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Process Analysis Techniques dialogue about problems, opportunities, gaps, root cause, and options and alternatives during process analysis. Figure 10.34.1: SIPOC Model Suppliers Inputs Process Outputs Customers Customer (buyer) Customer Information Purchase Order Details Customer (buyer) Credit Card Bureau Inventory Information Receipt Order Warehouse PayPal Payment Method & Details Product Purchased Credit Bureau PayPal Delivery Service Complimentary IIBA® Member Copy. Not for Distribution or Resale. Step 1 Step 2 Step 3 Step 4 Step 5 Create Profile Select Items To Purchase Value Stream Mapping (VSM) Confirm Payment Information Confirm Delivery Information Value stream mapping (VSM) is a process analysis method used in Lean methodologies. View Receipt Value stream mapping involves the diagramming and monitoring of inputs and application points for processing those inputs, starting from the front-end of the supply chain. At each stage, the value stream map gauges the wait time for the inputs and the actual processing times at the application points (also known as conversion times). At the end of the supply chain, the value stream map depicts the logistics or distribution process to the customer. The value stream map provides a one-page picture of all the steps involved in the end-to-end process, including both value-adding (the value stream) and nonvalue-adding (waste) elements. 316
Techniques Process Analysis Figure 10.34.2: Value Stream Map Supplier Customer Shipment Shipment Electronic Information Flow Wait time Processing/ Conversion time Process Activity/Tasks Data Time 10.34.4 Usage Considerations .1 Strengths • Ensures solutions address the right issues, minimizing waste. • Many different techniques and methodologies can be used and provide teams with great flexibility in approach. .2 Limitations Documents (Manual Information) Time Time Time Time Time Process Activity/Tasks Data • Can be time-consuming. Process Activity/Tasks Data Total elapsed time Process Activity/Tasks Data Time Value-adding time Non-value adding time Complimentary IIBA® Member Copy. Not for Distribution or Resale. • There are many techniques and methodologies in process analysis. It can be challenging to decipher which to use and how rigorously to follow them, given the scope and purpose. • May prove ineffective at process improvement in knowledge or decisionintensive processes. 317
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v3 A GUIDE TO THE BUSINESS ANALYSIS
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International Institute of Business
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Table of Contents Chapter 4: Elicit
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Table of Contents Complimentary IIB
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The major changes in this release i
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What is Business Analysis? Introduc
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Structure of the BABOK ® Guide Int
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The Business Analysis Core Concept
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Key Terms Business Analysis Key Con
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Requirements Classification Schema
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Stakeholders Business Analysis Key
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Requirements and Designs Business A
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Business Analysis Planning and Moni
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Plan Business Analysis Approach Bus
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Plan Stakeholder Engagement Busines
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Plan Business Analysis Governance B
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Plan Business Analysis Governance B
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Plan Business Analysis Information
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Identify Business Analysis Performa
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Elicitation and Collaboration The E
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Prepare for Elicitation Elicitation
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Conduct Elicitation Elicitation and
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Conduct Elicitation Elicitation and
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Confirm Elicitation Results Elicita
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Communicate Business Analysis Infor
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Communicate Business Analysis Infor
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Manage Stakeholder Collaboration El
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Manage Stakeholder Collaboration El
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Requirements Life Cycle Management
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Requirements Life Cycle Management
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Trace Requirements Requirements Lif
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Trace Requirements Requirements Lif
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Maintain Requirements Requirements
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Prioritize Requirements Requirement
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Assess Requirements Changes Require
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Assess Requirements Changes Require
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Approve Requirements Requirements L
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Approve Requirements Requirements L
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Strategy Analysis Figure 6.0.1: Bus
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Strategy Analysis Figure 6.0.1: Str
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Analyze Current State Strategy Anal
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Define Future State Strategy Analys
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Assess Risks Strategy Analysis 6.3
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Assess Risks Strategy Analysis stak
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Define Change Strategy Strategy Ana
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Figure 7.0.1: Business Analysis Val
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Specify and Model Requirements Requ
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Verify Requirements Requirements An
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Validate Requirements Requirements
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Validate Requirements Requirements
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Define Requirements Architecture Re
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Define Requirements Architecture Re
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Define Design Options Requirements
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Analyze Potential Value and Recomme
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Solution Evaluation makes recommend
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Measure Solution Performance Soluti
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Measure Solution Performance Soluti
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Analyze Performance Measures Soluti
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Analyze Performance Measures Soluti
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Assess Solution Limitations Solutio
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Assess Solution Limitations Solutio
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Assess Enterprise Limitations Solut
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Assess Enterprise Limitations Solut
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Recommend Actions to Increase Solut
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Analytical Thinking and Problem Sol
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Behavioural Characteristics Underly
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Business Knowledge Underlying Compe
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Business Knowledge Underlying Compe
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Communication Skills Underlying Com
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Communication Skills Underlying Com
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Interaction Skills Underlying Compe
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Interaction Skills Underlying Compe
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Tools and Technology Underlying Com
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Acceptance and Evaluation Criteria
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Backlog Management Techniques 10.1.
