BABOK® v3 Study Group

Study Notes
Week 4: Knowledge Area | Strategy
Analysis

Business Analysis Excellence Pty Ltd

Study Group presented by: Esta Lessing CBAP®

www.business-analysis-excellence.com

[email protected]

+61 3 86 77 0891 (AEST 9am - 5pm)

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An organisational strategy is a definition of how that organisation applies its capabilities to
reach desired outcomes in an effective and efficient way. Strategy analysis is about
guiding and supporting the organisation through analysis to remain successful in
achieving these desired outcomes.

What is Strategy Analysis?

Let us start this section by understanding the term Strategy in the context of business
and more specifically business analysis. Strategy refers to the concept of defining the
most effective method or path to apply capabilities within the organisation to achieve
results for the desired set of goals or objectives.

In the specific context of Business Analysis, the Strategy Analysis knowledge area
describes the work involved with defining a business need which is of strategic (or
tactical) important by work in collaboration with business stakeholders. This includes the
work which will enable the business to address the need as well as align the change with
other business strategies at higher and lower levels of the organisation.

Strategy analysis is also about defining the future states which should be the result of
addressing the identified business needs. This often also includes the identification of
alternative solutions that will effectively address the business needs with the ultimate
objective of delivering more value to business stakeholders and customers.

The Strategy Analysis knowledge area includes the following tasks:

• Analyse Current State

• Define Future State

• Assess Risks

• Define Change Strategy

With Strategy Analysis there are a few different types of outputs or deliverables that
typically get produced. These include artifacts such as a strategic plan, product vision,
business case, product roadmap and more.

TASK: Analyse Current State

The first task described as part of the knowledge area, Strategy Analysis, is defining and
analyzing the current state of the organisation or business area under consideration. It is
about understanding what is currently being done, performed or executed to achieve
particular goals or outcomes.

During this section, we cover the need to understand the current state of an organisation
and each element that should be considered when you perform a current state analysis.
You will also learn that the current state analysis is an essential analysis activity to help
the organisation understand the true nature of the business needs.

Purpose
According to the BABOK® v3.0 Guide, the purpose of Analyse Current State is

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"to understand the reasons why an enterprise needs to change some aspect of how it
operates and what would be directly or indirectly affected by the change.”

The first step when assessing the current state is to gain a good understanding of why
the change is needed. Most often a potential change is needed when business problems
or opportunities cannot be addressed without changing the current state.

Let us consider the following example:

A motor vehicle manufacturer has identified that there is a need to reduce costs
associated with the maintenance of their existing Dealer Management System. This
system has been in use for 10 years and the vendor has doubled its licensing and
maintenance fees in recent years. This, in turn, has caused increased dealership
operational costs which have an impact on dealership profitability ratios.

Based on the business need to reduce operational costs for the Dealerships and manage
ongoing system maintenance costs, a potential change in the way dealership
management functions are managed and performed is being analysed.

It is important to understand that the current state is analysed and explored in just
enough detail to validate and confirm the need for a change in a particular situation. As
part of analyzing the current state, it is important to identify what and where change
would be needed in order to achieve the desired future state. Another important aspect is
to identify a measure or method to use in order to assess whether the change that was
implemented is effective.

The current state can be described at different levels, ranging from the entire organisation
to small parts of a solution.

It is also key to keep in mind that internal and external influencers, as well as other
changes, can affect the current state in ways that force changes in the desired future
state, change strategy, or requirements and designs.

Elements
There are eight elements to consider when you analyse the current state, they are:

• Business Needs

• Organisational Structure and Culture

• Capabilities and Processes

• Technology and Infrastructure

• Policies

• Business Architecture

• Internal Assets

• External Influencers

We will now summarise each of these elements and describe each in the context of a
practical example.

Element 1: Business Needs

What is a business need and where does it come from?

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Business needs are the problems and opportunities of strategic importance experiences
by the organisation.

It can come from different levels within the organisation. Here we consider the different
perspectives or directions, these needs can come from within the organisation:

From the top-down: This is a strategic goal that has been identified and needs to be
achieved.

As in our first example: The board members of the Motor Vehicle Manufacturer has
identified a need to reduce operational costs within the Dealerships.

