This two-day course on business analysis introduces key concepts and skills. Day 1 covers understanding the business need and strategic direction, planning the requirements development process, gathering information through interviews and workshops, and formulating requirements. Ensuring shared understanding of requirements is also discussed. Techniques for interviews like open and closed questioning, paraphrasing, and identifying significance are covered. The importance of planning the requirements process, listening, and overcoming communication barriers are emphasized. Reaching consensus and signing off on requirements is also addressed.
This document provides an overview of business research methods. It discusses what business research is, the importance and objectives of research, and different types of research including descriptive, exploratory, applied, and basic research. It also outlines the stages of the research process including defining objectives, research design, sampling, data collection, analysis, and reporting. Finally, it discusses problem formulation and identifying the appropriate unit and variables for analysis.
This document discusses the process of assessing training needs for an organization. It explains that the training needs assessment involves analyzing the organization's objectives, jobs and tasks, and individuals. The process includes determining competencies and skills required for roles, identifying gaps, and developing individualized training plans. Key steps involve analyzing the organization, tasks, and people to understand current states and desired future states to effectively plan training interventions.
The document provides an overview of competency-based human resource (HR) management. It discusses developing a competency model and framework, competency-based interviewing, career planning, training and development, and performance management. The benefits of using competency models for both managers and employees are highlighted. Assessment centers and various assessment exercises are also described as ways to assess competencies.
The document summarizes a two-day strategy session for middle managers and supervisors. The session aims to improve professional and personal development skills through interactive exercises and discussions around topics like leadership, problem-solving, decision-making, and aligning individual and team goals with organizational strategy. Facilitators will use lectures, group activities, videos, and feedback to help participants gain clarity on performance expectations and better coordinate efforts to achieve shared objectives.
The document summarizes an HR audit presentation. It discusses the objectives, purpose, types, process, and methods of conducting an HR audit. An HR audit systematically assesses an organization's human resources to identify strengths, limitations, and development needs in the context of business goals. The audit process involves planning, testing, and reporting phases. It examines areas like legal compliance, compensation, training, and policies. Methods include interviews, questionnaires, observation, and analyzing secondary data. The goal is to evaluate HR effectiveness and make recommendations to improve how human capital supports organizational objectives.
This document discusses the analysis phase of the instructional design process. It explains that the analysis phase involves conducting a training needs analysis through various types of analysis like context analysis, user analysis, work analysis, and content analysis. The purpose of needs analysis is to identify performance gaps, set training priorities, and inform training decisions. Needs assessment techniques may include observation, questionnaires, interviews, and focus groups. The output of the analysis phase is a job analysis report containing training recommendations and course content.
VWO Webinar: How To Plan Your Optimisation RoadmapVWO
If your conversion optimization sprints are dependent on surprise wins, then here’s something you should know —”A surprise win might be buried deep in your A/B testing cycle; you might have to wait for weeks, maybe months to see that.”
The good news is that an experimentation roadmap can open up the possibility of seeing those wins a lot faster. This session will help you uncover ways to manage and prioritize testing ideas in a systematic manner and improve your chances of seeing wins faster with your optimization program.
This document provides an overview of business research methods. It discusses what business research is, the importance and objectives of research, and different types of research including descriptive, exploratory, applied, and basic research. It also outlines the stages of the research process including defining objectives, research design, sampling, data collection, analysis, and reporting. Finally, it discusses problem formulation and identifying the appropriate unit and variables for analysis.
This document discusses the process of assessing training needs for an organization. It explains that the training needs assessment involves analyzing the organization's objectives, jobs and tasks, and individuals. The process includes determining competencies and skills required for roles, identifying gaps, and developing individualized training plans. Key steps involve analyzing the organization, tasks, and people to understand current states and desired future states to effectively plan training interventions.
