Strategy Analysis

Strategy Analysis
Chapter Study Group

Learning Materials
2015, International Institute of Business Analysis
(IIBA).
Permission is granted to IIBA Chapters to use and

modify this content to support chapter activities.
All other rights reserved.
2
Study Session Schedule
Session Date Chapters Topics
1 Jan 25 1&2 Introduction and BA Key Concepts
2 Feb 15 3 Business Analysis Planning and Monitoring
3 Mar 15 4 Elicitation and Collaboration
4 Apr 12 5 Requirements Life Cycle Management
5 May 17 6 Strategy Analysis
6 Jun 14 7 Requirements Analysis and Design Definition
7 Jul 12 8 Solution Evaluation or fill out your application
8 Sep 13 9 Underlying Competencies & Perspectives
9 Oct 18 10 Techniques
10 Nov 1/15 11 Jeopardy Game and Mock Exam

3
AGENDA
(6:00 6:15) Review of Chapter 5 (15 minutes)
(6:15 6:25) Introduction of Chapter 6 (10 minutes)
(6:25 6:50) 6.1 Analyze Current State (25 minutes)
(6:50 7:15) 6.2 Define Future State (25 minutes)
(7:15 7:30) Break (15 minutes)
(7:30 8:00) 6.3 Assess Risks (25 minutes)
(8:00 8:25) 6.4 Define Change Strategy (25 minutes)
(8:30 8:45) Group practice

Strategy Analysis 4
INTRODUCTION
Chapter 6 of BABOK v3
Consists of tasks performed to:

Analyze Current State: Understand the business need and the
context for change
Define Future State: Determine goals and objectives. Identify
what needs to change in order to meet those goals and
objectives
Assess Risks: Understand risks and recommend actions
Define Change Strategy: Identify options for reaching the
desired future state. Determine any transitional states required
Strategy Analysis 5
INTRODUCTION
Purpose
Describes the business analysis work to collaborate with
stakeholders to identify the business need, enable the
organization to address the need and align the resulting
strategy for change with other strategies.
Define the future and any transition states needed to address
the business need.
Discover possible solutions to apply the capabilities of the
organization in order to reach the desired set of goals and
objectives.
Ongoing activity as changes in the business need occurs or
new information results in an adjustment to the change
strategy.
A strategy may be captured in a strategic plan, product vision,
business case, product roadmap or other artifacts. Strategy Analysis 6
INTRODUCTION
Strategy Analysis 7
INTRODUCTION
Strategy Analysis 8
STUDY AID
Task Mne- # of # of # of # of # of
monic Inputs Elements Outputs Tech- Stake-
niques holders
Analyze C 2 8 2 26 !!! 10
Current State
Define Future F 1 11 ! 3 23 !! 10
State
Assess Risks R 6 5 1 12 8
Define S 4 5 2 20 ! 10
Change
Strategy
Take predictability of outcome into account:
Predictable range of outcomes? = Clear strategy
Unpredictable? = mitigate risk, test assumptions, try different strategies
(change course) Strategy Analysis 9
INTRODUCTION - APPLYING THE BUSINESS
ANALYSIS CORE CONCEPT MODEL
Core Concept Usage in Strategy Analysis
Change Define the future state and develop a change strategy to
achieve the future state
Need Identify and prioritize needs from the current state to
determine the desired future state
Solution Define the scope of a solution as part of developing a
change strategy
Stakeholder Collaborate to understand the business need and develop
change strategy and future state to meet needs
Value Examine the potential value of the solution to justify the
change
Context Consider context of the enterprise in developing a change
strategy
Strategy Analysis 10
6.1 Analyze Current State
6.1 ANALYZE CURRENT STATE
Purpose
Understand the reasons why an enterprise needs to change.
Understand what would be directly or indirectly affected by the change.
Description
Change occurs in a context of existing stakeholders, processes,
technology and policies of the enterprise.
Current state can be described on different levels, from the entire
enterprise to small components of the solution.
The current state is rarely static while a change is being developed.
Changes to the current state may force alterations in the desired future
state, change strategy or requirements and designs.
Elicitation Results
Used to define and understand the current state.
Needs
The problem or opportunity often launches business
analysis work to better understand these needs.
1.
Inputs
Business Needs
Problems and opportunities of strategic importance.
May be identified at different levels of the organization.
Need to ensure the correct problem is being solved.
Organizational Structure and Culture