From the bottom-up: This is when a problem is identified with the current state of a
process, function or system.

Using our example, the current Dealer Management System vendor is not
addressing the issues or problems identified and raised by staff members using the
system. This is causing ongoing operational issues and increased inefficiencies.

From middle management: This is when a manager or group of managers need further
information to make sound decisions or has to perform additional functions to meet
business goals and objectives.

Using our example to explore this further: The management at Dealership level are
reviewing budgets for the future year, the expenses presented for the next year has
brought to light that the Dealer Management System costs need to be addressed.

From external drivers: When we say a business need came from external drivers, we
mean that the business need was identified as a result of a challenge that came from
outside the organisation. These types of external drivers could be described as things
such as a change in customer demand or a change in business competition.

Using our example, the current Dealer Management System vendor is an external
organisation that has doubled its annual maintenance costs to the dealerships. This
has a direct impact on the dealership's profitability ratios which is driving the need
for a change.

Business needs are always expressed from the perspective of the organisation, and not
from the perspective that of any individual stakeholder.

Business needs are often identified or expressed along with a suggested solution.

It is the business analyst’s role to question the assumptions and constraints that might be
disguised in the statement of the issue to make sure that the correct problem is being
addressed and that the most optimal range of alternative solutions is being considered as
part of the change.

Element 2: Organisational Structure and Culture

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Do we need to carry out a cultural and structural assessment?

Firstly, the term organisational structure refers to the formal relationships between people
working in the organisation. The communication channels and informal relationships
within the organisation is not limited to the organisational structure, it is often driven by it.
It is important therefore to analyse the structure thoroughly so that the impact (whether
positive or negative) it can have on the planned change is well understood.

If for example, the senior stakeholders have a very strong and personal relationship with
the current system vendor’s management group it might be difficult to change to another
solution provider without affecting these relationships. It would be important to
understand the impact these relationships will have on the decisions made regarding the
needed change.

If all the key stakeholders don’t agree that the current solution is unsatisfactory a change
will also be more difficult, and this needs to be addressed.

Element 3: Capabilities and Processes

Identifying the activities performed within an organisation.

Capabilities and processes are all the functions performed within the organisation,
including products, services, and decision-making methods.

The Business Analyst can use a capability-centric view or a process-centric view to

assess the benefit of a change.

Let us now consider a practical example for each of these two different views when
assessing the benefit of a change:

Capability-centric view: For example, an organisation that provides short-term loans

and home loan finance, could simply add another product to be able to supply
vehicle financing. This would be a change in capability.

Process-centric view: An organisation that service and repair vehicles have always
ordered their vehicle parts stock on a weekly basis. When we change the business
process to order and have these parts delivered by the warehouse on a daily basis
we can describe that as a business process change with a positive impact on the
organisations’ ability to service clients.

The outcome of this analysis would be to identify if new capabilities are possible by
combining some of the existing capabilities, or if a change in process would be beneficial
to the current activities within the organisation.

Element 4: Technology and Infrastructure

How can technology and infrastructure impact a solution?

Information systems used by the organisation support people in using processes, making
business decisions, and have interactions with vendors and customers.

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The infrastructure describes the organisations in terms of their physical aspects and
capabilities. Infrastructure most typically includes components such as computer
hardware, physical plants, and logistics as well as the operation and upkeep of those
aspects.

Let’s consider our current example in this context: The business process was changed to
deliver vehicle parts stock on a daily basis, however, to be able for the business process
change to be applied and be effective in all Dealerships across the country, the
organisations' infrastructure needs to be assessed.

It was determined that a few centralised stock warehouses need to be built or leased to
ensure that enough stock is available in central business areas to meet the increased
business need to deliver new parts on a daily basis to Repair Centres.

Element 5: Policies

How can policies impact a suggested solution?

Policies can be seen as a set of rules that provide guidance to staff on behaviour and
actions; they also address routine operations. The policies of an organisation can impact
the possibility of implementing a specific solution if the solution does not meet or is in
conflict with the organisations' policy requirements within a particular context.

