Tools and techniques
What we do:
Analyse the company’s operations or specific business processes or to see where and how the business needs to change.
How do we do this?
We ask questions to determine the goal of the process(es) within the business. Why was the process (or processes) originally developed, and what are the desired results of the process? Look for ways to achieve the same desired result with fewer steps by simplifying them to be faster or cheaper to perform; find ways to combine multiple steps to improve the overall efficiency. For example, can multiple steps be performed at the same time
Investigate the situation
Consider the perspectives of stakeholders
Analyse the needs
Evaluate the options
Define the business requirements
We can help devise the blueprint and requirements outlining changes to the business and the impact on business as usual.
BA – Business Analysis (ISEB):
BA1: Investigate the situation
BA2: Consider the perspectives of stakeholders
BA3: Analyse the needs
BA4: Evaluate the options
BA5: Define the requirements
Desk research, Interviews, Meetings, Observation
5 Ws & H, Rich Picture or prototyping, Objectives Matrix, Ansoff’s model, Rich pictures, mind maps, Ishikawa diagram, Systems map, Affinity diagrams, Questionnaires, Sampling, Qualitative and Quantitative data.
Relational diagrams, Tree diagrams, Matrix diagrams, Matrix diagram analysis, Programme decision charts, Arrow diagrams
Root Cause Analysis and CATWOE (Customers, the people – Actors, the Transformation process affected, the World view, process Owner, and Environmental constraints), Business Needs Log.
Building rapport, stakeholder mapping (Power/Interest, Influence/Impact)
Prototyping – examples of process change
RACI charts, Managing external suppliers, Communications plans
Organisational chart, Business activity & Consensus models
Value chain, Value proposition
Business process models (SIPOC, Flowcharts, Business process maps, BPMN2/UML – timing of events, number of activities, problems/issues, blockages, paper shuffling, time wasting/redundant tasks, duplication, Process measurement (SMART KPIs, CSFs), Six Sigma (SPC, PDCA cycle)
Customer Journeys/Experience development and Mapping
Creative Problem Solving Workshops, Gap analysis, POPIT model, Formulating options
Business case, Balanced scorecard, Investment Appraisal
OSCAR, Lifecycles (Waterfall, V model, Agile/Scrum, Iterative, Big bang, Incremental)
Use cases, User stories, activity & sequence diagrams
Data models (ERD / ERM, DFD), Walkthroughs
Requirements catalogue (functional requirements matrix) Moscow
Requirements development plan, Specification development (BRS, SRS, FRS)
Benefits realisation plan
I just wanted to add my thanks to those given to you today for an excellent piece of organisation and logistic planning. The Away day went smoothly and the table groups remained focused and engaged. You managed the event calmly and we covered a lot of ground. Thank you and best wishes.
Well done all – it was an excellent event, well run – great discussion sessions (pitched right) Many thanks – your hard work and commitment is much appreciated
Thought the whole event was well run, and gave parents and young people the space and time to discuss their thoughts, grievances and ideas. The facilitators enabled this to happen by enabling comfortable discussions to take place.