The document provides an overview of competency-based human resource (HR) management. It discusses developing a competency model and framework, competency-based interviewing, career planning, training and development, and performance management. The benefits of using competency models for both managers and employees are highlighted. Assessment centers and various assessment exercises are also described as ways to assess competencies.
The document summarizes a two-day strategy session for middle managers and supervisors. The session aims to improve professional and personal development skills through interactive exercises and discussions around topics like leadership, problem-solving, decision-making, and aligning individual and team goals with organizational strategy. Facilitators will use lectures, group activities, videos, and feedback to help participants gain clarity on performance expectations and better coordinate efforts to achieve shared objectives.
The document summarizes an HR audit presentation. It discusses the objectives, purpose, types, process, and methods of conducting an HR audit. An HR audit systematically assesses an organization's human resources to identify strengths, limitations, and development needs in the context of business goals. The audit process involves planning, testing, and reporting phases. It examines areas like legal compliance, compensation, training, and policies. Methods include interviews, questionnaires, observation, and analyzing secondary data. The goal is to evaluate HR effectiveness and make recommendations to improve how human capital supports organizational objectives.
This document discusses the analysis phase of the instructional design process. It explains that the analysis phase involves conducting a training needs analysis through various types of analysis like context analysis, user analysis, work analysis, and content analysis. The purpose of needs analysis is to identify performance gaps, set training priorities, and inform training decisions. Needs assessment techniques may include observation, questionnaires, interviews, and focus groups. The output of the analysis phase is a job analysis report containing training recommendations and course content.
VWO Webinar: How To Plan Your Optimisation RoadmapVWO
If your conversion optimization sprints are dependent on surprise wins, then here’s something you should know —”A surprise win might be buried deep in your A/B testing cycle; you might have to wait for weeks, maybe months to see that.”
The good news is that an experimentation roadmap can open up the possibility of seeing those wins a lot faster. This session will help you uncover ways to manage and prioritize testing ideas in a systematic manner and improve your chances of seeing wins faster with your optimization program.
BUILDING THE BUSINESS CASE FOR INVESTING IN TALENT MANAGEMENTHuman Capital Media
A great talent development program can set your organization apart and keep you competitive. While you don’t need convincing, your leadership team sure does. Because without executive buy-in, even the best intentions fly out the window.
This begs the question: What do HR leaders need to do to get the C-Suite onboard? Led by a seasoned CFO, this webinar will show you how to develop an effective business case that delivers the most compelling facts and figures to back up both hard and soft benefits for investing in talent management systems and processes.
Key learning takeaways:
The surprising competencies and skills that strategic HR leaders and CFOs have in common
How to align your proposed initiatives directly to the objectives of the business
The language and metrics that will make your CFO and CEO sit up and take notice
Important financial metrics and other key factors to consider and include in your case
What to ask your vendors to get the support you need to ensure buy-in
The document discusses competency-based human resource (HR) management. It provides a framework for building a competency-based HR system aligned with business strategy. Key aspects include developing a competency model, using competency-based interviewing for selection, competency-based career planning, training & development, and performance management. Competencies are defined as a combination of skills, attitudes, and knowledge reflected in observable job behaviors. Competency models focus on how jobs are performed rather than just tasks. Competency-based approaches aim to improve the accuracy and objectivity of HR functions.
The document discusses various approaches to employee development including formal education programs, assessments, benchmarks, performance appraisals, job experiences, rotations, and temporary assignments. It also discusses interpersonal relationships like mentoring and coaching that can aid development. Career development is defined as a lifelong process of managing work and learning progression. Elements of career planning include self-assessment, goal setting, and action planning to help individuals manage their careers and support organizational needs.
The document discusses various approaches to employee development, including formal education programs, assessments, benchmarks, performance appraisals, job experiences, rotations, and temporary assignments. It also covers interpersonal relationships like mentoring and coaching that can aid development. The key aspects of career development are managing progression through work and learning over a lifetime. Career development involves self-assessment, setting goals and taking action, and benefits both organizations and individuals.