Considering a practical example: A company requires the employment of a new

accountant. Amongst the applicants for the position is a family member of one of the
existing staff members. If there is a policy that exists that states family members of
existing staff may not be employed, this application must be denied.

Element 6: Business Architecture

When analyzing the current state, the Business Analyst avoids considering only parts of
the whole situation to avoid working on certain aspects in isolation to other parts. The
Business Analyst must know how all the parts work and fit together in order to
recommend changes that will be effective once implemented.

The existing business architecture typically meets a variety of current business and
stakeholder needs and therefore must be carefully considered to ensure the desired
future state also caters to these needs in order to prevent a loss of value to the
organisation and its stakeholders.

To better understand this let us again consider the example of daily parts delivery in the
Car Dealership scenario:

• The business need for being able to service a customer within a day by having
access to all required parts in a timely fashion has been established.

• An infrastructure need was identified and addressed by building warehouses closer

to the central metropolitan areas. As well as the enhancement of the actual stock
delivery process to and from this warehouse.

• The processes within the dealerships were enhanced in order to do real-time stock
receipting and invoice reconciliation in order to streamline this process even further.

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If any of these needs were considered in isolation the solutions and introduced changes
would potentially have been much less effective or caused a loss of value in one or more
of these business areas.

Element 7: Internal Assets

As part of performing a current state analysis, the business analysts will identify
organisational assets. These assets can be tangible or intangible and can include assets
such as financial resources, patents, reputation, know-how, and brand.

In our example, the current good reputation of the Vehicle Repair Centres across the
country is an example of an intangible asset of this company.

Element 8: External Influencers

There are external influences on the organisation that could impact the change by
introducing constraints, dependencies or other drivers that affect the current state. Some
of these sources of external influences come from the following areas:

• Industry Structure

• Competitors

• Customers

• Suppliers

• Political and Regulatory Environment

• Technology

• Macroeconomic Factors

Let's consider some of these factors in the context of the example of the Vehicle Repair
Company by asking some target questions:

• What are the competitors doing to stay ahead in the industry?

• What other potential customer segments exist that we have not considered yet?

• What power or influence does the current supplier have over their customers, if any?

• Has technology innovation such as 3D printing been considered? This could affect
the way the company obtains spare parts on an as-needed basis?

• Is the macroeconomy being considered when projecting future sales revenue of

spare parts? Macroeconomic factors to consider would be the effect of inflation on
spare parts for vehicles that could affect the company’s ability to deliver services at
the same prices to customers.

Inputs and Outputs

With the Strategy Analysis task: Analyse Current State, there are the following key inputs
and outputs:

• Inputs: Elicitation Results, and Needs

• Outputs: Current State Description and Business Requirements

•
You have now covered the task of analyzing the current state which results in a clear
current state description. You also have a set of clear business requirements describing
the key objectives for the planned change.

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Let us now move to the next Strategy Analysis task, Define the Future State.

TASK: Define Future State

The second task described as part of the knowledge area, Strategy Analysis, is to define
the future state of the organisation or business area under consideration. This task is an
important Business Analysis activity to support the business in their journey to define the
future vision for the solution to their business needs. This task is about understanding
what are those desired outcomes or results we are expecting by making the change when
addressing the business need.

In this section, we cover those business analysis elements that help you formulate and
analyse all the aspects of establishing a desired future state. Each of those elements
needs careful consideration as part of defining the future state.

Let us start this discussion by understanding the purpose of defining the future state.

Purpose
According to the BABOK® v3.0 Guide, the purpose of Define Future State is "to
determine the set of necessary conditions to meet the business need.”

Ultimately defining the future state is about defining and expressing what you and your
stakeholders are expecting in terms of the future outcomes, results once the change has
been realized. It is important to ensure that the future state is well defined and that it is
achievable when considering the resources that are available. Another key aspect to
ensure is in place when defining the future state is a common vision amongst
stakeholders of what is the expected desired outcome.

A key reason you would perform a future state analysis is to gather enough information
and details to make the best possible decisions when considering different potential
solution options.

There is flexibility in defining future state description because it can include any context or
perspective of the desired future state. It can describe the new, removed, and modified
components of the organisation and can include aspects describing changes in terms of
people, processes and technology.

