips.
6.3.4 StrategiesforDefiningKPIs
If you do run into difficulty when defining KPIs, start with the following:
Expand your thinking with respect to how the metric is built. Examine the potential for
multiple metrics thus when reviewed together, present a similar result to the ideal
metric you had hoped for.
Some metrics will not be able to be captured directly. Creative thinking can help you
think of new, less typical, ways of measuring the same thing.
Start capturing new data.
KPI
Analytics
OperationalData
6.4 Exercise: Identifying Key Performance Indicators (KPIs)

Key Performance Indicators
Objective
Determine Key Performance Indicators
Scenario
Read the Scenario on the next page.
1. Form groups of four or five people
2. As a group, brainstorm potential Key Performance Indicators (KPIs) that
would help measure success for Company ABC.
3. Select five KPIs that you would recommend that Company ABC start to
measure. Define each KPI in terms of a baseline, target and timeframe.
Remember to stop and ask yourselves: Will this set of metrics help us to
ensure that we are meeting our business objectives?

4. Select a representative to present your five KPIs to the class.
5. As a large group we will discuss the challenges you would face if you
were developing metrics to be measured in your organization.
Scenario
Company ABC currently offers a credit card product to its customers. With the recent
recession they are presently faced with a number of challenges to keep this area of their
business profitable.
Company ABC has always marketed itself to financially sound individuals and has
traditionally been able to attract quality clientele. This has primarily been achieved through
offering a reduced interest rate, as the risk to Company ABC of granting credit is traditionally
lower than that of the competition due to their strong client base. As a result, they have
rarely had to market their product, as their target customer group has usually approached
them. Right now however, monthly payments are becoming increasingly smaller and
delinquencies (late payments) are more common.
Revenue earned from interest charged has actually increased for Company ABC in the past
few months but management is aware that shortly this will likely be off-set by an increase in
the number of credit card balances that will be written off.
The customers current payment behaviour is compounded by a sudden increase in the
number of new credit applications that are being refused. In the past, Company ABC was
able to approve approximately 80 per cent of all applications; in past months this had
reduced to almost 70 per cent.
With late payments, additional letters and statements must be sent to cardholders. This has
increased Company ABCs process costs. In addition, the customer service department is
overwhelmed with handling calls from customers and the credit department is equally busy
trying to contact customers to discuss their payment history and outstanding balances.
Therefore, Company ABC needs some help in developing metrics to help them keep a close
eye on the key aspects of success for their business. They want to ensure that they are able
to have visibility into these key indicators so that they can quickly make the strategic
decisions required to be successful in the short and long term.

6.5 The Balanced Scorecard
Frequently KPIs are grouped together to produce scorecards. These scorecards often take
into account not only the financial goals of the organization, but the non-financial decision
criteria required to properly invest in the future success of the enterprise.

The Balanced Scorecard
TheBalancedScorecard(createdbyRobertKaplanandDavidNortonin1996)is
amanagementtoolthatprovidesausefulframeworkfordefiningstrategic
goals.Inabalancedscorecard,strategicgoalsareapproachedfromfour
differentperspectives:financial,customerrelationship,internalbusiness
process,andlearningandgrowth.Eachofthesebusinessperspectives
contributetotherealizationofthecorporatevisionandstrategy.
Kaplan and Norton described that During the industrial age, from 1850 to about 1975,
companies succeeded by how well they could capture the benefits from economies of scale
and scope. Technology mattered, but ultimately success accrued to companies that could
embed the new technology into physical assets that offered more efficient mass production
of standard products.
[] The emergence of the information era, however, in the last decades of the twentieth
century, made obsolete many of the fundamental assumptions of industrial age competition.
No longer could companies gain a sustainable competitive advantage by merely deploying
new technology into physical assets rapidly, and by excellent management of financial
assets and liabilities.
19

6.5.1 AnalyzingDataacrossBusinessUnits
A decisive factor in the survival of any organization today is the proper analysis of data
across business units (also known as functional silos). The complexity of this task is that we
are required to provide a cross-functional view of the business, and at the same time
support the day to day operation of each individual business unit while remaining aligned to
the corporate vision and strategy defined by the executive team.
6.5.2 IncorporatingNonFinancialMeasuresinyourEvaluation
One reason to incorporate non-financial measures in the evaluation of the performance of a
business is that financial metrics are an after-the-fact measurement of business
performance. Intangible assets such as business process improvement, the development of
employee skills and competencies, employee retention rates, etc., also play a key role in the
execution of the corporate vision and will not necessarily be reflected in financial results
alone.