2. Formal relationships between people.
Elements Beliefs, values and norms that drive actions.
Assess if cultural changes are necessary to better
understand and achieve the goals.
Capabilities and Processes
Activities, knowledge, products and services, supported
functions and decision making methods that differentiate
the enterprise.
Capability-centric view: identify innovative solutions
using existing capabilities.
Process-centric view: improve current activity
2. performance.
Elements
Technology and Infrastructure
Information systems.
Physical components and capabilities.
Policies
Guide operations and decision making of the enterprise
and support governance.
Identify relevant policies that may shape solution scope
or constrain potential solutions to pursue.
Business Architecture
2.
Understand the context of the current state in order to
Elements recommend changes that provide value.
Ensure that needs being met by the existing business
architecture continue in the future state.
Internal Assets
Identify resources used in the current state.
External Influencers
May present constraints, dependencies or drivers on the
current state:
Industry Structure
Competitors
Customers
2. Suppliers
Political and Regulatory Environment
Elements
Technology
Macroeconomic Factors
Business Analysis Approach
Guides analysis of the current state.
Enterprise Limitation
Helps to understand challenges within the enterprise.
3. Organizational Strategy
Guidelines Set of goals and objectives that guide operations,
establishes direction and provides vision for the future
and Tools state.
Implicitly or explicitly stated.
Solution Limitation
Used to understand the challenges of the existing solutions
within the current state.
Solution Performance Goals

Measure current performance as a baseline for
improvement and setting future state goals.
3.
Guidelines Solution Performance Measures
and Tools Actual performance of existing solutions.
Stakeholder Analysis Results

Stakeholder contributions to understanding the current state.
Benchmarking and Market Analysis
Provides an understanding of where there are
opportunities for improvement.
Business Capability Analysis

Identifies gaps and prioritizes them in relation to value
and risk.
4.
Techniques Business Model Canvas
Provides context for any change by understanding value
proposition, critical factors in delivering value and cost
and revenue streams of the enterprise.
Business Cases
Captures business need and opportunity information.
Concept Modeling
Defines key terms and concepts in the business
domain and their relationships.
4.
Data Mining
Techniques
Obtain information on enterprise performance.
Document Analysis
Review existing documentation to better understand
current state.
Financial Analysis
Understand the profitability of the current state and
financial capability to deliver change.
Focus Group
Solicit feedback from customers or end users about
the current state.
4.
Techniques Functional Decomposition
Break down components of the current state.
Interviews
Dialogue with stakeholders to understand current
state and their needs.
Item Tracking
Manage issues discovered about the current state.
Lessons Learned
Assess failures and opportunities for improvement in
past initiatives.
4.
Metrics and Key Performance Indicators (KPIs)
Techniques
Assess performance of current state.
Mind Mapping
Explore current state and better understand factors
affecting the business need.
Observation
Insights into needs within the current state not previously
identified.
Organizational Modeling
Roles, responsibilities and reporting structures within the
current state.
4.
Techniques Process Analysis
Identifies opportunities to improve current state.
Process Modeling
Describes how work occurs within the current solution.
Risk Analysis and Management
Identifies risks to the current state.
Root Cause Analysis

To understand underlying cause of any problems to
further clarify a need.
4.
Scope Modelling
Techniques
Defines boundaries on the current state.
Survey or Questionnaire
Better understand current state from stakeholders.
SWOT Analysis
Evaluate strengths, weaknesses, opportunities and
threats of the current state.
Vendor Assessment
Determine if current state vendors are meeting
commitments or if changes are needed.
4.
Techniques Workshops
Stakeholders collaborate to describe the current
state and their needs.
Key Stakeholders
Customer
Domain SME
End User
Implementation SME
Operational Support
5.
Stakeholders Project Manager
Regulator
Sponsor
Supplier
Tester
Current State Description
The context and relationship among the enterprises
scope, capabilities, resources, performance, culture,
dependencies, infrastructure and external
influences.
Business Requirements
6. The problem, opportunity or constraint defined
Outputs based on an understanding of the current state.
Exercise
Business Analysis Planning and Monitoring 30

Question 1*
Where does strategy analysis fall on the value spectrum?
a. Strategy analysis focuses on defining value for the organization.
b. Strategy analysis focuses on potential value, designing that value,

and delivering actualized value.
c. Strategy analysis focuses on potential value, defining that value, and

delivering actualized value.
d. Strategy analysis focuses on potential value.
31
*Watermark Learning, CBAP Certification Study Guide 3.0