Let us revisit our previous example, where the stakeholder requirement was to find an
alternative solution to the current Dealer Management System, which was proven to be
too expensive to maintain.

The future state description will describe the changes in budget requirements for
implementation and maintenance for the new Dealership Management System. It will
include the scope of the desired solution capabilities and any system integration aspects
that would need to be built or changed. It will also include information about any business
processes required changes, as well as any infrastructure changes. The future state
description will also outline any people changes that may be needed to achieve the
desired results.

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Elements
There are eleven elements to consider when you define the future state:

• Business Goals and Objectives

• Scope of Solution Space

• Constraints

• Organisational Structure and Culture

• Capabilities and Processes

• Technology and Infrastructure

• Policies

• Business Architecture

• Internal Assets

• Identify Assumptions

• Potential Value

We will now summarise each of these elements and describe each in the context of a
practical example.

Element 1: Business Goals and Objectives

Very often a future state is described in terms of business objectives or goals. These
goals would then act as a guideline to define and develop the change strategy and help
define measures for potential value to be had.

Goals tend to be long term and ongoing statements. Goals are also more qualitative in
nature and describe a state or condition that the organisation wants to establish or
maintain.

Some examples of business goals can include statements like the following:

• Create a new capability or function

• Improve revenue by increasing sales or reducing costs.

• Increase customer or employee satisfaction

• Reduce time to deliver a product or service.

A goal will be broken down into objectives that are more granular and specific in nature. A
key part of formulating objectives is to ensure they are measurable by nature. The
organisation will define specific measures as part of the objective statements which can
be used when planning key performance indicators for successful change
implementation.

There is a well-known test for assessing objectives in terms of how well they have been
defined, called SMART. The SMART test works as follows:

• Specific: Is your objective specific, does it describe a specific outcome or result?

• Measurable: Is the outcome or result measurable?

• Achievable: Is this objective feasible or achievable?

• Relevant: It this objective aligned and relevant to the organisation's vision and
goals?

• Time-bounded: What is the timeframe for this objective to be achieved?

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An example of an objective for a Vehicle Manufacturing company could be: “To
increase vehicle sales by 20%, by the end of the current financial year.”

Element 2: Scope of solution space

This element is about describing which types of changes will be considered as in scope
to achieve the desired future state. For example, would changes to the organisational
structure, people and processes be considered as part of the solution? Or would the
solution scope be limited to only update technology solutions with minimal or no change
to organisational structure or people?

We can also consider this practical example following on from the previous
scenario of the Dealership Management System:

If there are multiple Dealer Management systems available to choose from to

replace the existing solution, the scope of the solution should be documented for
each alternative solution. This is because different solutions could cause changes in
different aspects of the business. For example, Solution A might require a complete
change in computer hardware, and printing devices as well a software
implementation whereas Solution B may require a big change in business processes
with minimal hardware changes.

By understanding the anticipated solution scope it is possible to make critical business

decisions about solution options using considerations deemed important within the
current context.

Element 3: Constraints

Constraints are the boundaries that the current state and future state must be defined
within.

For example, a client requests a new website to be built for their company; however,
it must be built using a specific framework such as WordPress.

It must be built in such a way that the clients can maintain it themselves after delivery,
and the development of the new website cannot take longer than seven days.

This is an example of a technology, time and skills constraint, which needs to be

considered when planning the future state.

Element 4: Organisational structure and culture

Often when a large scale change is introduced into the organisation, the formal and
informal working relationships that exist within the organisation may need to change to
help achieve the desired future state.

An example when the organisational structure and cultural element should be considered
in terms of a definition of the future state is in the case where two teams will be merged
and duplicate job functions will be created or changing the reporting lines of employees.

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When these types of changes are included in the description of the future state
description, it will assist in mitigating possible conflict that might arise during the
realization of a future state.

Element 5: Capabilities and processes

When you define the future state a key element to include is any changes to the current
activities being performed in the organisation. Any new or changes processes or
capabilities relating to any function being affected by the change should be included as
the future state definition and description. For example, new or changed processes and
capabilities could be in the areas of Delivering new products or services, activities to
comply with new regulations, or processes to improve the performance of the
organisation.