19
Kaplan & Norton. 1996.
From this perspective, relying only on financial metrics to evaluate the performance of a
company gives only a partial view to the investor, the stakeholders, and most importantly to
the executive and management teams in charge of the business unit.
6.5.3 TheFourDimensionsoftheBalancedScorecard
Kaplan and Norton recognized the importance of non-financial measures and, based on
their experience, identified four major common perspectives that need to be measured in a
balanced scorecard:
1. The Financial Dimension
2. The Customer Dimension
3. The Internal Business Process Dimension
4. The Learning and Growth Dimension.
Figure 2 depicts the Balanced Scorecard approach.

Figure 2 The Balanced Scorecard
20

20
Ibid.
6.5.4 TheFinancialDimension
Kaplan and Norton retained, as a key component of the Balanced Scorecard, the financial
dimension because financial performance metrics do indeed indicate the direct contribution
to the bottom-line of any corporation.

Financial Metrics
Financialmetricsinthebalancedscorecardapproach;however,areassumedto
bedifferentforeachofthethreestagesofthelifecycleofabusinesswhichare:
TheGrowthStage
TheSustainStage
TheHarvestStage

Itshouldbenotedthatcompaniescanexistinallthree(different
divisions/products)ormovebackandforthdependingonmarketevolution.
6.5.4.1 The Growth Stage
When an organization is in a stage of growth, it is in its early stages of its life cycle. These
organizations are characterized by heavy investments in the development (or enhancement)
of new products or services. Businesses in the growth stage usually operate with negative
cash flows and with low returns on capital invested. They are focused on the development of
infrastructure and customer relationships, as well as the implementation of systems and
production facilities.
Some financial metrics outlined by Kaplan and Norton for growth-stage businesses are:
percentage growth rate in revenue
sales growth rate in target market
sales growth rate in customer groups
sales growth rate by region
6.5.4.2 The Sustain Stage
Businesses in the sustain stage are usually expected to earn good returns on invested
capital. These organizations are focused (or expected to focus) on maintaining their existing
market share and on growing it at a sustainable rate year after year. The attention is placed
in relieving bottlenecks, expanding capacity and in the immediate improvement of business
processes through investment projects. These businesses still attract investment and
reinvestment. The financial metrics associated with this stage are:
Return on Investment (ROI)
Return on Capital Employed (ROCE)
Economic Value Added measures
6.5.4.3 The Harvest Stage
When a business reaches a stage of maturity its focus shifts from significant investment to
the harvest of all the investments made in the previous two stages of its lifecycle. The
financial objectives for these mature organizations are focused on operating cash flow and a
significant reduction in working capital requirements. This is why the financial metrics for
harvest-stage organizations are heavily emphasized by traditional financial measurements
such as:
Return on Capital Employed (ROCE)
Operating Income
Gross Margin
6.5.5 TheCustomerDimension
A business most important asset is its customers. The BSC aligns the financial metrics
discussed in the financial perspective with the companys customer management strategy.
6.5.5.1 The Customer Perspective
The relationship with the customer can be measured by:
customer satisfaction, retention and loyalty levels
number of new customers acquired
customer profitability analysis
The customer perspective in a BSC is not limited to financial metrics only. It also takes into
account that if a company fails to understand the needs and desires of its customers by
providing products and services that add value to them, it will eventually lose market share
to its competitors and, ultimately, may not be able to survive at all.
6.5.5.2 Customer Metrics
Some proposed metrics for the customer perspective are:
Percentage of Market Share
Customer Retention Level
Customer Satisfaction Rate
Customer Profitability
Customer Acquisition Rate (Market Penetration Rate)

It is important to remember that a customer can be an individual or an
entity. The customer perspective used in the BSC considers both external
and internal entities to be customers that must be serviced with the same
level of care.
One of the most important payoffs of customer relationship analysis is that once we
understand the portfolio of the customer, we can increase sales through segmenting our
customer base and cross-selling. But we can only do that if we systematically discover our
customer facing process.
21

Because a customer can be an individual, a purchasing authority, a company or even a
prospect, the data gathered for customer management usually takes multiple formats and is
prone to duplication.
The value chain analytics fall within the category of the customer perspective, as well, as
defined by the balanced scorecard. For this reason, we need to assess what are the Sales,
Marketing, Distribution and Quality metrics that will help us excel in our relationship with our
customers.
6.5.6 TheInternalBusinessProcessDimension
So far, we have seen that both the financial and customer perspectives align. Now, in order
to be able to attain the financial objectives and satisfy its customers needs, a business must
identify the core internal business processes in which the organization must excel at to be
able to deliver the value proposition that will support the customer management perspective,
while at the same time being able to satisfy shareholder expectations relative to target
financial returns.