Question 2*
Financial resources, patents, reputation, and brand names are all
examples of which of the following elements?
a. Internal assets
b. Capabilities
c. Business architecture
d. Macroeconomic factors
32

6.2 Define Future State
6.2 DEFINE FUTURE STATE
Purpose
Determine the set of necessary conditions to meet the business need.
Description
Define the future state at an appropriate level of detail:
Allows strategies to achieve the future state to be identified and
assessed
Provides clear definition of outcomes to satisfy business needs
Future state value can be assessed
Consensus among stakeholders of shared vision of the outcome
Identify components of the enterprise affected by the change and
their boundaries
Define appropriate performance measures
Problems, opportunities or constraints that the future
state will address.
1.
Inputs
Business Goals and Objectives
Describes the ends that the organization is seeking
to achieve.
Longer term goals broken down into specific
objectives and linked to measures to assess
achievement.
2. Scope of Solution Space

Elements Defines which kind of options will be considered
when investigating possible solutions.
Not directly related to the size of the change.
Constraints
Describe aspects of the current state and future
state that may not be changed.
Carefully examine to ensure they are accurate and
justified.
Organizational Structure and Culture

2.
Identify changes needed to support the future state.
Elements
Capabilities and Processes
Identify new or changed capabilities and processes
to realize the future state.
Technology and Infrastructure
May impose technical constraints on the solution.
Also may need to change.
Policies
Common source of solution constraints.
2. Identify necessary changes for the desired future
state.
Elements
Business Architecture
All elements of the future state must contribute to
the overall desired future state of the enterprise as a
whole.
Internal Assets
Resources may need to be changed or increased to
implement the change strategy and support the
future state.
Identify Assumptions
Must be identified and clearly understood to enable
2. decisions if they later prove invalid.
Elements
Potential Value
Evaluate to see if the overall potential value of the
solution justifies a change compared to making no
change.
Provides context for the work to be completed.
Starting point for the future state.

Determine if desired future state has been achieved.
3.
Guidelines Organizational Strategy
and Tools Path, method or approach to be taken to achieve the
desired future state.
Acceptance and Evaluation Criteria
Identify what makes future state acceptable and how
to evaluate options.
Balanced Scorecard
Set targets for measuring the future state.
4.
Techniques
Make decisions about future state business
objectives.
Brainstorming
Collaborate ideas for the future state.
Prioritize capability gaps in relation to value and risk.
Business Cases
Capture the desired outcomes of the change initiative.
4. Business Model Canvas

Techniques Plan enterprise strategy to fulfill value proposition.
Decision Analysis
Compare different future states and understand which
is the best choice.
Decision Modeling
Model complex decisions regarding future state options.
Financial Analysis
Estimate potential financial returns to be delivered.
4. Functional Decomposition
Techniques Break down complex systems for better. understanding
Interviews
Understand desired future state and needs of
stakeholders.
Lessons Learned
Determine which opportunities for improvement to
address and how current state can be improved.

Determine when business objectives have been
achieved.
4.
Techniques Mind Mapping
Develop ideas and understand relationships.
Organizational Modelling
Describe roles, responsibilities and reporting structures
within the future state organization.
Process Modelling
Describe how work would occur in the future state.
Prototyping
Model future state options and their potential value.
4. Scope Modelling
Techniques Define boundaries of the enterprise.
Survey or Questionnaire
Understand desired future state of stakeholders and
their needs to be addressed.
SWOT Analysis
Evaluate strengths, weaknesses, opportunities and
threats to be exploited or mitigated.
Vendor Assessment
Assess potential value provided by vendor solution
options.
4.
Techniques Workshops
Collaborate with stakeholders to describe the future state.
Key Stakeholders
Customer
Domain SME
End User
Implementation SME
Operational Support
5.
Regulator
Sponsor
Supplier
Tester
Business Objectives
The desired direction that the business wishes to
pursue in order to achieve the future state.
Future State Description

Boundaries of the proposed components of the
enterprise and potential value expected from the
6. future state.
Outputs
Potential Value
The value that may be realized by implementing the
proposed future state.
Exercise

Question 1*
Which of the following are outputs of the define future state task?
a. Business goals and objectives, capability analysis, potential value
b. Business objectives, future state description, potential value
c. Business goals and objectives, future state description, potential

value
d. Business objectives, capability analysis, potential value
51

Question 2*
An organization seeks to increase employee satisfaction within the next
year. What is this an example of?
a. Business requirement
b. Business objective
c. Potential value
d. Business goal
52