If we consider a real-world example: A new product is introduced within an existing

business area, this new product will follow existing inventory processes however there is
a handover point in the process where the new product is following a new labelling
process. This new labelling process would need to be included as part of the future state
description.

Element 6: Technology and Infrastructure

This element is about the Business Analyst assessing what the potential technology and
infrastructure changes should include achieving the desired future state.

A great way to learn the content of all the BABOK v3.0 Guide tasks is to relate each and
every task to a real-world scenario you have personal experience of. Do this by
considering the task, the element of the task and then find your own real-world example
based on previous experience. If you are unable to find a suitable memory of this, make
up another real-world scenario that would be relevant and true.

Another consideration in this context may be that the existing technology in an

organisation may impose technical constraints on the design of the solution.

Element 7: Policies

Policies would need to be updated if the Business Analyst finds the current policies to be
insufficient to cater to the desired future state.

If we consider a real-world scenario where a policy can be impacted by a change.

Consider a Micro Lending Organisation which sets the maximum loan amount for small
business loans to a new limit as part of the future state design. This change has an
impact on current company policies and needs to be updated to incorporate the new limit
for the maximum loan amounts.

Element 8: Business Architecture

All the components of any future state must support one another and work towards the
business goals and objectives. The overall desired future state of the organisation as a
whole must be considered as part of the definition of the desired future state of any
individual initiative or solution.

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For example, let's consider that the desired future state of an organisation is to have all
staff members work remotely to reduce the need for maintaining a large physical office
building. If this is the case, it will be a contradiction to the overall business objectives if a
decision is made to implement a solution or business process that supports a central and
co-located staff working model.

It is therefore important to always consider the desired future state of the entire
organisation when working on a future state for a specific initiative.

Element 9: Internal Assets

When you consider the element of internal resources, in the context of defining the future
state, you will see that the role of the Business Analyst here is to assess the existing
capabilities and resources the organisation has and whether there is a need to increase or
change these resources to support the future state. This also includes an assessment of
whether the existing capabilities and resources can be reused as part of the desired
future state.

Element 10: Identify Assumptions

Most strategies are predicated on a set of assumptions that will determine whether or not
the strategy can succeed, particularly when operating in a highly under certain
environment. It will often be difficult or impossible to prove that the delivery of a new
capability will meet a business need, even in cases where it appears reasonable to
assume that the new capability will have the desired effect.

It is important to be clear and have well-understood assumptions about what needs to be

true in order for the desired future state to be successfully implemented or achieved.
When assumptions are well defined, it enables the team to test any change strategies to
validate assumptions or discover if any assumptions are in fact incorrect. If critical
assumptions are proven incorrect in the early stages of an initiative, it assists the team to
redirect or potentially terminate the initiative.

The last element to consider when the business analyst works to define the future state is
assessing the potential value of the future state.

Element 11: Potential Value

The element describing the potential value that the desired future state expects to deliver
is about considering not only the implementation costs of the new solution or change but
understanding the potential future value that the change will bring to the business. This
could be expressed in terms of a financial return or it could be expressed in less tangible
terms. A scenario may occur where an organisation needs to implement a change to stay
practicing in business due to a legislative change. In this case, the business may even
have a decline in overall value or return but is still able to operate as a business.

If we continue with our Dealership Management System example, the procurement

costs, installation costs, customisation as well as monthly running costs must be
considered when choosing a suitable vendor to replace the current dealer
management system. This is necessary to be confident that the net benefit of
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proceeding with the new solution would outweigh any costs incurred to implement
the change.

Additional sources for potential value which may be less tangible or quantifiable could
include in our example that the new vendor has a strong industry aligned technology
knowledge base and aligns their software with ongoing innovations happening within the
industry.

Inputs and Outputs

With the Strategy Analysis task: Define Future State, there are the following key input and
outputs:

• Input: Business Requirements

• Outputs: Business Objectives, Future State Description, Potential Value

You have now learned about the task of defining the future state which results in business
objectives, a future state description and the potential value expected from the future
state solution.

Let us now move to the next Strategy Analysis task, Assess Risks.

