As I mentioned in my earlier blog, titled 'what does a business and information analyst do?', a Business and Information Analyst is employed when a company encounters a problem or wants to make a change. The purpose of this new blog is to give you an idea of how a Business & Information Analyst can outline a problem or a change.

Often you then start by outlining the problem or change. How you approach this and how you document it can be done in different ways. Often organizations have their own approach to this and therefore have their own template for documenting this. There is no right or wrong in this.

A useful tool I was introduced to during a recent assignment is IIBA's "Business Analysis Core Concept Model™," BACCM™ for short. IIBA is the International Institute of Business Analysis. This institute was established to develop and maintain standards in the field of business analysis and to certify and (re)recognize practitioners. The Business Analysis Body of Knowledge (BABOK), the standard work for Business Analysts, explains the concept and background of the model in detail. So if you want to know all about it, I recommend that you read the information in the BABOK BABOK. In this blog, I want to talk mainly about how I use it for an initial, high-level, impact analysis.

The model is based on 6 core concepts shown in the diagram below. The diagram helps stakeholders understand the relationships and dependencies between the concepts. The concepts are all equally important and necessary and are all interrelated. Thus, each concept has an important impact on the whole.

Conceptual guide for introductory discussion with clients and stakeholders

You use the concepts as a guide in the conversation you have with your client and any other stakeholders you want to talk to at this stage. It is helpful to have a template that you will fill out. At Valid we have created such a template , so that the Business and Information Analysts don't have to reinvent the wheel every time.

For each core concept, there are a number of standard questions you can ask to fill the template and get a good outline of the problem or change. This can then be discussed with the client. On this basis, follow-up steps can be taken. Think for example of an extensive business analysis, the purchase and implementation of a new system or the implementation of process improvements.

Below are some of the questions that can be asked for each core concept. Of course, this is not complete and additional questions can always be asked:

Context

The circumstances that affect or will be affected by the change. Describes the environment in which the solution will operate. Consider factors such as existing systems, organizational culture and external influences.

• What is the context in which we find ourselves?
• What is the context in which the solution is located?
• What are any constraints within the context that may prevent than value from being realized?

What conditions within the environment can affect or be affected by the change? Consider conditions such as attitudes, behaviors, beliefs, competitors, culture, processes, products, projects, technology, etc. 

Stakeholder

An individual or group with a relationship to the change, need or solution. Represents individuals or groups affected by the need or solution. Stakeholder (stakeholder) involvement is critical to successful implementation.

• Who are the affected stakeholders?
• Who has the need?
• Who is interested in, affected by or can influence the change or solution?
• What are the characteristics of the stakeholders?
• What concerns do stakeholders have about the change?

Need

The need. The problem, the opportunity, the constraints that need to be addressed. Understanding the need ensures alignment with business goals.

• What are the needs we are trying to meet?
• What problems are we trying to solve?
• What opportunities are we trying to take advantage of?
• Are there conflicting needs?
• How can we prioritize needs?

Value

The value, importance or usefulness of the change to stakeholders. Emphasizes the benefits the solution will bring. Whether it is cost savings, efficiency gains or an improved customer experience, value drives decision making.

• What do stakeholders consider valuable?
• Is there different value for different stakeholders?
• What does t affect the value?
• How can we assess and measure the potential value of the solution?

Change

The change. The action in response to a need. The overall goal of most change initiatives is to improve a company's performance.

• What kind of changes are we going to make?
• What change is needed to meet the need?
• What needs to improve?
• Which change strategy creates the highest value for stakeholders within the context?

Solution

The solution. A specific way to meet one or more needs. Represents the proposed solution or system. This may be a software application, process improvement or other initiative.

• What are the solutions we create or change?
• How will the problem be solved?
• How can we take advantage of the opportunity?
• How can we achieve altitude for stakeholders within the context?
• What are the necessary or desirable characteristics of solutions?
• Does the proposed solution meet the need?
• Does the solution deliver the potential value?

Let us lead your organization to successful change

This blog has given you a good idea of how to structure and outline a problem or change. As described, this is not an absolute approach and is situationally dependent on how you can analyze your problem or change. Does your organization run into issues with the structured mapping of problems or changes? We are happy to work with you to use our expertise and experience to help you successfully implement change within your organization.

For more information contact Wendy Groven - Hogenboom.