The internal business perspective goes beyond the optimization of current
business processes where immediate improvements may be achieved. It
also focuses on the development of new business processes that are
deemed strategic to meet customer expectations and financial goals. This
perspective includes financial performance, quality and time-based metrics.
6.5.6.1 Internal Process Metrics
This topic is extremely complex and could be segmented in multiple different areas of
interest depending on the market that any given business has chosen to compete in. For
instance, if we were referring to a manufacturing business then internal process metrics may
be:
percentage of sales from new products
percentage of sales from proprietary products
time to develop new products

21
Kimball, 2006.
processing time
throughput time
manufacturing efficiency rate

6.5.6.2 Quality Metrics
Quality metrics often play a key role regardless of the type of business or industry. Some
quality metrics include:
defect rates
waste rates
rework rates
cost of non-productive work
returns
waiting times
6.5.7 TheLearningandGrowthDimension
Without the ability to learn from mistakes and proactively correct a course of action, any
business (or individual) is doomed to fail. This is why the BSC includes the learning and
growth perspective.
According to Kaplan and Norton, organizational learning comes from three principal
sources: people, systems, and organizational procedures.
22
In this case, the learning and
growth perspective includes employee-based and IT metrics such as:
employee satisfaction rate
employee retention rate
employee skills development rate
information systems availability rate
service level agreement compliance rate
rate of effectiveness of decision support systems
The human resources perspective belongs to the Learning and Growth perspective of the
balanced scorecard.
6.5.8 FinalThoughtsabouttheBalancedScorecard
The traditional approach of articulating and executing the corporate strategy from the top
down led to a reactive style of management from the business. Through this approach,

22
Kaplan & Norton, 1996.
nobody questioned whether or not the strategy defined by the executive team was feasible
or even correct.
The Balanced Scorecard approach breaks the traditional top-down paradigm by fostering a
continuous life cycle of analysis and decision-making. This spiral life cycle allows all levels of
management to understand whether or not they need to correct the course and question
whether or not the strategy defined is the right one. This is invaluable for every business.
In short, a Balanced Scorecard is used to drive businesses more effectively. It shows target
areas for every business to allow for a more concentrated focus for improvement and growth
in the right direction. The Balanced Scorecard provides a sort of grading (much like a
report card) on a business performance encompassing all facets outlined above (financial,
customer focus, learning and growth and internal business process).

6.6 Exercise: Business Case Supply Chain Scenario

Business Case Supply Chain Scenario
Objective
Create KPIs using the Balance Scorecard perspectives.
Scenario
Please read the scenario on the next page.
1. In your groups, brainstorm KPIs for each of the Balanced Scorecard
perspectives which you believe would help improve the situation in the
above example:
a. Financial
b. Customer
c. Internal Business Process
d. Learning and Growth
2. Select two KPIs from each category and create a Balanced Scorecard.
3. Select a presenter to represent your group and present your results to
the class. We will discuss as a large group what you found to be the
hardest category to work with and why.
Scenario
Company XYZ has been experiencing a few issues with their ability to pay their creditors on
a timely basis. This situation is mainly the result of several different variances in the way
invoices are received and how they are processed. If a business unit receives an invoice
from a supplier, it processes the invoice and then requests the Accounts Payable (A/P)
department to process payment once they have verified that the invoice is accurate.
Another variation of the business process is when the creditor e-mails the invoice to the A/P
e-mail address. In this case, the workflow process is triggered and depending on the creditor
there may (or may not) be any need for human intervention. If no human intervention is
required, then the invoice processing business process is called lights out and usually has
a 24-hour turnaround time for the creditor to receive payment. If there is a need to have a
clerk from the A/P department verify the invoice then the turnaround time is normally 40
hours before the vendor receives payment.
Company XYZ is having trouble paying their vendors on time. Several complaints have been
raised to senior management and some vendors have threatened to withhold shipments of
the parts the company needs to produce its top selling product. Senior management has
requested that a balanced scorecard be developed to help them manage the current
backlog and to immediately enable the A/P department fulfill the companys obligations to its
vendors. Failure to deliver a timely solution (no later than three months) will compromise the
feasibility of XYZ to remain in business.
6.7 Reporting Principles
Solid communication skills should never be underestimated in determining the success or
failure of business analysis activities.
Once you have developed solid KPIs, and are confident that they are accurately capturing
and driving the behaviours and performance levels required by an organization, the focus of
Business Analysis activities then shifts to communicating results in the most effective way.

Reporting
Informingstakeholdersofmetricperformanceatspecificintervals.
While reports will differ in context, aesthetics and purpose, some underlying principles exist
to help ensure that the information that the report is conveying is received by its audience as
it was intended to be.

Principle #1: Include Baseline, Actual Metric Performance, Target and Time Frame
The first principles of a quality report are the inclusion of the baseline, the current or
actual metric performance, as well as the target and timeframe. This allows the reader to
easily decipher where the process performance was, where it is, and where it needs to
be.
Principle #2: Depict the Metrics Performance Variance
The second principle involves clearly depicting the variance of the metrics performance.
In an instant, stakeholders must be able to assess the performance and magnitude of
variance to the target. Most of the time stakeholders are more interested in trends than
absolute performance.
Principle #3: Report ONLY Essential Need-to-Know Information to Stakeholders
The third principle is that the amount of information included on reports should be enough
to enable the stakeholder or audience to make the decision or take actions as required
nothing more, nothing less. An excess of data or reports only adds to corporate expense
and confusion.
Principle #4: Demonstrate Clear Alignment with Strategic Goals
Finally, reports should demonstrate a clear alignment with the larger goals or strategic
direction of the organization.