This document discusses various aspects of performance management including its purpose, methodology, appraisal process, and improving employee performance. Some key points:
- Performance management aims to develop employees through job analysis, descriptions, interviews, feedback and coaching rather than just documenting mistakes or terminations.
- Regular, ongoing coaching and feedback is important rather than just annual reviews so issues can be addressed promptly rather than waiting a year.
- Surveys show employees value appreciation, interesting work, loyalty and feeling included more than just wages and promotions.
- 360-degree/multi-rater feedback provides a more comprehensive view of performance but takes more time and training to implement effectively.
- Progressive discipline should be used to
This document provides guidance on implementing business excellence for small and medium enterprises. It discusses core business excellence concepts and values, and provides tools to help organizations assess their readiness for a business excellence approach. The document then describes various common business excellence initiatives that organizations can implement to improve performance. It focuses on describing six specific initiatives that are useful for achieving quick wins: leadership, strategic planning, customer focus, workforce focus, operations focus, and measurement and analysis. Implementing these initiatives can help set an organization on the path towards sustained business excellence.
Break Out of the Training Box with the Six Boxes® Approachcarlbinder
The document discusses an approach called the Six Boxes® for improving organizational performance. It addresses challenges training professionals face in connecting training to business results and partnering with stakeholders. The Six Boxes® model identifies six factors that influence employee behavior and performance. It provides a framework to analyze performance, identify needed behaviors, and plan interventions to improve performance by managing the six influence factors. The approach can be used by professionals at all levels and functions to improve performance through clear communication and a performance-based culture.
Training and development is required for each and every employee in the organization, in this lesson, we have thrown light on various techniques and tools to improve the skills of employees
This 3-day training program provides skills for successful job interviews, including preparing for interviews, crafting cover letters and CVs, demonstrating competencies, and practicing interview techniques. The training covers competency-based interviewing methods that assess skills through structured behavioral questions. Participants engage in role plays and learn to formulate examples using the STAR method in response to competency-based interview questions. The goal is to help candidates understand how to optimize their performance and impact during job interviews.
This document summarizes best practices for creating and leading a 21st century financial advisory practice. It discusses establishing a unique team, receptive delegation, eliminating complexities, and achieving operational excellence through establishing best practices. Specific topics covered include designing a team based on shared values and skills, creating a delegation culture, streamlining processes, implementing feedback systems, and continually improving all aspects of the business. The overall message is that financial advisory practices should focus on these areas to excel in today's environment.
The document discusses best practices for conducting effective employee surveys. It notes that surveys should be linked to business strategy, collect focused data, and analyze results to identify key drivers and linkages to organizational outcomes. Most importantly, surveys require utilization of results through action planning and accountability, communication of actions taken, and follow up to ensure improvements are ongoing. When done properly, surveys can provide value by assessing engagement, predicting change readiness, and building ownership of outcomes, but common pitfalls include unclear objectives and lack of follow through.
Training needs analysis, skills auditing, training evaluation, calculating training ROI and strategic learning and development best practice principles and processes
This document provides an overview of analyzing for instructional design. It discusses the importance of the analysis phase in creating effective learning modules. The analysis phase involves needs analysis, business goals, and assessment. The document then covers the ADDIE model of instructional design which includes analysis, design, development, implementation, and evaluation. It emphasizes that a systematic process must be followed to achieve desired results.
To help students understand and succeed in Assessment Centres we delivered a presentation at Heriot-Watt University.
What you will learn:
Get a better understanding of why companies use assessment centres
Knowledge of the various elements included in an assessment centre
Practical solutions to succeed in the various exercises.
