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COIT20251 Knowledge Audit for Business Analysis Report Sample

Task Description

In this assessment, you will demonstrate understanding of the core competencies and skills required for a Business Analyst. You will also demonstrate your knowledge in the use of tools and techniques for requirements elicitation and reporting.

The assessment has two parts – Part A: Reflections and Part B: Case Studies.

Part A: Reflections

To construct this part of the assessment, you are required to a write a reflection on each of the three topics mentioned below.

1. The Business Analysis Maturity Model (BAMM)

2. Prototyping

3. Gap Analysis

In each reflection, you will provide a brief introduction of the topic (method/process/model), how the method/process/model works, stakeholders involved, inputs and outputs, how it helps business analysis and its benefits. You also need to include figures, diagrams and illustrations to improve the quality of presentation.
Each portfolio should contain approximately 400 words. You need to include at least three references (including at least two academic references) for each reflection. You also need to make sure that the references are cited in the text and the reflections are free from any grammatical and spelling errors.

Part B: Case Studies

In this part, you will analyse two short case studies and answer questions for The Assignment helpline given with each case study. The case studies will be made available on the Moodle unit website. The answer to each case study question should not contain more than 400 words.

You should include at least four references (including at least two academic references) in this part.

Solution

Part A: Reflections

1. The Business Analysis Maturity Model (BAMM)

The Business Analysis Maturity Model (BAMM) is a framework that helps organizations evaluate and improve their business analysis practices. It is based on the idea that organizations can progress through different levels of maturity in their business analysis practices, and that by understanding where they are currently, they can take steps to improve. BAMM is a process that allows organizations to measure and evaluate their current business analysis practices in order to identify areas for improvement and align their business analysis strategy with their overall organizational goals (Jayapalan, 2020).

Five levels of maturity:

BAMM consists of five levels of maturity: Initial, Managed, Defined, Quantitatively Managed, and Optimizing. Each level describes a different stage in the development of business analysis practices and includes specific characteristics and capabilities that organizations at that level are expected to possess (Nilsson & Dahlgren, 2019).

 

Figure 1 Characteristics of the maturity levels
(Source: Nilsson & Dahlgren, 2019)

- At the Initial level, business analysis is ad-hoc and reactive, with no clear processes or standards in place.

- At the Managed level, processes and standards are established, but they are not consistently followed.

- At the Defined level, processes and standards are consistently followed and there is a clear understanding of the business analysis role within the organization.

- At the Quantitatively Managed level, metrics are used to measure the effectiveness of business analysis practices.

- At the Optimizing level, business analysis practices are continuously improved (Nilsson & Dahlgren, 2019).

Stakeholders involved in BAMM and input and output to BAMM

The stakeholders involved in BAMM include business analysts, project managers, business leaders, and other stakeholders that are impacted by the business analysis process. The inputs to BAMM include data on the organization's current business analysis practices and the outputs are a report that describes the organization's level of maturity and recommendations for improvement (Terry Ramabulana et al., 2020).

The stakeholders involved in BAMM include business analysts, project managers, business leaders, and other stakeholders that are impacted by the business analysis process. The inputs to BAMM include data on the organization's current business analysis practices and the outputs are a report that describes the organization's level of maturity and recommendations for improvement (Terry Ramabulana et al., 2020).

BAMM process

The BAMM process typically includes the following steps:

• Define the scope of the assessment: Determine which business analysis practices will be evaluated and which stakeholders will be involved.

• Gather data: Collect data on the organization's current business analysis practices through interviews, surveys, and document reviews.

• Analyze data: Review the data and evaluate the organization's level of maturity in each of the five BAMM levels.

• Report results: Prepare a report that describes the organization's level of maturity and provides recommendations for improvement.

• Implement improvements: Develop and implement a plan to address any identified areas for improvement.

BAMM helps business analysis by providing a clear and objective way to assess the organization's current practices and identify areas for improvement. It also helps to align business analysis practices with the organization's overall strategy and goals. By using BAMM, organizations can improve the effectiveness and efficiency of their business analysis practices, which in turn can lead to better decision-making, improved project outcomes, and increased business value.

Benefits of BAMM:

• Provides a clear and objective way to assess the organization's current practices and identify areas for improvement.

• Helps to align business analysis practices with the organization's overall strategy and goals.

• Improves the effectiveness and efficiency of business analysis practices.