6.8 Dashboards
6.8.1 FundamentalsofDashboardDesign
Dashboards have become an increasingly common reporting tool as they provide easy-to-
use, interpretable and actionable information displayed in a simple format.

Dashboards
Adashboardisessentiallyaonepagereportthatprovidesintelligencetothe
businessingraphicalform.Theuniquenessofdashboardscomesfromitsfocus
onremovingnicetoknowinformationanddrawingattentiontoproblem
areas.
The first step in building a dashboard involves collecting user and/or stakeholder
requirements. A strong understanding of KPIs, their respective targets and the reason
behind them are a necessity in order to ensure that the dashboard is as useful as possible.
Once the measures are securely established, the next step involves determining what type
of dashboard you are trying to develop.
6.8.2 TypesofDashboards
Three main categories of dashboards have been proposed by Stephen Few, an expert in
dashboard design:
1. Executive Dashboards
23
are implemented for strategic purposes and provide a
quick overview of the state of affairs of a business (health and opportunities) to
decision makers. These dashboards usually display highly summarized performance
metrics including forecasts.
24

23
Few, 2006.
24
Allison, 2010
2. Analytical Dashboards require a different design approach as they are meant to
assist in providing greater context for the development of comparisons, historical
analysis and trending. These types of dashboards support interaction with the data
including some ability to drill-down and drill-across but still consist mostly of
snapshots of data.
25

25
Cogswell & Rivard, 2004.

3. Operational Dashboards are very granular and require real-time data with displays
that are simple yet powerful in order to catch the attention of the user. Drill-down and
drill-across capabilities are usually required, and for that reason, these dashboards
must be fully interactive in order to be effective.
26

6.8.3 DeterminingWhatDataisRequiredandDrillingDown
Once there is a solid understanding of the requirements and type of dashboard, the next
steps in dashboard design are to:
1. Determine what data is required and where it comes from.
2. Determine necessary drill-down or drill-across capabilities.
3. Decide how often the dashboard will need to be refreshed.
4. Ensure that adequate context of data is provided (discussed below).

Providing the adequate context for the data is of the utmost importance
regardless of the display media selected (text, graphs, etc.) as any
measure that indicates how well a business is doing rarely makes sense
without context.
If you were given the statement
Wesoldtenpegs#190intheWesternregionduringQ12010

26
dashboardspy.wordpress.com, 2006

How can you tell if that was good or bad? Without the right context for the data we have no
clue whether or not the business is performing as expected. However, if the same statement
was rephrased as:
Wesoldtenpegs#190intheWesternregionduringQ12010.Ourtargetsaleswere
forecastedtobe1000.
Can you see the difference? This is a major enhancement over the previous statement that
indicates a clear measure of business performance.
So, in a nutshell, enough context needs to be supplied to make sense of the measures in a
dashboard and will depend on its purpose and the needs of its viewers.
6.8.4 KeyConsiderationinDashboardDesign
Prior to distributing your dashboard it is a good idea to stop and ask yourself the following
questions:
Does everything on the dashboard serve a purpose?
Does it overuse charts?
Is it intuitive?
Is it easy to navigate?
Does it print properly?
In summary, the most important data on a dashboard has to be prominent in the display,
and all the data that requires immediate attention must stand out. If the data needs to be
compared, then it should be arranged and visually designed to encourage meaningful
comparisons. If we keep in mind that everything that deserves space in a dashboard is
important but not equally so,
27
we will be able to design dashboards that convey information
properly.