An insight into what the assessors are looking for
How to avoid the main pitfalls that occur in assessment centres
This document discusses frameworks for human resource development (HRD) processes. It describes a common framework involving four phases: needs assessment, design, implementation, and evaluation ("A DImE"). It provides details on each phase, including defining need, types of needs assessments, levels of need assessment, designing objectives and selecting delivery methods, and evaluating training impact and costs. Kirkpatrick's four levels of evaluation (reaction, learning, behavior, results) are also discussed. The document presents models and best practices for conducting effective HRD from needs identification through evaluation.
The document discusses various quality improvement processes such as the Model for Improvement, Rapid Cycle Quality Improvement, PDSA cycles, Human Factors, Lean Methodology, 5S, Failure Modes and Effects Analysis, and Root Cause Analysis. It provides examples of how these processes can be applied, such as using PDSA cycles to test improvements on a small scale before broader implementation. The goal is to lay the groundwork for future training on continuously and incrementally improving healthcare quality, safety, and efficiency.
This document provides an overview of performance management. It begins with definitions and functions of performance management. It discusses using performance dimensions to evaluate employees in different job roles. The document outlines the performance management process including planning, implementation, review, and development. It then provides a case study of how BAT Indonesia aligns performance and leadership frameworks. Specifics include defining leadership capabilities and passages for different levels. The presentation aims to explain how to improve organizational performance through an effective performance management system.
Despite Learning measurement frameworks like Kirkpatrick and Philips ROI that have been around for so many years, defining meaningful measures still continues to be a big challenge for L&D. ‘E’ has become the most ignored in ADDIE.
We talk to an experienced panel about the unsatisfactory current state and what needs to be done to improve the importance, visibility and value of measuring Learning effectiveness in the real world. We focus on how to collect actionable insights about learning effectiveness: not only seeking to answer, did learning achieve the desired or intended result, but also why/why not.
Business research involves systematically gathering objective information to aid business decision making. There are two main types of research: basic research which expands knowledge without addressing a specific problem, and applied research which investigates real-life business problems. Determining when to conduct business research involves considering time constraints, available data, the importance of the decision, and whether benefits outweigh costs.
The document provides guidance on conducting effective staff appraisals. It discusses that appraisals should systematically evaluate an employee's job performance, assess training needs, and measure performance against objectives. An effective appraisal includes preparation from both manager and employee, focuses on listening and questioning, and establishes clear objectives and an action plan. Objectives should be SMART - specific, measurable, achievable, realistic and timely. Regular follow up meetings allow objectives to be reviewed and ensure continuous performance improvement.
The document is a dictionary of behavioural competencies for jobs at a university. It defines competencies as observable skills, knowledge and traits needed for job performance. Each competency includes a definition and proficiency scale with behavioral indicators for different levels. The dictionary can be used for recruitment, development and performance management. It provides competencies and scales for skills like adaptability, analytical thinking, client focus, communication, and continuous learning to help assess and develop employees.
This document provides information about competencies and behavioral indicators for various positions within the Bassett Unified School District. It includes a competency dictionary that defines competencies and lists them at different mastery levels. For each competency, behavioral indicators are provided as examples of behaviors associated with that competency at each level. The document aims to provide a framework for assessing competencies and positioning employees at the appropriate mastery level based on exhibited behaviors. It covers competencies such as accountability, adaptability, conflict management, and continuous learning among others.
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A great talent development program can set your organization apart and keep you competitive. While you don’t need convincing, your leadership team sure does. Because without executive buy-in, even the best intentions fly out the window.
This begs the question: What do HR leaders need to do to get the C-Suite onboard? Led by a seasoned CFO, this webinar will show you how to develop an effective business case that delivers the most compelling facts and figures to back up both hard and soft benefits for investing in talent management systems and processes.
