Scope Modeling In Business Analysis – One of the most common challenges I see in the business analysis profession is the struggle to help stakeholders understand the value of BA functions on any type of project and, frankly, gaining credibility for the role.
Let me just say that I know what it’s like to feel like you have to constantly pave the way for business analysis.
Scope Modeling In Business Analysis
I also feel the pressure you feel to just get “stuff” done without proper time and analysis. I have succumbed to this many times in my career – and always to my utter chagrin.
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It’s incredibly hard to always be the one talking back, and it can be wicked hard to keep asking questions when everyone else seems to have figured things out.
But you and I – we also know, deep down, that we’re doing our projects, our teams, and our companies a disservice if we don’t do the right analysis and keep asking questions.
When self-doubt creeps in, you need a structure to lean on. A framework that will guide you forward and reaffirm that you are on the right path.
And that’s what the 8-step process we teach at Bridging the Gap is all about.
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By the way, I cover these 8 steps in more detail in our free Quick Start to Success workshop.
Often, as business analysts, we are expected to dive into a project and start contributing as soon as possible in order to make a positive impact. Sometimes the project is already underway. In other cases, there are vague ideas about what a project is or why it exists. We encounter a lot of ambiguity as business analysts, and it’s our job to clarify scope, requirements, and business goals as quickly as possible.
But this does not mean that it makes sense to immediately get into detailed requirements. This very likely means a quick start in the wrong direction.
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Taking some time, whether it’s a few hours, a few days, or a few weeks at most, to get your bearings will ensure that you’re not only moving quickly, but that you can be an efficient and confident contributor to the project.
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Here you learn how to learn what you don’t know you don’t know, so to speak. This step gives you the information you need to be successful and effective in the context of this particular project.
It is very common for business analysts and project managers to immediately start defining the project scope. However, this can lead to unnecessary headaches. Discovering and agreeing on business needs early in the project and before scope is defined is the fastest way to a successful project.
Discovering the primary business objectives sets the stage for defining scope, ensuring that you don’t end up with a solution that solves the wrong problem or, worse, a solution that no one can determine if it’s successful or not.
A clear and complete scope statement gives your project team a concept for moving forward in meeting business needs. Scope makes business needs tangible in a way that multiple project team participants can envision their contribution to the project and implementation.
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The scope is not an implementation plan, but it is the foundation that guides all subsequent steps of the business analysis process and tasks of other project participants.
Your business analysis plan will bring clarity to the business analysis process that will be used to successfully define the detailed requirements for this project. Your business analysis plan will answer many questions for you and your project team.
In the absence of defining a credible and realistic plan, a set of expectations can be defined for you, and often these expectations are unrealistic because they do not fully appreciate everything that goes into defining the detailed requirements.
Detailed requirements provide your implementation team with the information needed to implement the solution. They make the scope applicable.
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Without clear, concise and actionable detailed requirements, implementation teams often falter and fail to connect the dots in such a way as to deliver the original business case for the project.
Effective business analysts consciously determine your deliverables to be as effective as possible in driving project momentum forward. Paying attention to the project’s critical path, reducing ambiguity and complexity, and generating quick wins are all factors to consider when sequencing your deliverables.
On a typical project employing a business analyst, a significant part of the solution involves building a team for technical implementation, customization and/or software implementation. During technical implementation, there are many useful support tasks you can engage in that will help drive project success and ensure business goals are met.
All these efforts help the implementation team realize the expected benefits of the project and ensure a positive return on investment.
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Your technology team can deliver a beautiful shiny new solution that theoretically meets business goals, but if your business users don’t use it as intended and revert to business as usual, your project won’t meet the original goals . Business analysts are increasingly involved in this final phase of the project to support the business.
The goal of this step is to ensure that all members of the business community are ready to accept the changes outlined in the project.
A lot happens during a project. Business results are discussed. Details are being worked out. Problems, big and small, are solved. Relationships are built. Change is managed. The technology is implemented. Business users are trained to change the way they work.
In this flurry of activity and focus on delivery, it’s easy to lose track of the big picture. Why are we making all these changes and what value do they bring to the organization? And more importantly, are we still on the right track? Meaning, does the solution we offer actually deliver the value we originally expected?
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Nothing creates more positive momentum within an organization than a track record of successful projects. But if we don’t stop and evaluate the value created by the solution, how will we know if we’re really working on performance?
As you use this process framework, you will gain a greater appreciation for the value of business analysis and begin to be drawn into more interesting projects, earlier in the process.
I see students resist the process because every project seems to be different, but without a process, you really feel like you have to make things up on the fly. While there are different nuances to each project, this is a framework you can rely on to guide you.
If you want to learn more, join my Quick Start to Success workshop, where I teach you the details. We also dive deeper into each step of the process in the BA Essentials Master Class, which is one of the modules of The Business Analyst Blueprint® certification program.
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And, again, this is about increasing your effectiveness and finding the confidence to do what’s right for your project and your team, even when there’s pressure to “just get things done.” For generations in marketing and business, we have used the SWOT model to provide an initial analysis and classification of the issues a company faces as it begins to assess its position and devise a strategy. It has served us well since its inception in the 1960s with its simplicity, functionality and intuitiveness; remains unchanged and unequivocal for more than 40 years. It provides a useful tool for segmenting internal and external factors into positive and negative, but it can be limiting in its scope to introduce the broader factors that could or should be considered in developing our plans.
Most executives only use SWOT as a method of grouping factors into 4 groups, with limited conscious effort to align internal strengths with specific external opportunities or to understand weaknesses in terms of mitigating threats. In this sense, SWOT does not provide progress in its strategic development. Therefore, I would like to present the SCOPE planning model for consideration as an alternative to SWOT:
S – SITUATION: Retrospective conditions that have a relevant and material impact on the planning decision with regard to internal or external environmental factors.
C – CORE COMPETENCES: The unique strengths and capabilities of a business that provide the fundamental basis for delivering added value to customers and are critical to delivering competitive advantage.
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P – PROSPECTS: Opportunities, chances and opportunities that exist internally or externally to the business that have an apparent likelihood of improved sales and/or profits created through the use of its Core Competencies.
E – EXPECTATIONS: Anticipated developments in internal and external conditions from a forward-looking perspective that could materially affect or affect the delivery of plans to meet the identified Looks.
SCOPE retains many similarities with SWOT, but allows additional freedom to present additional information and considerations relevant to the planning process.
The situation provides an overview and understanding
