Android Bootcamp Tanzania:Costech mobile bootcamp monetazation
Bootcamp speech2 - strategy analysis
Transcript of Bootcamp speech2 - strategy analysis
Strategy AnalysisBusiness Model CANVAS & Business Case
Prassed Colombo
IIBA Italy Chapter President
Carlo Liberale
IIBA Italy Chapter VP Education
2
IIBA’s Business Analysis Framework
Source BABOK® Guide – Version 3.0
• Collaborate with
stakeholders in order to
identify a NEED of
STRATEGIC, TACTICAL
OR OPERATIVE
importance (business need)
• Define objectives and the
FUTURE STATE to satisfy
the business need
• Assesses options and
recommends the HIGHEST
VALUE approach for
reaching the future state
• ADDRESS that NEED
developing a change
strategy
Strategy AnalysisRequirements Analysis &
Design DefinitionSolution Evaluation
Business Analysis Planning & Monitoring
Requirements Life Cycle Management
• STRUCTURE, organize and
MODEL discovered
requirements
• Identify SOLUTION options
that meet business needs
• Estimate the POTENTIAL
VALUE of each solution
option
• RECOMMEND THE BEST
SOLUTION option that
meets the need and brings
the MOST VALUE
• Assess and analyze the
PERFORMANCE and the
VALUE delivered by a
SOLUTION
• Identifies limitations which
may be preventing value
from being realized
• Recommend of what should
be done to IMPROVE the
VALUE of the SOLUTION
within the enterprise
Elicitation and Collaboration
•MANAGE and MAINTAINrequirements •Gain CONSENSUS on proposed CHANGES
• COMMUNICATION
and ongoing
COLLABORATION
with STAKEHOLDERS
• ORGANIZE and
COORDINATE the
effort of Business
Analysis
BA Knowledge Areas
3
STRATEGY ANALYSIS - PURPOSE
• Purpose
• Describes the business analysis work to collaborate with stakeholders to identify the business need, enable the organization to address the need and align the resulting strategy for change with other strategies.
• Define the future and any transition states needed to address the business need
• Discover possible solutions to apply the capabilities of the organization in order to reach the desired set of goals and objectives
• Ongoing activity as changes in the business need occurs or new information results in an adjustment to the change strategy
• A strategy may be captured in a strategic plan, product vision, business case, product roadmap or other artifacts.
Strategy AnalysisSource BABOK® Guide – Version 3.0
4
STRATEGY ANALYSIS - PURPOSE
Strategy Analysis
Collaborate with stakeholders to
identify the business need
Define the future and
any transition states
Discover possible solutions to
reach the desired set of goals and
objectivesadjustment to the
change strategy,
if needed
A strategy may be captured in a
strategic plan, product vision,
business case, product roadmap
or other artifacts.
Source BABOK® Guide – Version 3.0
5
STRATEGY ANALYSIS – TASKS INTRODUCTION
BABOK Guide V3 – Chapter 6 Strategy Analysis
Analyze Current State: Understand the business need and the context for change
Define Future State: Determine goals and objectives. Identify what needs to change in order to meet those goals and objectives
Assess Risks: Understand risks and recommend
actions
Define Change Strategy: Identify options for reaching the desired future state. Determine any transitional states required
6
10.8 BUSINESS MODEL CANVAS
• Purpose
• A business model canvas describes how an enterprise creates, delivers, and captures value for and from its customers.
• Description
• A business model canvas is comprised of nine building blocks that describe how an organization intends to deliver value.
• These are arranged on a business canvas that shows the relationship between the organization's operations, finance, customers, and offerings.
• A business model canvas:
• serves as a blueprint for implementing a strategy
• can be used as a diagnostic and planning tool regarding strategy and
initiatives.
• allows for the mapping of programs, projects, and other initiatives to the
strategy of the enterprise.
Pu
rpo
se a
nd
De
scri
pti
on
Source BABOK® Guide – Version 3.0 Ch 10 - Techniques
7
10.8 BUSINESS MODEL CANVAS
A business model canvas is comprised
of nine building blocks that describe
how an organization intends to deliver
value.
serves as a blueprint for implementing a strategy
can be used as a diagnostic and planning tool regarding strategy and initiatives.
allows for the mapping of programs, projects, and other initiatives to the strategy of the enterprise.
(*) Source BABOK® Guide – Version 3.0 Ch 10 - Techniques
8
BUSINESS MODEL CANVAS
(*) Source BABOK® Guide – Version 3.0 Ch 10 - Techniques
9
10.7 BUSINESS CASES
• Purpose
• A business case provides a justification for a course of action based on the benefits to be realized by using the proposed solution, as compared to the cost, effort, and other considerations to acquire and live with that solution.
• Description
• A business case captures the rationale for undertaking a change and is used to:
• define the need,
• determine the desired outcomes,
• assess alternatives in term of: scope, feasibility, constraints, assumptions, and risks, financial analysis and value
• recommend a solution
Pu
rpo
se a
nd
De
scri
pti
on
(*) Source BABOK® Guide – Version 3.0 Ch 10 - Techniques
10
10.7 BUSINESS CASES
Define the need
determine the desired outcomes
assess alternatives in term of: scope,
feasibility, constraints, assumptions,
and risks, financial analysis and
value
Recommend a
solution
A business case captures the rationale for undertaking a change
and is used to:
(*) Source BABOK® Guide – Version 3.0 Ch 10 - Techniques
11
Presenting the Business Case means providing answers to five major questions
Project Background
and objectives – AS IS 1
2
3
4
5
Process/IT
Vision
Programme
Management
BUSINESS
PEOPLESYSTEMS
To Be
1
6
5
4
32
Benefit
Analysis
0
2000
4000
6000
8000
10000
12000
14000
16000
18000
20000
1996 1997 1998 1999 2000 Total
Minimum Maximum
Costs AnalysisFinancial Model Analysis
Why should we start the Programme?
What are the Benefits?
What are the Costs?
How strong is the business case?
What are the risks of the operation?