Key learning takeaways:
The surprising competencies and skills that strategic HR leaders and CFOs have in common
How to align your proposed initiatives directly to the objectives of the business
The language and metrics that will make your CFO and CEO sit up and take notice
Important financial metrics and other key factors to consider and include in your case
What to ask your vendors to get the support you need to ensure buy-in
The document discusses competency-based human resource (HR) management. It provides a framework for building a competency-based HR system aligned with business strategy. Key aspects include developing a competency model, using competency-based interviewing for selection, competency-based career planning, training & development, and performance management. Competencies are defined as a combination of skills, attitudes, and knowledge reflected in observable job behaviors. Competency models focus on how jobs are performed rather than just tasks. Competency-based approaches aim to improve the accuracy and objectivity of HR functions.
The document discusses various approaches to employee development including formal education programs, assessments, benchmarks, performance appraisals, job experiences, rotations, and temporary assignments. It also discusses interpersonal relationships like mentoring and coaching that can aid development. Career development is defined as a lifelong process of managing work and learning progression. Elements of career planning include self-assessment, goal setting, and action planning to help individuals manage their careers and support organizational needs.
The document discusses various approaches to employee development, including formal education programs, assessments, benchmarks, performance appraisals, job experiences, rotations, and temporary assignments. It also covers interpersonal relationships like mentoring and coaching that can aid development. The key aspects of career development are managing progression through work and learning over a lifetime. Career development involves self-assessment, setting goals and taking action, and benefits both organizations and individuals.
This document discusses various aspects of performance management including its purpose, methodology, appraisal process, and improving employee performance. Some key points:
- Performance management aims to develop employees through job analysis, descriptions, interviews, feedback and coaching rather than just documenting mistakes or terminations.
- Regular, ongoing coaching and feedback is important rather than just annual reviews so issues can be addressed promptly rather than waiting a year.
- Surveys show employees value appreciation, interesting work, loyalty and feeling included more than just wages and promotions.
- 360-degree/multi-rater feedback provides a more comprehensive view of performance but takes more time and training to implement effectively.
- Progressive discipline should be used to
This document provides guidance on implementing business excellence for small and medium enterprises. It discusses core business excellence concepts and values, and provides tools to help organizations assess their readiness for a business excellence approach. The document then describes various common business excellence initiatives that organizations can implement to improve performance. It focuses on describing six specific initiatives that are useful for achieving quick wins: leadership, strategic planning, customer focus, workforce focus, operations focus, and measurement and analysis. Implementing these initiatives can help set an organization on the path towards sustained business excellence.
Break Out of the Training Box with the Six Boxes® Approachcarlbinder
The document discusses an approach called the Six Boxes® for improving organizational performance. It addresses challenges training professionals face in connecting training to business results and partnering with stakeholders. The Six Boxes® model identifies six factors that influence employee behavior and performance. It provides a framework to analyze performance, identify needed behaviors, and plan interventions to improve performance by managing the six influence factors. The approach can be used by professionals at all levels and functions to improve performance through clear communication and a performance-based culture.
Training and development is required for each and every employee in the organization, in this lesson, we have thrown light on various techniques and tools to improve the skills of employees
This 3-day training program provides skills for successful job interviews, including preparing for interviews, crafting cover letters and CVs, demonstrating competencies, and practicing interview techniques. The training covers competency-based interviewing methods that assess skills through structured behavioral questions. Participants engage in role plays and learn to formulate examples using the STAR method in response to competency-based interview questions. The goal is to help candidates understand how to optimize their performance and impact during job interviews.
This document summarizes best practices for creating and leading a 21st century financial advisory practice. It discusses establishing a unique team, receptive delegation, eliminating complexities, and achieving operational excellence through establishing best practices. Specific topics covered include designing a team based on shared values and skills, creating a delegation culture, streamlining processes, implementing feedback systems, and continually improving all aspects of the business. The overall message is that financial advisory practices should focus on these areas to excel in today's environment.
The document discusses best practices for conducting effective employee surveys. It notes that surveys should be linked to business strategy, collect focused data, and analyze results to identify key drivers and linkages to organizational outcomes. Most importantly, surveys require utilization of results through action planning and accountability, communication of actions taken, and follow up to ensure improvements are ongoing. When done properly, surveys can provide value by assessing engagement, predicting change readiness, and building ownership of outcomes, but common pitfalls include unclear objectives and lack of follow through.