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Backlog Management Techniques as hi
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Balanced Scorecard Techniques Figur
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Benchmarking and Market Analysis Te
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Brainstorming Techniques 10.5.2 Des
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Business Capability Analysis Techni
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Business Capability Analysis Techni
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Business Cases Techniques • When
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Business Model Canvas Techniques th
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Business Model Canvas Techniques Ke
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Business Rules Analysis Techniques
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Business Rules Analysis Techniques
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Collaborative Games Techniques 10.1
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Concept Modelling Techniques 10.11.
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Data Dictionary Techniques Data dic
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Data Flow Diagrams Techniques 10.13
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Data Flow Diagrams Techniques .2 Da
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Data Mining Techniques Data mining
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Data Modelling Techniques 10.14.4 U
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Data Modelling Techniques Attribute
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Data Modelling Techniques Figure 10
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Decision Analysis Techniques Decisi
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Decision Analysis Techniques .4 Tra
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Page 280 and 281: Document Analysis Techniques • wh
Page 282 and 283: Estimation Techniques • Bottom-up
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Page 290 and 291: Focus Groups Techniques sometimes l
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Page 294 and 295: Functional Decomposition Techniques
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Page 300 and 301: Interviews Techniques 10.24.4 Usage
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Page 308 and 309: Metrics and Key Performance Indicat
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Page 312 and 313: Non-Functional Requirements Analysi
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Page 316 and 317: Observation Techniques Complimentar
Page 318 and 319: Organizational Modelling Techniques
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Page 340 and 341: Risk Analysis and Management Techni
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Page 344 and 345: Roles and Permissions Matrix Techni
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Page 348 and 349: Scope Modelling Techniques 10.41 Sc
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Page 354 and 355: Stakeholder List, Map, or Personas
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Page 364 and 365: SWOT Analysis Techniques enterprise
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Page 370 and 371: User Stories Techniques 10.48.3 Ele
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Page 374 and 375: Workshops Techniques 10.50.3 Elemen
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Workshops Techniques the arrival at
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The Agile Perspective Perspectives
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The Business Intelligence Perspecti
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The Information Technology Perspect
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The Business Architecture Perspecti
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The Business Process Management Per
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Glossary business analysis: The pra
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Glossary commercial off-the-shelf (
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Glossary event (business analysis):
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life cycle: A series of changes an
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including scope, budget, schedule,
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Glossary development team can use t
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strategy: A description of the chos
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Glossary verified requirement: A re
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Techniques to Task Mapping 10. Tech
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Contributors Complimentary IIBA® M
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Contributors • Barbara A. Carkeno
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Summary of Changes from BABOK ® Gu
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Index Complimentary IIBA® Member C
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Index Focus Groups 279 Forecasting
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Index Predictive Analytics 386 Proc
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Index Trustworthy 298 Trustworthy a
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STRATEGY REQUIREMENTS SOLUTIONS A G
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