6.3 Assess Risks
6.3 ASSESS RISKS
Purpose
Understand the undesirable consequences of internal and external
forces on the enterprise during a transition to or within the future state
to recommend a course of action.
Description
Analyze and manage risks related to the current state, future state, a
change itself, a change strategy or any tasks performed by the
enterprise.
Consequences if the risk occurs
Impact of those consequences
Likelihood of the risk
Potential time frame when the risk might occur
Used as an input to identify a change strategy.
6.3 ASSESS RISKS
6.3 ASSESS RISKS
Business Objectives
Desired direction used to identify potential risks.
Elicitation Results (confirmed)

Stakeholder perceptions of risks to realize their
desired future state.
1. Influences
Inputs Internal and external factors that impact future state.
Potential Value
Identify value of future state to assess risks.
Requirements (prioritized)
Influences the risks associated with the solution.
6.3 ASSESS RISKS
Unknowns
Assess risks based on current understanding.
Estimate impact of unknown or uncertain events using:
Historical context from similar situations
Lessons Learned from past changes
Expert Judgement from stakeholders
2.
Constraints, Assumptions and Dependencies
Elements
May help identify risks or managed as risks themselves.
Negative impact to Value

Quantify overall risk level for potential impact.
6.3 ASSESS RISKS
Risk Tolerance
Amount of uncertainty the organization is willing to
accept in exchange for potential value.
Attitudes toward risk:
Risk-aversion
Neutrality
2. Risk-seeking
Elements
Recommendation
Understand overall risk level and stakeholder
tolerance toward risk to recommend a course of
action.
6.3 ASSESS RISKS
Guides how risks are analyzed.
Business Policies
Defines limits for decisions and may mandate
aspects of risk management.
3.
Change Strategy
Guidelines
Provides transition plan from current to future state.
and Tools
Provides context for work to be completed.
6.3 ASSESS RISKS
Determines risks associated with the future state.
Identified Risks
Starting point for thorough risk assessment.
3. Stakeholder Engagement Approach

Guidelines Understand stakeholders to identify and assess
potential impact to internal and external forces.
and Tools
6.3 ASSESS RISKS
Brainstorming
Collaborate on identity of potential risks for assessment.
Business Cases
Capture risks associated with alternative change
strategies.
4.
Decision Analysis
Techniques
Used to assess problems.
Document Analysis
Analyze existing documentation for potential risks,
constraints, assumptions and dependencies.
6.3 ASSESS RISKS
Financial Analysis
Understand the effect of risks on the financial value
of the solution.
Interviews
Understand what stakeholders think might be risks.
4.
Lessons Learned
Techniques
Foundation of past issues that might be risks.
Mind Mapping
Identify and categorize risks and understand their
relationships.
6.3 ASSESS RISKS
Risk Analysis and Management
Used to identify and manage risks.
Root Cause Analysis

Identify and address underlying causes creating risks.
4. Survey or Questionnaire
Techniques Understand what stakeholders think might be risks.
Workshops
Understand what stakeholders think might be risks.
6.3 ASSESS RISKS
Key Stakeholders
Domain SME
Implementation SME
Operational Support
Project Manager
Regulator
5.
Stakeholders Sponsor
Supplier
Tester
6.3 ASSESS RISKS
Risk Analysis Results
An understanding of the risks associated with
achieving the future state and the mitigation
strategies used to prevent, reduce the impact or
likelihood of risk occurring.
6.
Outputs
6.3 ASSESS RISKS
Exercise

Question 1*
Which of the following is NOT a term used to describe a stakeholder's risk
tolerance?
a. Risk-aversion
b. Risk threshold
c. Neutrality
d. Risk-seeking
67

Question 2*
Elizabeth is working on a complex government-regulated project where a
great deal of uncertainty exists because of unknown requirements that do
not show up in the government file specification. How might Elizabeth and
other stakeholders identify potential negative impacts to value?
a. Schedule an interview with relevant government personnel to obtain

more specific information.
b. Perform document analysis.
c. There isn't enough information in the government's specification to

identify potential negative value impacts.
d. Utilize lessons learned from past projects and expert judgment from
pertinent stakeholders.
68

6.4 Define Change
Strategy
6.4 DEFINE CHANGE STRATEGY
Purpose
Develop and assess alternative approaches to the change and then
select the recommended approach.
Description
Content: Describes the nature of the change in terms of:
Context of the change
Identified alternative change strategies
Justification for the recommended change strategy
Resources required to move to desired future state
How the enterprise will realize value after solution delivery
Key stakeholders involved in the change
Transition states while working toward future state
Formats: depends on perspective of change team and stakeholders
e.g., part of business case, SOW, enterprise strategic plan
Provides context about the current state and
includes assessments of internal and external
influences to the enterprise.