27
Few, 2006
6.8.5 DosandDontsforDashboardDesign
The following are a few guidelines to design effective Dashboards.
Dos Donts
Arrange your most important displays of
data from left to right, and from top to
bottom.
Use superfluous decorations such as
backgrounds, pictures or company
logos. They only take up valuable real
estate.
When using colour, use distinct
intensities of the same hue to distinguish
relevant data instead of multiple different
colours. That way you will make the
dashboard useful to all audiences
including colour-blind individuals.
Use gradient colours in a graph.
Simplify the display media as much as
you can. Keep it consistent instead of
fostering unnecessary variety.
Use pie graphs or any other radial type
of display media (i.e., Radar charts).
Organise the data according to business
functions, entities and use.
Encourage meaningless comparisons.
Always try to separate items from each
other by means of white space or by
using different colours.
Always support meaningful comparisons
between data items.
Use bright colours unless you need to
highlight exceptional data. Foster the
use of less saturated colours.
If developing an Executive dashboard,
always use summarised data and
exceptions. If necessary provide
functionality to jump to details in
additional dashboards directly from
measure.
Use fonts with poor legibility. Examples
of fonts to avoid are: Script, Broadway,
Old English, etc. Encourage the use of
true types such as Times New Roman,
Arial, Verdana, Palatino, Courier, etc.
Use a barely discernible pale
background colour.
Develop a dashboard that will require
the user to scroll up or down. Encourage
a single page display.
Choose high resolution for clarity. Avoid the use of elaborate displays such
as fuel gauges or thermometers. Simple
graphs often can replace these.
Test the usability of your dashboard with
your end users and always request their
feedback.
Waste your time implementing real look
and feel by using unnecessary display
media such as polished metal textures.
Your job is to convey data effectively,
not to replicate with computer graphics
any object from the real world.
Remember dashboards are meant to help drive a business the same way a dashboard in a
car is meant to help navigate the road ahead. It should be easy to identify trends or sub-par
metrics and can potentially save stakeholders considerable time over running multiple
reports.
6.8.6 DashboardSamples
Dashboard A

Figure 3 Sample Dashboards
28

28
Allison, 2010
Dashboard B

6.9 Data Mining and Business Intelligence
6.9.1 DataMining

Data Mining
Theprocessthathelpsendusersextractbusinessinformationfromverylarge
databases.Inrecentyears,therehasbeenanincreasedfocusonthe
developmentofthesecapabilitiestoessentiallyallowsystemsandprogramsto
domoreofthethinking.DataMiningbasicallymovesawayfromdata
analysisfordescriptivepurposesandbeginstouseitasapredictivetool.
6.9.2 CharacteristicsofDataMining:DiscoveryandPrediction
A good analogy between discovery and prediction is to think of yourself as a panhandler,
during the Klondike days, looking for that nugget of gold. Data mining allows you to discover
that nugget of gold, but also allows you to predict what the behaviour of the river will be
tomorrow and where you should go to find the gold. These two characteristics of data mining
are called discovery and prediction. The technology can help you answer the statement
Tell me something that I didnt know but that I would really, really like to know.
6.9.3 WhyDoWeNeedtoLearnFromThePast?
Why do we need to learn from the past? Well, the trick to building a good predictive model is
to have access to data that describes what has happened in the past. All of us use our past
experiences to make decisions, businesses need to do the same to be steered in the right
direction.
6.9.4 WhyDataMiningIsNecessary
If you have a small sample of data, data mining can take place at your desk with a piece of
paper, a spreadsheet and your statistical models. Nowadays we are asked to understand
the patterns contained in millions of records of data which has been accumulated over time
in a location that guarantees consistency: the data warehouse. In this case, the analysis of
the data is not going to happen at your desk. Instead, you are going to need horsepower to
process the data and that is why we need data mining.
6.9.5 TheDataWarehouse
Data mining technology is often integrated with the data warehouse (known as embedded
data mining). This is an advantage because it eliminates data extraction errors to feed the
predictive model which is kept inside the data warehouse so it can be tested and retested
without worries of translation from system to system.
Data mining incorporates many of the same techniques as statistical analysis, with one very
notable exception: data mining is designed to support the business user versus the
statistician. This enables business users to perform a much more robust and complex
analysis and removes some of the human error in the process. Data mining tools implement
algorithms such as decision trees, neural networks, nearest neighbour and/or rule induction
and many more.
To date, data mining technology is still in the adoption phase, or early stages. There are
multiple offerings of software that can help you implement it, but you should be aware that
data mining is only going to be required when your organization is mature enough,
and
your organization has recognized that the analysis of multidimensional data is not
sufficient to steer the business.
6.9.6 OrganizationMaturityforAdoptingaBusinessIntelligenceStrategy
The natural progression in maturity of an organization adopting a Business Intelligence
strategy is as follows:
First step: Publish and consume operational reports that will help run the
operation of individual business units.
Second Step: Develop, publish, and consume reports based on
multidimensional databases to assist in decision making (Decision Support
Systems).
Third Step: Develop Predictive Models using training and test databases
from the historical database (data warehouse) using data mining tools.

6.10 Business Intelligence
The term Business Intelligence (BI) has been associated mainly with two IT industry-driven
trends:
1. the implementation of multidimensional analysis tools
2. the implementation of a Data Warehouse
What we miss from this IT-driven perspective is the fact that BI is more than just
implementing a data warehouse and/or multidimensional analysis tools.
6.10.1 RequirementsforBusinessIntelligence
Business Intelligence requires a sound understanding of the data needs of the corporation,
which will enable the learning process that results from the analysis of the data collected
from various sources within or outside the organization.