TASK: Assess Risks

The third task described as part of the knowledge area, Strategy Analysis, is to assess
risks that exist in the context of moving into the future state or once the organisation is in
the future state.

As a Business Analyst, this is an important task to incorporate in your work because the
Business Analyst is in a unique position to understand the business needs in detail as well
as have a broad understanding of the solution aspects being considered. This enables the
business analyst to identify and assess risks during the course of an initiative. During this
section, we will learn about the key elements to consider when assessing potential risks.
We will address the key aspects of making suitable recommendations to the stakeholders
in terms of the best course of action once risks have been assessed for the initiative.

Let us start by understanding the purpose of the Assess Risks task.

Purpose
According to the BABOK® v3.0 Guide, the purpose of Assess Risks is "to understand the
undesirable consequences of internal and external forces on the enterprise during a
transition to, or once in, the future state. An understanding of the potential impact of
those forces can be used to make a recommendation about a course of action.”

What is the definition of risk? The BABOK v3 Guide definition is as follows: “Risk is the
effect of uncertainty on the value of the change, a solution, or the enterprise.”

Assessing risks is about analyzing the risks and also actively managing their potential
impact on the solution underway. You might identify risks associated with the current
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state, the desired future state, a specific change or change strategy or any other area
within the enterprise.

The reasons why risks are analysed is to understand the possible consequences if a risk
should occur, understand the real impact of those consequences, how likely is the risk to
eventuate and what is the timeframe of when this risk might occur.

If you understand the risks that exist within the context you are working you are in a much
better position to make decisions relating to the risk and you can prepare yourself for
managing the risk in case it should eventuate.

Now that we have an overview of the scope of assessing risks, we will delve into the key
elements that you should consider when performing this task as a Business Analyst in
practice.

Elements
There are five elements to consider when you Assess Risks:

• Unknowns

• Constraints, Assumptions, and Dependencies

• Negative Impact to Value

• Risk Tolerance

• Recommendation

Element 1: Unknowns

What if you don’t know all the risks?

Often on an initiative, there is some uncertainty of the likelihood of any specific risk
occurring and what the exact impact would be. The role of the Business Analyst is to
work with the stakeholders in relation to any identified risks and aim to elicit as much
information as possible about the risk, its likelihood, and potential impact. Even if this
proves challenging, it is still worth documenting as much information as possible about
the risk and prepares a plan to mitigate or manage the risk should it occur.

In a real-world example, let us consider the risks associated with a Point of Sale
device upgrade project. Within a retail organisation, there is a requirement to
upgrade to a new Point of Sale devices. The new devices will be supplied by a new
manufacturer than the currently existing devices.

As a Business Analyst, you identify some risks relating to the data integration and device
communication aspects. You also realize that there might be other risks that you are not
able to define yet which may occur or become known once the new devices have been
installed and are functioning. This leads you to recommend a risk mitigation strategy
which is to do some testing on the new devices before rolling out all devices to the retail
outlets.

Element 2: Constraints, Assumptions, and Dependencies

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If we consider the task of assessing risks, it is worth understanding that any constraints,
assumptions or dependencies which has been defined for your change or initiative should
also be analysed in terms of identifying risks. This may result in reformulating the
constraint, assumption or dependency as a risk and then manage it as such going
forward.

Let's clarify this scenario with a real-world example:

You have purchased a new property, but there is a condition on the purchase
contract which says that it is dependent on the sale of your existing property. This
dependency in itself can be seen as a risk to the property purchase process and
needs to be identified and assessed.

It is also assumed that the purchase of the new property and the sale of the old
property will happen at the same time and that you won’t end up, needing to look
for alternative accommodation for a certain period of time. This assumption can be
identified as a risk.
An additional risk in the context of this scenario could be the constraint that you
will not be able to move into the new property until the current owners have moved
out. The consequence of this risk occurring is that you may not have anywhere to
live whilst the current owners have not moved out of the new property.

Element 3: Negative impact to value

One of the fundamental reasons it is important to identify risks whilst performing Business
Analysis is because we need to know the conditions that will increase the likelihood of a
negative impact on the value we are working towards delivering. It is important to
determine the level of the risk and the likelihood of the risk eventuating.