Provides context about the desired future state.
1.
Risk Analysis Results
Inputs
Identified risks and exposure.
Stakeholder Engagement Approach

Understand communication and collaboration needs
of stakeholders to identify change-related activities
to be included in the change strategy.
Solution Scope
Defines the solution boundaries in enough detail to
enable stakeholder understanding.
Describes how the proposed solution enables the
future states goals.
20 components categorize for easier memorizing:
Main Components Additional Components
2. Capabilities Functions
Elements Data
Process Workflows, events and sequences
Resources Knowledge and skills
Business rules Business logic and business decisions
Organization structure Locations, markets and motivations
Technology Networks
Gap Analysis
Difference between current and future state
capabilities.
Identifies gaps that prevent the enterprise from
meeting needs and achieving goals.
12 capabilities categorize for easier memorizing:
2. Main Capabilities Additional Capabilities

Processes Functions
Elements
Organization structures Staff competencies, knowledge and
skills, training
Locations Lines of business, facilities
Data and information
Application systems
Technology infrastructure
Enterprise Readiness Assessment
Assess the organizations capacity to make and
sustain the change in the future state.
Change Strategy
Key activities and events used to transform the
organization from current to future state.
2.
Identify preferred change strategy from several
Elements options through a business case.
Transition States and Release Planning

Determine which requirements to include in each
release, phase or iteration of the change if the future
state will be achieved over time.
Guides definition of the change strategy.
Design Options
Describes ways to satisfy the business needs.
3. Solution Recommendations
Guidelines Identify possible solutions for the future state with
SMEs.
and Tools
Balanced Scorecard
Define metrics used to evaluate effectiveness of the
change strategy.

Make decisions on which strategy is appropriate.
4.
Brainstorming
Techniques
Collaborate ideas for change strategies.

Prioritize capability gaps in relation to value and risk.
Business Cases
Capture information on change strategies.
Business Model Canvas

Define changes needed to achieve the potential value.
4. Decision Analysis
Techniques Compare different strategies and chose the most
appropriate.
Estimation
Determine timeline for activities within the change
strategy.
Financial Analysis
Understand potential value of the change strategy.
Focus Groups
Solicit input on the solution and change strategy.
4. Functional Decomposition
Techniques Break down components of the solution.
Interviews
Obtain stakeholder input on solution scope, change
scope and change strategy.
Lessons Learned
Understand what went wrong in past changes to
improve this change strategy.
Mind Mapping
Develop and explore ideas for change strategies.
4.
Organizational Modelling
Techniques
Describe roles, responsibilities and reporting structures
for the change as part of the solution scope.
Process Modelling
Describe how work would occur during the change.
Scope Modelling
Define the boundaries on the solution scope and
change scope descriptions.
SWOT Analysis
Make decisions about which change strategy is
appropriate.
4.
Techniques Vendor Assessment
Determine if vendors are part of the change strategy.
Workshops
Work with stakeholders to develop change strategies.
Key Stakeholders
Customer
Domain SME
End User
Implementation SME
Operational Support
5.
Regulator
Sponsor
Supplier
Tester
Change Strategy
The approach that the organization will follow to
guide change.
Solution Scope
The scope of the solution that will be achieved
through execution of the change strategy.
6.
Outputs
SUMMARY
Move from current state future state

What are the risks?
How will we get there in the most
effective way?
Many elements and techniques!
Ongoing activity
Align with other strategies
84
SUMMARY IMPORTANT CONCEPTS
Needs
Objectives
Strategy
Scope
Potential Value
Risks
Alternatives
85
SUMMARY PERSPECTIVES
Agile Perspective
Agile can be used if uncertainty about needs, unpredictable
outcomes
Strategy analysis is constant, every iteration are we still
providing value? Are we still meeting business needs?
Business Intelligence Perspective
Data can be used to identify alternatives, assess problems and
opportunities
Data is also part of the context and data models can be used to
describe current/future states
Information Technology Perspective
Strategy analysis may be focused on technology change
Also part of context and component to be described
86
SUMMARY PERSPECTIVES
Business Architecture Perspective
Can play significant role (element of 6.1)
Understand interrelated parts of an organization
Business Process Management Perspective
Understand role processes play and how they might change
87
Final
Exercise