Business Intelligence
BusinessIntelligenceistheimplementationofasetofInformationTechnology
toolsthatenabletheanalysisandreportingofcorporatedatastoredinadata
warehouseoranyothertypeofdatabasethatsupportsthedecisionmaking
processofSeniorManagement.
Data Warehouse
Adatawarehouseisanintegratedcollectionofgranulardataextractedfrom
heterogeneoussourcesthatissubjectoriented,timevariantandnonvolatile
andaimstosatisfythereportingandanalysisneedsofacorporation.Itisthe
sourceofhistoricaldataandforthatreasonisknownasthecorporatememory
thatwillguaranteeaccesstothehistoricaltruth.
6.10.2 WhatDrivesandEnablesBusinessIntelligence?
In essence, Business Intelligence allows for the articulation of knowledge that will result in
the implementation of strategies that will fulfill business needs.
From a Balanced Scorecard perspective, the implementation of a Business Intelligence
strategy for a corporation falls within the Learning and Growth dimension. Kaplan and
Norton indicate that it is in the Learning and Growth perspective where an organization
needs to focus on the re-skilling of employees and also on the deployment of the right
information systems required to support its operations.

Business Intelligence is an IT-driven process which demystifies the
conception that IT is only a service unit to the rest of the business. When a
BI strategy has been clearly articulated and aligned to the corporate vision
and strategy, it becomes a mission critical business component that needs
to be treated with the same level of commitment and relevance as other
business units.

6.11 Implementing a Data Warehouse
The introduction of BI begins with the implementation of a data warehouse.

Data Warehouse
Whenimplementedappropriately,adatawarehousebecomesthecorporate
memoryasitconvertsdataintoinformationandstorestheresults.Itdoesthis
byconsolidatingdatafromdiversetransactionalsystemsintoacoherent
collectionofconsistent,qualitycheckeddatabasesusedonlyforinformational
purposes
29
6.11.1 DataSources
Corporate data is always obtained from heterogeneous sources which can reside either
inside or outside the organization. Sources of data may include:
ERP systems
external databases that are vendor-supported or in-house grown
spreadsheets
legacy systems
flat files
6.11.2 DataManagementandQualityAssurance
Once the data has been acquired, its quality is the next major concern. Any system used to
assist in decision making is only as good as the quality of data that it contains. If the data
has not been cleansed and transformed to fit the overall corporate data needs it can be
essentially useless. The need for the management of master data (reference data used by
multiple business units or IT systems) becomes crucial.

29
Kaplan & David, 1996

Course Conclusion
Section 7

Course Conclusion
7.0 Course Conclusion
7.1 Review of Course Objectives
On completion of the Solution Analysis course, participants will be able to:
Compile and review gathered requirements.
Conduct summary level analysis through capability gaps assessment.
Define assumptions and constraints.
Prioritize requirements.
Assess organizational readiness.
Define transition requirements
Define what is a solution, and manage solution scope and requirements.
Generate solutions to address identified gaps.
Apply basic reporting principles.
Develop Key Performance Indicators (KPIs), Balanced Scorecards, and report on the
business system.
Course Conclusion
7.2 Where Do I Go From Here?
Let us first re-visit the key elements of Solution Analysis:
Solution Analysis
Key BA
activities
conducted
(what can you
expect to
do/lead as a
business
analyst in this
space?)
Assessing capability gaps
Prioritizing requirements gathered
Identifying potential solutions and improvements to the business
system
Implementing solutions
Reporting on system performance post-implementation
Common BA
Deliverables
Capability gap analysis
Acceptance and evaluation criteria
Solution options and evaluation criteria
Defined transition requirements
Implemented solutions
Reports to measure success of business system
How do you
know you have
been
successful?
Solutions identified address gathered requirements in terms of
their priority and impact
Solutions address the identified capability gaps
Solutions address the business needs, problems and/or
opportunity
Reports and metrics implemented correctly measures the key
indicators of system success
Communication
Proposed solutions, recommended solution approach and
allocated requirements to implementation phases circulated and
approved
Proposed reports and measurements systems circulated and
approved
Key
Stakeholders
Project manager
Sponsor
Team members
System participants

Course Conclusion
7.2.1 WhatDoesSolutionAnalysisLeaveUsWith?
At the end of Solution Analysis, there should be implemented solutions that have been
developed out of the requirements gathering process and are now being monitored.
Solution Assessment and Validation is the next course in the certificate program where
students will learn how to evaluate the solutions ability to meet the business needs in a
quality manner.
7.3 Conclusion
All too often stakeholders jump into solution generation and analysis without considering the
requirements of the business and the business objectives to be met with the implementation
of system solutions.
It is a key role of a business analyst to be able to summarize, prioritize and allocate
requirements to solutions so as to ensure that the improvements generated optimize the
business system and address the capability gaps in the current system.

