The Business Analyst - careerinsights.tv€¢PEST Analysis •SWOT Analysis •Porters 5 Forces •GAP Analysis •MOSCOW Analysis •Stakeholder Analysis •Requirement Gathering

© Digital Bananas Technology

The Business Analyst

Justify Translate Communicate


Feasibility

• Feasibility Study

• PEST Analysis

• SWOT Analysis

• Porters 5 Forces

• GAP Analysis

• MOSCOW

Analysis

• Stakeholder Analysis

• Requirement Gathering

• Focus Group

• End User Requirements

• Non Functional Requirements

• User Stories

• Use Cases

• Process Flow

UX

• Wireframes

• Key screens

• User Journeys

• Product Backlog Prioritisation

Development

• Development Plan

• Sprint Planning Process

QA

• Test Plan

• Test Cases

• Functional & Non Functional Testing

• UAT

Deploy

• Dev to Staging

• Staging to Live

Your role As a Business Analyst


Justifying the Business Case

Idea Great ideaBusiness

ideaProfitable Scalable Sustainable

Justifiable Business

Case


What is a Business Case?

• Justification for the project you are working on.

• Deciding factor in going ahead with the project or not.

• Helps to access the risks , viability and lucrative nature of a venture.


Contents of a Business Case Target audience

§ Business value

§ strategy

Target Audience

o Demographics

o Behavioural patterns

o Establish business needs, wants, don’t mind and don’t want

Business Strategy

o External Business Strategy

o Porter 5 forces

o PESTLE

o Competitor profiling

o SWOT

o Internal Business Strategy

o MOST

o Resource Audit

o SWOT Analysis

o Competitive advantage

o USP

Executive summary

o What

o How

o When

o Where

o Why

o If

Feasibility study

- Existing system

o Drawbacks of existing system

o Benefits of the existing system

- Related System or options

o Drawbacks of Related system

o Benefits of the Related system

- Proposed system

o Drawbacks of proposed system

o Benefits of the proposed system

- Recommendations and evaluation

Industry research

o Credible research based companies

o What happening now

o What happened yesterday

o What will happen tomorrow Technology

§ Industry

§ Competitors

Deliverables

o MOSCOW (must, should, could, won’t)

o IBV

o MBV

o LBV

o Define Scope of Work (Requirement specification >

translated into tech spec and communicated between dev, design

and business team from concept to execution)

Options Analysis

o Option 1

o Option 2

o Option 3

o Option 4

Resources, Infrastructure

Marketing Strategy

Operations Strategy

Cost Benefit Analysis

Evaluation


Executive SummaryWhy

What

Product

Service

How

Technology

Expertise

Process

Where

Resource

Target Market

When

Timeframe

Who

Supplier

User

If


Feasibility Study Is there currently an existing system?

If there is, what is the current existing system?

Draw back of the existing system?

Benefits of the existing system?

Other Options & Related Systems?

What are the benefits and drawbacks of the other options and related systems?

What’s your proposed system?

What are the draw backs & benefits of your proposed system?

Evaluation

Recommendations


Gap Analysis

1. Develop Requirements

2. Comparison

(As is / To be)

3. Implication Analysis

4. Recommenda

tions

5. Review System


Gap Analysis


Target Audience Who is your target audience

Focus groups

Surveys

Purchase industry, consumer and market research and intelligent data

Defining Demographics

Age

Location

Gender

Income level

Education level

Marital or family status

Occupation

Ethnic background

Geographic Targeting

Psychographic profiling

Personality

Attitudes

Values

Interests/hobbies

Lifestyles

Behavior

Behavior pattern


Industry Research, Trends & Predictions

Reliable & independent source

Research based companies (Mintel, Neilson etc)

What’s happening Now

What happened yesterday

What will happen in the future

Market share

Technology & Innovation

Strategy

Funding

People


Business Strategy Analysis

External Environment

PESTLE

Porter 5 Forces


PEST Analysis


Factor Likely to include

PoliticalWhat are the key political drivers of relevance?

Worldwide, European and Government directives, funding council policies, national and local organisations' requirements, institutional policy

EconomicWhat are the important economic factors?

Funding mechanisms and streams, business and enterprise directives, internal funding models, budgetary restrictions, income generation targets

SocialWhat are the main societal and cultural aspects?

Societal attitudes to education, particularly in relation to government directives and employment opportunities. Also general lifestyle changes, changes in populations, distributions and demographics and the impact of different mixes of cultures

TechnologicalWhat are current technology imperatives, changes and innovations?

Major current and emerging technologies of relevance for teaching, research or administration

LegalCurrent and impending legislation affecting the role

European and national proposed and passed legislation

EnvironmentalWhat are the environmental considerations, locally and further afield?

Local, national and international environmental impacts, outcomes of political and social factors


political

•ecological/environmental issues

•current legislation home market

•future legislation

•international legislation

•regulatory bodies and processes

•government policies

•government term and change

•trading policies

•funding, grants and initiatives

•home market lobbying/pressure groups

•international pressure groups

•wars and conflicts

economic

•home economy situation

•home economy trends

•overseas economies and trends

•general taxation issues

•taxation specific to product/services

•seasonality/weather issues

•market and trade cycles

•specific industry factors

•market routes and distribution trends

•customer/end-user drivers

•interest and exchange rates

•international trade/monetary issues

social

•lifestyle trends

•demographics

•consumer attitudes and opinions

•media views

•law changes affecting social factors

•brand, company, technology image

•consumer buying patterns

•fashion and role models

•major events and influences

•buying access and trends

•ethnic/religious factors

•advertising and publicity

•ethical issues

technological

•competing technology development

•research funding

•associated/dependent technologies

•replacement technology/solutions

•maturity of technology

•manufacturing maturity and capacity

•information and communications

•consumer buying mechanisms/technology

•technology legislation

•innovation potential

•technology access, licencing, patents

•intellectual property issues

•global communications



Business Strategy Analysis

Internal Capabilities

VMOST / MOST Analysis

Resource Audit

Boston Box

SWOT Analysis

Ansoff’s Matrix


Resource Audit

Digital Bananas Technology

Finance

Physical Human

Know how reputation


Most Analysis

V –Vision:

M – Mission

O – Objectives

S – Strategy

T – Techniques


Boston Box

Market growth

Market share

Wild cat / problem

childStar

Dog Cash cow

High

Low

Low High


Ansoff’s Box

Markets

Products

Market Penetration

Product Development

Market Development

Diversification

Existing

New

Existing New


Strategy Definition

Competitor profiling

SWOT Analysis

Competitor - PESTLE

Business - PESTLE

Competitive advantage

Unique Selling Point

Define Deliverables


Competitive Analysis

Competitor analysis in marketing and

strategic management is an assessment of the strengths

and weaknesses of current and potential competitors.

This analysis provides both an offensive and defensive

strategic context to identify opportunities and threats

relating to the business. Profiling all of the relevant

sources of competitor analysis into one framework in the

support of efficient and effective strategy formulation,

implementation, monitoring and adjustment.


Competitor Array

One common and useful technique is constructing a competitor array. The steps include:

Define your industry - scope and nature of the industry

Determine who your competitors are

Determine who your customers are and what benefits they expect

Determine what the key success factors are in your industry

Rank the key success factors by giving each one a weighting -The sum of all the weightings must add up to one.

Rate each competitor on each of the key success factors

Multiply each cell in the matrix by the factor weighting.


Competitor Profiling

Background

Financials

Products

Marketing

Facilities

Personnel

Corporate and marketing strategies


Program Event Horizon (community of enquirers and a library of business

cards based on recommendations available on smartphones) (JBC) Android (JBC)

iPhone (JBC)

Web Portal (JBC)

Emerging Market Based Program Job board

Ecommerce for ordering flowers

Property search

Prometheus - GMW 1,2,3

TAMF

Project Insights – Career Insights

External Internal


SWOT Analysis

Strengths Weaknesses

Opportunities Threats

SWOT


SWOT Analysis


Risk Management


Risk Management


Risk Analysis – What Risk? What If? What Now?


Risk Identification


Risk Estimation


Risk Calculation


Risk Evaluation


Risk Management


SMART

Specific Measurable Achievable RealisticTime

Bound


Deliverables• User requirements (use cases)

o Prioritise – MOSCOW

Must

Should

Could

Won’t

• Modules / Functionality

o Prioritise – MIN

Must have

Important but not urgent

Nice to have


Must / BV

End User Needs

Should / BV

End User Wants

Could / BV

End User Don’t Mind

Won’t / BV

End User Don’t Want

End user requirements based on business

value


Prioritising Requirements

InputBottom

LineBigger Picture

Business Value

Business Needs / Success Criteria

Opinions

Facts

End User LedUser

Requirements

Need

Want

Don’t Mind

Don’t Want


Needs Based Analysis using MOSCOW

Must Have

Important & Urgent

Should Have

Not Urgent But Important

Urgent But Not Important

Could Have

Not Urgent / Not Important

(Nice to Have)

Won’t HaveNot in Scope

Business Critical Requirements

Time, Budget, Resources / Benefits


Defining the Scope of the Project

Scope

Acceptance Criteria

Must

Must be implemented within the allocated time,

budget and resources

Quality Expectations

Should

Only to be implemented if there is spare time,

budget or resources from allocation

Could

Only to be implemented if allocated time, budget

or resources can be extended

Not In Scope

Won’t

Will not be implemented within the scope of work


Strategy Implementation

McKinsey 7-S


Performance Measurement

CSF - Critical Success Factor

Industry specific CSF: Requirements for effective performance

within industry sector

Organisation specific CSF: Competitive advantage over

competitors

KPIs – Key Performance Indicators

Areas to be monitored in order to determine whether the

required levels of performance has been achieved.


Cost Benefit Analysis• Benefits (ROI)

o Revenue model

o Time

o Quality

o Customer satisfaction

Measure against

• Cost of

o Resources

o Technology

o Time

o Quality

o Risk


Revenue Model

1. Marketing

Strategy

2. Sales Strategy

3. Operational

Strategy


Revenue Model: Creating Value for Customers


Revenue Model: Competitive & Sustainable Business Model


Revenue Model: Competitive & Sustainable Business Model


Revenue Model: Options Analysis

Option 1

Option 2

Option 3


Cost: Resources & Budget Fixed

R & D

Initial development cost

Fixed technology cost

Consultancy

Legal

Variable

Operating cost: On going development cost

Maintenance

PR

Marketing

Admin


Options Analysis Option 1- Revenue Model & CBA

Cost

Revenue Model

Benefit Analysis

Option 2- Revenue Model & CBA

Cost

Revenue Model

Benefit Analysis

Option 3- Revenue Model & CBA

Cost

Revenue Model

Benefit Analysis


Evaluation & Investment Appraisal

Review cost benefit analysis and make

recommendation.


Executive SummaryWhy

What

Product

Service

How

Technology

Expertise

Process

Where

Resource

Target Market

When

Timeframe

Who

Supplier

User

If


Documents

The Business Analyst - careerinsights.tv€¢PEST Analysis •SWOT Analysis •Porters 5 Forces •GAP Analysis •MOSCOW Analysis •Stakeholder Analysis •Requirement Gathering