Question 1
Which of the following is NOT an artifact used to capture a strategy:
a. Strategic Plan
b. Product Vision
c. Business Use Case
d. Product Road Map
89
Question 2
The starting point for any change is an understanding of (select the best
answer):
a. The strategy for creating a change
b. Why the change is needed
c. The risks associated with the change
d. Who is paying for the change
90
Question 3
Which of the following is NOT a part of the organizational culture:
a. Beliefs
b. Values
c. Norms
d. Rationale
91
Question 4
When creating the Future State, which of the following is NOT considered
an input:
a. Potential Value
b. Problems
c. Opportunities
d. Constraints
92
Question 5
Which is the best technique for making decisions about which change
strategy is appropriate:
a. Process Modelling
b. Mind Mapping
c. SWOT Analysis
d. Focus Groups
93
HOMEWORK
What are some of the risks of not analyzing the

current state? Are there any circumstances where you
would be justified in not doing this task?
Youve done the analysis and looked at the options.

What steps can you take to increase the likelihood
that your change strategy and recommendations will
be adopted?
94
CHAPTER 6
Group Practice
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CHAPTER 6
Hand-outs
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Chapter Study Group

Permission is granted to IIBA Chapters to use and

All other rights reserved.

2 Feb 15 3 Business Analysis Planning and Monitoring

3 Mar 15 4 Elicitation and Collaboration

4 Apr 12 5 Requirements Life Cycle Management

5 May 17 6 Strategy Analysis

6 Jun 14 7 Requirements Analysis and Design Definition

7 Jul 12 8 Solution Evaluation or fill out your application

8 Sep 13 9 Underlying Competencies & Perspectives

10 Nov 1/15 11 Jeopardy Game and Mock Exam

(6:15 6:25) Introduction of Chapter 6 (10 minutes)

(6:25 6:50) 6.1 Analyze Current State (25 minutes)

(6:50 7:15) 6.2 Define Future State (25 minutes)

(7:15 7:30) Break (15 minutes)

(7:30 8:00) 6.3 Assess Risks (25 minutes)

(8:00 8:25) 6.4 Define Change Strategy (25 minutes)

(8:30 8:45) Group practice

Consists of tasks performed to:

Organizational Structure and Culture

Solution Performance Goals

Stakeholder Analysis Results

Business Capability Analysis

Root Cause Analysis

Business Analysis Planning and Monitoring 30

a. Strategy analysis focuses on defining value for the organization.

b. Strategy analysis focuses on potential value, designing that value,

c. Strategy analysis focuses on potential value, defining that value, and

d. Strategy analysis focuses on potential value.

*Watermark Learning, CBAP Certification Study Guide 3.0

*Watermark Learning, CBAP Certification Study Guide 3.0

2. Scope of Solution Space

Organizational Structure and Culture

Metrics and Key Performance Indicators (KPIs)

4. Business Model Canvas

Metrics and Key Performance Indicators (KPIs)

Future State Description

Business Analysis Planning and Monitoring 50

a. Business goals and objectives, capability analysis, potential value

b. Business objectives, future state description, potential value

c. Business goals and objectives, future state description, potential

d. Business objectives, capability analysis, potential value

*Watermark Learning, CBAP Certification Study Guide 3.0

*Watermark Learning, CBAP Certification Study Guide 3.0

Elicitation Results (confirmed)

Negative impact to Value

3. Stakeholder Engagement Approach

Root Cause Analysis

Business Analysis Planning and Monitoring 66

*Watermark Learning, CBAP Certification Study Guide 3.0

a. Schedule an interview with relevant government personnel to obtain

b. Perform document analysis.

c. There isn't enough information in the government's specification to

*Watermark Learning, CBAP Certification Study Guide 3.0

Future State Description

Stakeholder Engagement Approach

2. Main Capabilities Additional Capabilities

Transition States and Release Planning

Benchmarking and Market Analysis

Business Capability Analysis

Business Model Canvas

Move from current state future state

Business Analysis Planning and Monitoring 88