There is the possibility to be able to quantify the overall risk level in financial terms, by
looking at the amount of time potentially lost or spent, or at the effort involved.

Element 4: Risk Tolerance

What is risk tolerance and how is it measured?

The risk tolerance is a measure of how much uncertainty a stakeholder or an enterprise is

willing to take on in exchange for potential value.

There are three broad ways of describing a company’s attitude toward risk in general:

• Risk-aversion: When a company is risk-averse, it means that their preference is to

not take risks or there is an unwillingness to accept much uncertainty.

• Neutrality: When a company is risk-neutral it means that their attitude towards risk
allows for some level of risk to be acceptable, just as long as when the risk does
occur there is no loss of any kind.

• Risk seeking: When a company is risk-seeking it means that they are willing to take
on more risk as long as a higher potential value will be achieved. Perhaps even
seeking higher risks for higher value return.

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As you can image, An individual or company may express different risk tolerances at
different times of their lives or in different circumstances.

These types of risk tolerances can often clearly be seen when it comes to making
financial investments. However, it can also be applied within normal project environments
as well.

Element 5: Recommendation

This element is describing the recommendation a business analyst would make interns of
a course of action be taken after considering the overall risk level and the stakeholders
risk tolerance.

There are very common categories these recommendations would fall into. These include:

• Continue to pursue the benefits of a change regardless of the risk level,

• Pursue the benefits of a change while spending time and effort to reduce the
likelihood and/or impact of that risk,

• Aim to find more ways to increase the benefits of making a change to outweigh the
risk,

• Recommend to not pursue the benefits of a change due to the risk level

Inputs and Outputs

With the Strategy Analysis task: Assess Risks, there are the following key inputs and
output:

• Inputs: Business Objectives, Elicitation Results (confirmed), Influences, Potential

Value, Requirements (prioritized)

• Output: Risk Analysis Results

You have now learned about the task of assessing risk which results in comprehensive
risk analysis results to share with the team and the stakeholders of your initiative.

Let us now move to the next Strategy Analysis task, Define change strategy in order to
develop and assess alternative approaches to the change and make a recommendation
for next steps.

TASK: Define Change Strategy

The fourth task described as part of the knowledge area, Strategy Analysis, is to define
the change strategy. This task is about understanding what are the alternative
approaches that could be taken with a change and what is involved in making a choice
about which alternative to moving forward with.

Defining the change strategy is a key task in the context of Business Analysis because it
supports the transition from the current state to the desired future state in a planned and
systematic way. It guides and ensures that the change strategy is supported by sound
analysis of the elements that influence the success of an initiative. During this section, we
will cover the key analysis elements that are key to the successful execution of a change
strategy.

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Let us start by understanding the purpose of defining a change strategy.

Purpose
According to the BABOK® Guide, the purpose of Define Change Strategy is

"to develop and assess alternative approaches to the change, and then select the
recommended approach.”

You will be able to appreciate that it is easier to develop a change strategy when the
current state and the future state are already defined because they provide some
perspective for what the change is about.

When you develop a change strategy, you should describe the change in the context of
answering key questions around the following aspects:

• What is the context of the change?

• What are the identified alternative change strategies?

• Include a justification for why a particular change strategy is the best approach?

• What investment and resources would be required to work toward the future state?

• how will the organisation be able to realize value after the solution is delivered?

• Who are the key stakeholders in the change?

• What would the transition states be along the way?

Elements
There are five elements to consider when you Define Change Strategy:

• Solution Scope

• Gap Analysis

• Enterprise Readiness Assessment

• Change Strategy

• Transition States and Release Planning

Let us now consider each of these elements in more detail.

Element 1: Solution Scope

What is solution scope and why is it required?

Let us start by defining the term, solution, in this context. The term solution here simply
refers to the outcome or result once a change has been implemented in order to meet a
particular business need.

Whereas, the solution scope defines the new capabilities and functionality that will be
included as part of the change. It also includes a description of how it will solve any
identified current state issues or problems and how it will meet the goals set for the
desired future state.

The solution scope can often also include descriptions of aspects that is not included in
the scope and are deemed out-of-scope components.

