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Business Analysis
Getting the analysis right is key to any successful change initiative. Our Business Analysis service gives our clients access to Business Analysts who are available for periods from one day to several months and have a plethora of experience at various different levels, from strategic, working at executive level, to day-to-day 'business as usual', working with operations or projects.
Pyradigm Business Analysts are split into 3 categories of Business Analysts as below. A ‘Pyradigm Business Analyst’ can be seen as an ‘umbrella’ term which includes (but is not limited to) the following roles, some of which you may envisage as being distinct from a traditional Business Analyst role:
Below are just some of the Business Analysis services Pyradigm offers.
Organizational/Enterprise-wide Business Analysis
- Strategic planning - the analysis of the organization's strategic Business needs identification
- Operating and business model analysis - defining and analyzing the organization's policies and market business approaches. Building business models that fit with your organisation both now and for the future
- Corporate Issue and Risk Management
- Stakeholder Analysis and Stakeholder Needs Analysis - Overlapping with tasks also typically carried out by Pyradigm Change Management consultancy service, this is an important activity which must be carried out as early as possible in an business change initiative. It is very important to recognize who the key stakeholders are and this identification process can be achieved though performing stakeholder analysis. Once the key stakeholders are identified and categorized change management dictates that their needs and expectations are to be recorded and managed appropriately throughout the project. The collating and recording of stakeholders needs is an integral part of
Project Life-cycle focussed Business Analysis
- Stakeholder Analysis and Stakeholder Needs Analysis - Overlapping with tasks also typically carried out by Pyradigm Change Management consultancy service, this is an important activity which must be carried out as early as possible in an business change initiative. It is very important to recognize who the key stakeholders are and this identification process can be achieved though performing stakeholder analysis. Once the key stakeholders are identified and categorized change management dictates that their needs and expectations are to be recorded and managed appropriately throughout the project. The collating and recording of stakeholders needs is an integral part of what a Pyradigm Business Analyst will do for your organization through a multitude of skill, tools and techniques.
- Project scoping - driving out project objectives, business cases and key issues, ensuring that scope is clearly and concisely defined and agreed with all stakeholders.
- Project Issue and Risk Management - identifying project issues and risks and seeking prompt resolution.
- Implementation / Transition Requirements are capabilities or behaviours required only to enable transition from the current state of the enterprise to the desired future state, but that thereafter are no longer required.
Business Processes Re-engineering / Business Process Analysis
Requirements Management
- High Level Business Requirements - Which can form part of the Project initiation documentation or can be after this documentation has already been put together but where formal business requirements documentation is still required. Particularly for Projet initation documentation, this would include what the project must achieve, and according to what quality measures (e.g., key performance indicators or tangible objectives). Typically a Pyrdaigm Consultant would express this in terms of broad outcomes the business requires (e.g., Ability statements). It's focus is on the "What" is needed.
- Business Requirements Catalogue (Detailed Business Requirements) - Typically this is produced after the High Level Business requirements documentation has be written, agreed and signed off. It details the raw requirements and still focussing on the "What".
- Functional Specifications - Still a type of requirements document, this describes "What specifically" will be required (or what some people may see as the "How"), i.e. what the system, process, or product/service must do to fulfill the business requirements (i.e. the system shall ...). While this is moving closer to designing the solution, the requirements are still in written in a way where they are only narrowing in on a solution. If we are talking about the solution being an IT system for example, the author of the Technical Specification written in response to the Functional Requirements would still have a choice of what to specify as the solution in the Technical Specification Document.
- Non-functional Specifications
There are requirements that do not perform a specific function for the business requirement but are needed to support the functionality. A few examples are (not an exhaustive list): performance, scalability, security and usability. - Specifications / Technical Specification Documents
This is moving into the area of 'technical solution-ing' our consultant Business Analysts try are more than capable of defining system specifications. - Traceability matrix
is a cross matrix that records requirements through each stage of the requirements gathering process. It matches high level concepts to scope items, which map to individual requirements, which map to corresponding functions. This matrix takes into account changes in scope during the project life. At the end of a project, this matrix shows each function built into a system, its source, and the reason that any stated requirements may not have been delivered.
General Business Analysis Guidance, set-up and coaching
- Requirements Gathering Methods and approach - helping you decide how best to document and manage requirements to achieve the business benefits you desire.
- Mentoring - working with your Business Analysts through peer group reviews of completed work to constructively challenge and improve the process and products of
- Workshop Facilitation - from Project Initiation to Project Reviews.
Cross-practice Collaboration
Business Strategy
The Business Strategy practise works closely with the Change Management practise. A number of activities carried out by Change Management consultants are taken into consideration when defining business strategy. For example, the Business strategy will take into account the potential resistance to a certain types of change as well as the organization's senior manager’s ability to work as Change Sponsors and Change Champions which contribute as factors in deciding what is the best project to execute. Therefore these factors addressed in Business Strategy will be effecting and helping to define the Change Management approach.
Change Management
Project Management
It goes without saying that Change Management goes hand-in-hand with Project Management. Although Pyradigm usually develop a Change Management plan which is separate from a Project Management plan, more often than not, Change Management activities are executed as part of the Project plan. It is imperative that Change Management initiatives are begun from the start of a project and the Pyradigm emphasis always for the Project Manager and the Change manager to work very closely together.