• Leads to better decision-making, improved project outcomes and increased business value

2. Prototyping

Prototyping is a process of creating a model or simulation of a system or product, which is used to test and evaluate the design before it is built. Prototyping is an iterative process, which means that the prototype is continually refined and improved until it meets the requirements of the stakeholders.

Prototyping is a process that involves creating a preliminary version of a product or system to test and evaluate its design and functionality. The prototype is typically a simplified version of the final product and is used to gather feedback and make improvements before the final product is developed. The process of prototyping allows stakeholders to test and evaluate the product or system's design and functionality before it is developed, which can help identify any problems or issues early on and ultimately save time and money in the long run.

Different types of prototypes

There are different types of prototypes, such as paper prototypes, wireframes, and functional prototypes. Paper prototypes are simple mockups of the product or system created using paper and pencil, while wireframes are digital mockups that show the layout and functionality of the product or system. Functional prototypes are more advanced and can be used to test the product or system's functionality (BA,2021).

 

Figure 2 Prototype
(Source: BA,2021)

Stakeholders involved in prototyping and input and output to prototyping

The stakeholders involved in prototyping include project managers, designers, developers, and users. The inputs to prototyping include the product or system's requirements, design, and any constraints. The outputs are the prototype itself, feedback from stakeholders and any improvements that need to be made (Lauff et al.,2020).

Process of prototyping

Figure 3 Prototyping Process
(Source: BA,2021)

The process of prototyping typically includes the following steps:

• Define the scope of the prototype: Determine the purpose of the prototype and what features and functionality need to be included.

• Create the prototype: Use various tools and techniques to create a preliminary version of the product or system.

• Test and evaluate the prototype: Gather feedback from stakeholders and use it to make improvements to the prototype.

• Refine and improve the prototype: Make any necessary changes to the prototype based on feedback and testing (BA,2021).

Prototyping in business analysis

Prototyping helps business analysis by allowing stakeholders to test and evaluate the product or system's design and functionality before it is developed. This can help to identify any problems or issues early on, which can save time and money in the long run. It also helps to ensure that the final product or system meets the user's needs and is fit for purpose (Baldassarre et al., 2020).

Benefits of prototyping

• Allows stakeholders to test and evaluate the product or system's design and functionality before it is developed (Lauff et al.,2020).

• Helps to identify problems or issues early on and save time and money in the long run.

• Ensures that the final product or system meets the user's needs and is fit for purpose.

3. Gap analysis

Gap analysis is a process that involves identifying the differences between the current state of an organization and its desired future state. It is used to identify areas where the organization needs to improve in order to achieve its goals and objectives. The process of gap analysis helps organizations to identify areas of weakness and prioritize areas for improvement (Robin, & Robin, 2021).
The process of gap analysis typically includes the following steps:

Figure 4 Gap Analysis Process
(Source: Santhosh & II MBA, n.d.))

• Define the scope of the gap analysis: Determine the goals and objectives of the organization and what areas will be evaluated.

• Collect data on the current state: Gather information on the organization's current processes, systems, and performance metrics.

• Define the desired future state: Identify the goals and objectives of the organization and what the desired state should be.

• Compare the current and desired states: Identify the differences between the current and desired states and document any gaps or areas of weakness.

• Prioritize the gaps: Determine which gaps have the most impact on the organization's goals and objectives and prioritize them for improvement.

• Develop recommendations: Develop a plan to address the identified gaps and improve the organization's processes and systems (Santhosh & II MBA, n.d.).

Stakeholders involved in gap analysis and input and output to gap analysis

The stakeholders involved in gap analysis include business analysts, project managers, business leaders, and other stakeholders that are impacted by the organization's goals and objectives. The inputs to gap analysis include data on the organization's current state, goals and objectives, and any constraints. The outputs are a report that describes the gap between the current and desired state, and recommendations for improvement (Suklan, 2019).

Gap analysis role in business analysis

Gap analysis helps business analysis by providing a clear and objective way to identify areas where the organization needs to improve in order to achieve its goals and objectives. It allows the organization to understand the gap between their current and desired state, and prioritize areas for improvement. By using gap analysis, organizations can improve their performance and achieve their goals more efficiently. It also allows organizations to identify the gap between the current state and desired state in the areas of operations, processes, systems, and performance, in order to make informed decisions about how to improve and move forward (Robin, & Robin, 2021).