Case Study
Section 8

Case Study
8.0 Case Study
8.1 Chinook Savings Case Study
A Wellness Program for Chinook Savings
Background
Chinook Savings (CS) is a mid-sized bank located in Calgary, Alberta that employs
approximately 2,000 people within the city limits. There is one corporate headquarters with
500 staff and 30 branches with approximately 50 staff each.
CS has experienced an increase in employee turnover in the past three years and
management is growing increasingly frustrated. As they are a financial institution, every new
hire requires a certain amount of investment in training and company processes.
Throughout the same time period Chinook Savings has also experienced a 50 per cent
increase in absenteeism and a 30 per cent decline in customer satisfaction. When a
customer survey was conducted, the largest reason for dissatisfaction was cited as the
employee was not adequately trained to perform their job.
CS has recently hired a new vice president of Human Resources. In her first week on the
job, a survey was issued asking bank staff why they believe turnover and absenteeism has
increased in recent years. Some top responses included:
I dont know how to achieve work/life balance at this company
exhaustion and burn out
there is little demonstrated value of my physical and emotional well being
other financial institutions offer more benefits even though salaries are the same
While CS management does believe that many of their retention struggles can be somewhat
attributed to the competitive Calgary job market, they do believe they are falling short on
many things they can do something about and as a result an off-site management
brainstorming session was conducted last month.
Coming out of this session a proposal went to the Board of Directors for approval to develop
and implement a Wellness program for all employees. The board approved the
recommendation and mandated that a project to develop a Wellness program be launched
and a solution implemented in six months. Management and the board are prepared to
entertain a phased in approach if required, but do believe that employees need to see
some momentum and advancement in this area as soon as possible.
You have recently been hired at Chinook Savings as a full-time Business Analyst and have
been immediately assigned to work on the Wellness program full-time over the coming
months. You are very eager to move up in this organization and would really like to impress
your new colleagues and management with your business analysis skills.
Case Study
There has been a cross-functional management team established with representatives from
the human resources, general management, and legal departments. You have been given
the heads up that members of the sponsor team are not completely convinced that there
are any tangible benefits to a Wellness program. It does not help that the past year has
been a challenge financially in the company and money is tight. Priority setting will be a
must.
The Facts
You have had a preliminary meeting with the project manager assigned to the Wellness
program and he has provided you with the research and information gathered to date.
Employee functional training programs have been evaluated and enhanced already
additional employee job training is considered out of scope.
All staff is non-unionized.
For at least the first three years the bank plans to manage its own Wellness program
in-house, however plans to use its supply department as required to engage service
providers and contractors to deliver Wellness program services.
Legislated workplace health and safety is out of scope and Chinook Savings is
considered best in class in this regard
There is already an extensive employee health and dental benefit plan in place. The
provision of health and dental services is out of scope, however, it is anticipated that
there will be a decrease in claims as a result of the Wellness program.
Chinook Savings recently had consultants come in and deliver information sessions with
respect to what Wellness programs are all about. The following is a summary of the
information gathered:
Wellness programs are offered by some employers to provide educational,
organizational and environmental activities to support the health of employees.
Programs are intended to change employees' behavior to help employees make
smarter health choices that positively impact their well-being.
o "Health" is defined as physical, social and mental well-being (not merely the
absence of illness).
Current research indicates that many of today's major health problems are related to
lifestyle
o many of these ailments are preventable or minimized by developing positive
health habits.
There are three common tiers to many Wellness programs:
o Increase employees knowledge in areas of Wellness EDUCATION
o Assisting employees in changing behaviors ACTIVITY
o Changing the workplace to support Wellness WORK ENVIRONMENT
Commonly cited Wellness program success factors include:
o Commitment from management
o Employee involvement in developing the program
Case Study
o Programs that meet employees actual needs
o Adequate resources allocated
o Ongoing continuous improvement
Common Wellness program areas include:
o Nutrition
o Physical fitness
o Smoking cessation
o Physiological testing
o Stress management
Common Wellness program approaches include:
o Information sessions (e.g., managing stress)
o Presentations from associations (e.g., cancer society)
o Wellness libraries
o Health fairs
o Medical screenings
o On-site fitness programs and coaching/off-site discounts
o Clubs (e.g., walking club)
o Challenges (e.g., 30 days of physical activity) and prizes
o Newsletters (e.g., healthy snacking)
o Policies (e.g., healthy catering)
Benefits of Wellness programs include:
o Increased employee engagement, morale and productivity
o Decreased absenteeism, turnover
o Enhanced corporate reputation
o Decreased stress levels, drug costs and insurance claims

Aswithanycasestudyusedforlearningpurposestheintentistopractice
acquiredtoolsandtechniquesusingapracticalexample.Pleasemake
assumptionswhererequired.Thelearningisintheprocess,nottheendresult
andstudentsshouldbefocusedonthedevelopmentofthemselvesasBusiness
Analysts,notWellnessprogramexperts!