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Element 2: Gap Analysis

The idea of a gap analysis is often used when describing a document or set of activities
that identify all the differences between the current state and the future state capabilities.
To be able to perform an effective gap analysis it is important that both the current and
future state is defined in detail.

Element 3: Enterprise Readiness Assessment

The enterprise readiness assessment is about the activities performed to determine

whether an organisation has the capacity and ability to accept the change being
proposed as well as whether the organisation will be able to sustain the solution and
realize value from the solution. This is an important assessment to do in order to facilitate
a successful project outcome.

In a real-world scenario, the level of success of the implementation could be heavily

affected if the following aspects have not been completed or agreed upon:

• the impacted recipient stakeholders are not ready to accept a new software solution,
• the business support operations division who has to consume the output generated
by the new solution have not yet planned, documented or tested any of the new
operational support processes.

This is why it is crucial to perform an enterprise readiness assessment to determine

whether a new change or solution will be able to be sustained and valued in the
organisation.

Other aspects included in the enterprise readiness assessment is an analysis of the

timeline from when the change will be implemented to when it is expected that value can
be realized, as well as which resources are required to be available to support the change
effort.

Element 4: Change Strategy

When you formulate a change strategy, you are creating a high-level plan that describes
the key activities that will be executed to move or transform the organisation from their
current situation to the future state. Change strategies are most commonly described
either as a once-off (big-bang) implementation or a phased or iterative style
implementation.

Before choosing the preferred change strategy it should consider the following aspects:

How ready is the organisational to make the change?

For example: If the organisation recently underwent a restructure, it may not be the
most suitable time to introduce an additional change to the organisation.

Are there major costs and investments required to make the change?

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For example: Consider whether it is more costly to continuously do iterative smaller
implementations or doing a one-off implementation.

Is now a good time from an organisational timeline perspective to make a change?

For example: If there is no strict deadline to have a fully functional solution, smaller
more frequent implementations might be considered in order to implement the
change over a longer period of time.

Further considerations include:

Is the change strategy aligned with the business objectives?

For example: If a business objective is to reduce operational cost across the

business and a change strategy recommendation is an implementation approach
that is not cost-effective, then this could be considered as an unaligned change
strategy.

Is it optimal from a timeline to a value realization perspective?

Does the change strategy minimize the time between implementation and when the
business can start expecting a cost reduction or value increase? For example: Consider
a change strategy where it is decided to adopt an iterative cycle based
implementation. This approach is estimated to take 12 months to complete
implementation whereas a "Big Bang" change strategy for the same
implementation would take only 6 months. The business would need to consider all
factors (associated risks, costs, people, etc.) as well as the timeline to value
realization before they make a final decision to adopt an iterative change strategy.

What are the opportunity costs of the change strategy?

The opportunity costs refer to the benefits that could have been realized if an alternative
change strategy was adopted. For example: If a business decides to adopt a "Big
Bang" strategy for implementation, they can save money because they only need to
fund a project implementation team for a short period of time. However, if they
choose an iterative implementation approach that takes longer to be completed,
they would need to fund a project implementation team for a longer period of time.

Element 5: Transition States and Release Planning

A transition state is where the organisation has to keep operating within a state where the
change has not been fully implemented yet. It is often considered as part of the release
planning, which is when it is decided which capabilities of the new solution will be
included in which parts of the solution release for implementation. Other factors that
determine which capabilities will be included in the releases are factors such as the
budget, time and resource constraints.

It is important for the business analyst to know when, what change will be implemented,
and how it will impact the business.

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It is the responsibility of the Business Analyst to ensure that he or she knows how the old
and new system will integrate, or communicate during the transition state. The transition
state will continuously change as new releases are implemented and will seize when the
full solution has been implemented.

Additional planning considerations such as new training for staff members to facilitate the
transition state should be incorporated as part of the release-planning tasks.

Input and Output

With the Strategy Analysis task: Define Change Strategy, there are the following key
inputs and outputs:

• Inputs: Current State Description, Future State Description, Risk Analysis Results,
Stakeholder Engagement Approach

• Outputs: Change Strategy, Solution Scope

You have now learned about the task of defining a change strategy which results in a
defined solution scope and recommended change strategy.

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