Training needs analysis, skills auditing, training evaluation, calculating training ROI and strategic learning and development best practice principles and processes
This document provides an overview of analyzing for instructional design. It discusses the importance of the analysis phase in creating effective learning modules. The analysis phase involves needs analysis, business goals, and assessment. The document then covers the ADDIE model of instructional design which includes analysis, design, development, implementation, and evaluation. It emphasizes that a systematic process must be followed to achieve desired results.
To help students understand and succeed in Assessment Centres we delivered a presentation at Heriot-Watt University.
What you will learn:
Get a better understanding of why companies use assessment centres
Knowledge of the various elements included in an assessment centre
Practical solutions to succeed in the various exercises.
An insight into what the assessors are looking for
How to avoid the main pitfalls that occur in assessment centres
This document discusses frameworks for human resource development (HRD) processes. It describes a common framework involving four phases: needs assessment, design, implementation, and evaluation ("A DImE"). It provides details on each phase, including defining need, types of needs assessments, levels of need assessment, designing objectives and selecting delivery methods, and evaluating training impact and costs. Kirkpatrick's four levels of evaluation (reaction, learning, behavior, results) are also discussed. The document presents models and best practices for conducting effective HRD from needs identification through evaluation.
The document discusses various quality improvement processes such as the Model for Improvement, Rapid Cycle Quality Improvement, PDSA cycles, Human Factors, Lean Methodology, 5S, Failure Modes and Effects Analysis, and Root Cause Analysis. It provides examples of how these processes can be applied, such as using PDSA cycles to test improvements on a small scale before broader implementation. The goal is to lay the groundwork for future training on continuously and incrementally improving healthcare quality, safety, and efficiency.
This document provides an overview of performance management. It begins with definitions and functions of performance management. It discusses using performance dimensions to evaluate employees in different job roles. The document outlines the performance management process including planning, implementation, review, and development. It then provides a case study of how BAT Indonesia aligns performance and leadership frameworks. Specifics include defining leadership capabilities and passages for different levels. The presentation aims to explain how to improve organizational performance through an effective performance management system.
Despite Learning measurement frameworks like Kirkpatrick and Philips ROI that have been around for so many years, defining meaningful measures still continues to be a big challenge for L&D. ‘E’ has become the most ignored in ADDIE.
We talk to an experienced panel about the unsatisfactory current state and what needs to be done to improve the importance, visibility and value of measuring Learning effectiveness in the real world. We focus on how to collect actionable insights about learning effectiveness: not only seeking to answer, did learning achieve the desired or intended result, but also why/why not.
Business research involves systematically gathering objective information to aid business decision making. There are two main types of research: basic research which expands knowledge without addressing a specific problem, and applied research which investigates real-life business problems. Determining when to conduct business research involves considering time constraints, available data, the importance of the decision, and whether benefits outweigh costs.
The document provides guidance on conducting effective staff appraisals. It discusses that appraisals should systematically evaluate an employee's job performance, assess training needs, and measure performance against objectives. An effective appraisal includes preparation from both manager and employee, focuses on listening and questioning, and establishes clear objectives and an action plan. Objectives should be SMART - specific, measurable, achievable, realistic and timely. Regular follow up meetings allow objectives to be reviewed and ensure continuous performance improvement.
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The document is a dictionary of behavioural competencies for jobs at a university. It defines competencies as observable skills, knowledge and traits needed for job performance. Each competency includes a definition and proficiency scale with behavioral indicators for different levels. The dictionary can be used for recruitment, development and performance management. It provides competencies and scales for skills like adaptability, analytical thinking, client focus, communication, and continuous learning to help assess and develop employees.