Additional Resources
Section 9

9.0 Additional Resources
9.1 Course References
References used in the preparation and delivery of this course, include:
Allison, Robert. (2010). Airline Data Dashboard. Retreived J uly 18, 2011, from
http://robslink.com/SAS/democd15/airline.htm
Allison, Robert. (2010). Executive Dashboard. Retreived J uly 18, 2011, from
http://robslink.com/SAS/democd18/eis.htm
Allison, Robert. (2010). Oil Industry Dashboard. Retreived J uly 18, 2011, from
http://robslink.com/SAS/democd15/oil.htm
Dashboard Spy (2006). Self Service Performance Dashboard: tracking operational data
through personalized enterprise dashboards. Retreived from
http://dashboardspy.wordpress.com/2006/07/10/self-service-performance-dashboard-
tracking-operational-data-through-personalized-enterprise-dashboards/
Few, Stephen. (2006). Information Dashboard Design. Sebastopol, CA: OReilly Media, Inc.
Cogswell, Doug & Rivard, Kurt. (2004, April). Are You Drowning in BI Reports? Information
Management Magazine, 26(1). Retrieved from http://www.information-
management.com/media/editorial/dmreview/200404/200404_026_1.gif
International Institute of Business Analysis. (2009) Business Analysis Body of Knowledge,
(2
nd
ed.). Toronto, ON.
www.theiiba.org.
Kaplan, Robert and Norton, David. (1996). The Balanced Scorecard: Translating Strategy
Into Action. USA: Harvard Business School Press
Kimball, Ralph. (2006). [Presentation]. Dimensional Modeling in Depth, Washington, D.C.

9.2 Web Resources
The Australia Business Analysis Association
www.abaa.org.au
B2T Training: Detailing Business Data Requirements
http://www.b2ttraining.com/page/Business-Data-Requirements-Training
Business Analysis PPT includes a section on Data Analysis:
http://www.bized.co.uk/educators/16-19/business/strategy/index.htm
Cognitive Hierarchy
http://www.globalsecurity.org/military/library/policy/army/fm/6-0/appb.htm
Data Analysis for Business Analysts: Data Management Book of Knowledge:
http://www.modernanalyst.com
Data Mining: (an excellent collection of links to relevant articles)
http://www.willyancey.com/data-mining.htm
Exploratory Data Analysis:
http://www.itl.nist.gov/div898/handbook/index.htm
Mack Robinson School of Business MBA in Managerial Sciences, Concentrating on
Business Analysis:
http://robinson.gsu.edu/management/DegreePrograms/mba/business_analysis.html
Modern Analyst
www.modernanalyst.com
Perceptual Edge Article List
http://www.perceptualedge.com/library.php#Articles
Robert Niles
http://www.robertniles.com
Ralph Young
http://www.ralphyoung.net/
White Paper: A Business Data Analysis and Visualization
http://whitepapers.zdnet.co.uk/0,39025945,60011737p-39000415q,00.htm
Please Note: All website addresses were accurate and active as of the writing of this
manual.
9.3 Resources
9.3.1 InternationalInstituteofBusinessAnalysis
The IIBA is an international not-for-profit professional association for Business Analysis
professionals. The IIBA is currently working to define the business analysis profession by
developing certification and accreditation to its members, unifying its practitioners, and
creating a voice for the profession as a whole.
The IIBA held its inaugural meeting in October 2003, in Toronto, Canada with 28 founding
members from 21 different organizations and representing over eight countries. On March
2nd, 2004 the IIBA held its first Annual General Meeting and elected its first Board of
Directors.
If you are interested in finding out more, contact them at
info@iiba.org or www.theiiba.org.
9.3.2 InternationalOrganizationforStandardization
International Organization for Standardization (or ISO) home site (www.iso.ch/) and once in
the site follow the links to ISO 9000 Standards Council of Canada home site
(www.scc.ca/).
Once in the site, follow the link to Standards. From here (or via the ISO 9000 link) you can
view a variety of information which includes:
Database search for other standards.
Basic information about ISO 9000.
Complete list of the ISO 9000 Standards.
Frequently Asked Questions about the ISO Technical Committee 176 on Quality
Management and Quality Assurance (the committee responsible for developing the
ISO 9000 series of standards and guidance documents).
9.3.3 BenchmarkingCodeofConduct
The International Benchmarking Clearinghouse has developed a Code of Conduct. The
American Productivity & Quality Center posted a copy of The Benchmarking Code of
Conduct on their website (at the time of this writing). It may take some searching if the site
has changed but try to follow the links of Benchmarking and Best Practices and Free
Resources: www.apqc.org.

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Guide, 2009, pp. 141-42.

Guide, 2009, pp. 142

Guide, 2009, pp. 143

Guide, 2009, pp. 4.

Guide, 2009, pp. 105.

Guide, 2009, pp.125.

Guide, 2009, pp. 129.

Guide, 2009, pp. 130.

Measuring Success & Post Implementation Reporting

Measuring Success & Post Implementation Reporting

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