Benefits of Gap Analysis:

• Provides a clear and objective way to identify areas where the organization needs to improve

• Helps organizations to understand the gap between their current and desired state

• Prioritize areas for improvement

• Improves the organization's performance and achieve their goals more efficiently.

• Allows to identify the gap between current state and desired state in the area of operations, processes, systems, and performance (Suklan, 2019).

Part-B

Case Study-1: A Manufacturing Company

1. Position of current users of the Case study organisation on the Power/Influence/Interest Diagram.

In the Power/Influence/Interest Diagram, the current users of the Case study organization would likely be located in the lower right quadrant, as they have minimal power and influence within the organization, but a high level of interest in the current system they are using. They are the ones who are directly impacted by the system and have a high level of interest in it, since they have been using it for a long time and are familiar with its capabilities and limitations. They have developed a sense of trust and comfort with the system, have established a workflow that is efficient for them and they don't want to change it (Reed, 2022).

Figure 5 Power/Influence/Interest Diagram
(Source: Paula, 2022)

The users may have some resistance to changing the system they are used to, and they do not want to spend time and effort learning a new system or dealing with the trauma of change that comes with it. They might not see the need for a new system, since the current one is working for them. They are not the problem owners, they are not the ones who have the problem with the old system, they are just the ones who have to work with it.

On the other hand, upper-level management is located in the upper left quadrant. They have the power and influence to make decisions for the organization, but their interest in the current system may not be as high as that of the users. They are concerned about the two people who are maintaining the system, and the potential consequences of not having anyone to maintain it. They are worried that the company will not be able to sell any new products if the system is not updated. They see the need for a new system written in a modern language with more modern technology (Mints & Kamyshnykova, 2019).

The Upper-level management are aware that the technology is outdated and that it is hard to find people who can maintain it. They are aware that the system is not meeting the current regulatory compliance standards, and they are worried that the company will be penalized if the system is not updated. They are the problem owners in this situation, they are the ones who have the problem with the old system and they are the ones who have to find a solution for it. Upper-level management is in a position of power and influence, and they have the responsibility to make decisions that will benefit the organization as a whole. They must weigh the concerns of the users with the needs of the organization, and find a solution that will work for both parties.

2. Strategies to effectively manage the stockholders in an "uncooperative users" situation

• Communicate the urgency and importance of the situation to upper management and gain their support in communicating the need for change to the users: The support of upper management is crucial to overcome resistance from the users. Upper management should be involved in the process of selecting and designing the new system, allowing them to provide input and feedback on how it will impact their work processes. They should be able to communicate the urgency of the situation and the potential risks if the system is not updated (Gupta et al., 2020).

• Involve the users in the process of selecting and designing the new system: By involving the users in the process, they will feel more invested in the new system, and their resistance to change may decrease. It is essential to understand their concerns and address them in the design of the new system. The users should be able to provide feedback on the system design and they should be able to test the new system before it is implemented. The users should be able to provide feedback on the system's ease of use and they should be able to provide feedback on the system's compliance with their workflow.

• Provide training and support for the new system: To mitigate the users' resistance to change, it is essential to provide training and support for the new system. This will help them understand how the new system works and how it will benefit them. The users should be able to attend training sessions and they should be able to receive support from the system's developers. The users should be able to receive support during the transition period and after the new system is implemented (Mints & Kamyshnykova, 2019).

• Communicate the benefits of the new system: It is essential to communicate the benefits of the new system to the users, such as increased efficiency, improved compliance, and better reporting capabilities. This will help the users understand why the new system is necessary and how it will improve their work processes. It is important to show the users how the new system will make their job easier, more efficient and how it will help them to meet the regulatory compliance (Gupta et al., 2020).

• Be flexible and open to feedback: It is essential to be flexible and open to feedback from the users throughout the process. The users should be able to provide feedback on the new system, and the system developers should be able to make changes based on the feedback. The system should be flexible enough to adapt to the users' needs.

• Have a plan in place for the transition: It is essential to have a plan in place for the transition from the old system to the new system. This will help ensure a smooth transition and minimize disruption to the users' work processes. The plan should include a timeline for the transition, a training schedule for the users, and a support plan for the users during and after the transition.

Case Study-2: Smart Solar Systems (3S)

1. Tangible and Intangible costs that would be involved in the business improvement options.

The business improvement options proposed for the 3S company that would involve both tangible and intangible costs.

Tangible costs

• Tangible costs include the cost of implementing cloud-based ERP and KM systems, as well as the cost of training front-line staff to become generalists (Chofreh et al., 2020).