This document provides information about competencies and behavioral indicators for various positions within the Bassett Unified School District. It includes a competency dictionary that defines competencies and lists them at different mastery levels. For each competency, behavioral indicators are provided as examples of behaviors associated with that competency at each level. The document aims to provide a framework for assessing competencies and positioning employees at the appropriate mastery level based on exhibited behaviors. It covers competencies such as accountability, adaptability, conflict management, and continuous learning among others.
This two-day course on business analysis introduces key concepts and skills. Day 1 covers understanding business needs, planning requirements development, gathering requirements through interviews and workshops, formulating requirements, and ensuring shared understanding of requirements. Reaching consensus is important for sign-off. Business analysis involves understanding the strategic context, stakeholders, and applying a structured process to effectively capture and communicate requirements.
This document discusses managing corporate performance using the balanced scorecard approach. It introduces the balanced scorecard and explains its four perspectives: financial, customer, internal business processes, and learning and growth. An effective performance management system requires infrastructure, a performance culture, and ongoing processes. A strategy map is used to translate a company's strategy into objectives and measures across the four perspectives. Key performance indicators are identified and monitored through the balanced scorecard to ensure the organization is progressing toward its strategic goals in a balanced manner.
This document provides a detailed 7-step process for planning an audit from scratch when auditing an area that has not been routinely audited before. The steps include: 1) initial audit planning; 2) assessing risks and obtaining subject matter expertise; 3) leveraging the COSO framework; 4) making an initial document request; 5) preparing for a planning meeting; 6) preparing the audit program; and 7) obtaining multiple levels of review and approval of the audit program before beginning fieldwork. Following these steps helps auditors develop a comprehensive audit scope and program to evaluate both the design and operating effectiveness of key controls for important processes that support the organization's objectives.
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Technological convergence over the next decade is expected to drive unprecedented economic growth through the combining of five major innovation platforms: artificial intelligence, public blockchains, multiomic sequencing, energy storage, and robotics. As these platforms converge, they are projected to transform industries and accelerate global GDP growth to over 7% annually, compared to the 3% historical average. Artificial intelligence in particular is seen as the central catalyst, with its adoption potentially generating over $220 trillion in new equity value by 2030 and annual returns over 40%. This convergence of technologies is presented as a new wave of general purpose technologies that could dwarf the economic impacts of previous industrial revolutions.
Advanced Product Quality Planning (APQP) is a methodology used to develop products and processes to help ensure they will meet customer requirements. It involves 5 phases - Planning, Product Design and Development, Process Design and Development, Product and Process Validation, and Production. The goal is to plan thoroughly at each stage, address potential issues proactively, and validate designs before production to facilitate communication and customer satisfaction.
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1. An organization's structure must be aligned with its strategy to achieve goals. Structure supports strategy.
2. There are different types of organizational structures including functional, divisional, process, and matrix. A functional structure groups employees by department while a divisional structure separates larger companies into smaller divisions.
3. Organizations have three levels of management - top-level managers oversee the organization, middle managers execute plans, and first-level managers directly supervise employees. Each level has different responsibilities.
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1. Organizations must tie DEI efforts directly to business outcomes in order to truly prioritize them and avoid failure. Embedding diversity initiatives throughout the organization is key to success.
2. Companies that focus on diversity efforts using data financially outperform those that do not. Research shows benefits like boosting creativity and innovation as well as increased profits.
3. When DEI is interwoven with how success is measured and the CDO is given resources and support, initiatives are more likely to achieve lasting impact and change.
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The document provides 64 analytical questions to lead a deep-dive business review organized into 10 questions each for analyzing the marketplace, consumers, competitors, channels, brand, brand finances, and marketing execution. The questions are designed to provide insights on performance, opportunities, strengths, weaknesses, and risks across these key areas to identify challenges and inform strategic decision making.
Our template features a clean, modern design that is both visually appealing and highly functional. The layout is structured to highlight your most relevant qualifications, skills, and experiences in a way that is easy to read and follow. With clearly defined sections, hiring managers can quickly find the information they need, making your application stand out from the rest.