• The cost of purchasing and implementing new software systems can be substantial, as well as the cost of training employees on how to use them.

• Additionally, there may be additional costs such as hardware upgrades or IT support that would need to be considered.

• These costs may include the purchase, installation and maintenance of the software, the cost of data migration, the cost of employee training, the cost of IT support and the cost of hardware upgrades (Velenturf & Jopson, 2019).

Intangible costs

• Intangible costs include the costs of changing the company organizational structure and culture. This may involve significant changes in how the company operates, which can be disruptive to employees and may require significant time and effort to implement.

Additionally, there may be a loss of experienced employees who are not comfortable with the new organizational structure or who may not possess the necessary skills to adapt to new roles. This can lead to a loss of institutional knowledge, which can be difficult to replace, and a loss of employee engagement, which can lead to a decrease in productivity (Andersson et al., 2019).

• Another intangible cost would be the time taken to implement these changes. The change process may take a while and might also face resistance from employees and managers who might be uncomfortable with the new ways of working.

This may lead to a decrease in productivity and may also lead to delays in completion of tasks and projects. This can also lead to a loss of customer trust and business opportunities (Carlsson Wall et al., 2022).

• Finally, the cost of flattening the organization hierarchy would be that managers may lose some of their decision-making power, and that front-line staff may not be prepared to take on more responsibility, which could lead to confusion and mistakes.

This may also lead to a loss of accountability and a lack of direction in the organization, which can lead to a lack of progress in achieving company goals (Andersson et al., 2019).

The business improvement options would involve significant tangible costs such as implementation of new software systems and training of employees, as well as intangible costs such as changes in organizational structure and culture, loss of experienced employees, and resistance from employees. Additionally, it can also lead to a loss of time and delay in achieving company goals

2. Tangible and Intangible benefits that business improvement options deliver once implemented successfully

The business improvement options proposed for the 3S company would deliver both tangible and intangible benefits once implemented successfully.

Tangible benefits

• Tangible benefits include improved efficiency and productivity, as well as cost savings resulting from the streamlined business processes. The implementation of cloud-based ERP and KM systems would allow for better collaboration, communication and sharing of knowledge among the teams, leading to improved workflow, faster decision making and reduced errors. This would lead to faster completion of projects, improved customer service and increased revenue for the company (Chofreh et al., 2020).

Flattening the organizational hierarchy would give front line staff more autonomy in decision making, which can lead to increased job satisfaction, higher employee engagement and improved performance. This can also lead to improved customer service as front line staff would be more empowered to make decisions that are in the best interest of the customer, which would lead to increased customer loyalty and repeat business (Andersson et al., 2019).

• Integrating business units would allow customer service, engineering & design, logistics, installation, marketing, and sales teams to collaborate and share information more easily without needing the approval of their managers. This would allow teams to work more efficiently and effectively, and would lead to faster completion of projects and increased customer satisfaction. This would also lead to increased revenue and improved company reputation (Velenturf & Jopson, 2019).

• Re skilling front line staff to become generalists would make them more versatile and adaptable to different roles, which would allow the company to respond more quickly to changing market conditions. This would also lead to better employee retention, as employees would be more likely to stay with the company if they were given the opportunity to learn new skills and take on new roles. This would lead to reduced recruitment and training costs for the company (Carlsson Wall et al., 2022).

Intangible benefits

Intangible benefits include improved company culture, increased employee engagement and improved customer satisfaction. A more collaborative and communicative culture would improve employee morale, and the ability to adapt to changing market conditions would lead to improved:

• Customer satisfaction

• Brand reputation and Customer loyalty.

• Employee engagement and motivation

• Performance and Productivity (Andersson et al., 2019).

The business improvement options would provide a range of tangible and intangible benefits once implemented successfully. These benefits include improved efficiency, productivity and cost savings, increased employee engagement and satisfaction, improved customer service and satisfaction, improved company culture and brand reputation, and the ability to adapt to changing market conditions. These improvements would ultimately lead to a more successful and profitable company.

The company will have better coordination, collaboration and information sharing among the teams across departments, leading to faster completion of projects and increased customer satisfaction. The company would be able to respond more quickly to changing market conditions, which would lead to increased revenue and improved company reputation. The company will also have reduced recruitment and training costs and improved employee retention, which would lead to improved performance and productivity.

References

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