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In today's competitive job market, many companies use ATS software to screen resumes before they ever reach a human recruiter. Our resume template is designed with ATS compatibility in mind, ensuring that your resume can be parsed correctly by these systems. This means using standard fonts, avoiding complex graphics, and structuring information in a way that ATS algorithms can easily understand, helping you pass the initial screening process.
Webinar - Compensation Data Demystified: Unveiling Expert InsightsPayScale, Inc.
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4. Day 1
B/ Business Analysis and the CSU Context
1/ Understanding the Business Need & Strategic Direction
2/ Planning & Coordinating the Requirements development process
3/ Collecting Requirements
4/ Formulating Requirements
5/ Ensuring Shared Understanding of Requirements
D/ Review & Improve
C/ Project or Improvement Control
A/ Introduction – Business Analysis & You
5. Business Analysis V
Not required to have
expertise in any area
Lateral thinking – involving
the bigger picture
Apply structured processes
Business Expertise
Subject matter expertise
in specific business areas
Operational focus rather
than big picture thinking
12. Continuous Improvement at CSU
...and we all need to think about the same things...what, who, why, etc...
...but which path will maximise the quality of the „TO BE‟ situation...?
WHO
WHAT WHY
WHERE
HOW
WHEN
AS IS TO BE
13. Continuous Improvement at CSU
The CSU Project Service Centre Project Lifecycle / Project Management Framework
is an example of a project path to improvement
16. Business Analysis & Continuous Improvement
Business analysis is a mindset that focuses on...
BUSINESS
ANALYSIS
WHO
WHAT WHY
WHERE
HOW
WHEN
17. A Business Analysis Framework
...and involves a set of activities designed to achieve a quality outcome.
WHO
WHAT WHY
WHERE
HOW
WHEN
Plan the
requirements
development
process
Gather
information
Ensure shared
understanding of
requirements
Ensure
operational
acceptance of
implementation
Formulate how
requirements will
be implemented
Formulate
requirements
Understand the
business need
and strategic
direction
BUSINESS
ANALYSIS
FRAMEWORK
18. So - in short… Business analysis is the conduit between the
requested outputs of a project / improvement and the solution
created to address the identified need.
WHO
WHAT WHY
WHERE
HOW
WHEN
AS IS TO BE
BUSINESS ANALYSIS
19. The PSC Needs Hierarchy depicts the relationship
between the business needs which business analysis addresses
20. So – whether a project framework or continuous improvement cycle is used
to achieve „TO BE‟, it is important that business analysis is undertaken to
maximise the quality of the „TO BE‟ situation.
OR
PIRI
CONTINUOUS IMPROVEMENT
CYCLE
PSC PROJECT
LIFECYCLE
FRAMEWORK
24. B/ Project or Improvement Control
The Control Kit provides a means of managing the project / improvement
It also provides team members with a one-stop shop for information
CONTROL
KIT
TEAM
MEMBERS
DOCUMENT
CONTROL &
LOCATION
ISSUES &
RISKS
REGISTERS
MEETING
MINUTES
SCOPE
CHANGE
CONTROL
ACTION
LISTS
A RISK is
something that
MAY happen
An ISSUE is
something that HAS
happened
AND NEEDS TO BE
ADDRESSED
25. 1/ Understanding the business need and strategic direction
WHO
WHAT WHY
WHERE
HOW
WHEN
Plan the
requirements
development
process
Gather
information
Ensure shared
understanding of
requirements
Ensure
operational
acceptance of
implementation
Formulate how
requirements will
be implemented
Formulate
requirements
DEFINITION
Understand the
business need
and strategic
direction
BUSINESS
ANALYSIS
FRAMEWORK
27. WHO | Stakeholders
Stakeholder Maps are a
simple method to identify
who needs to be
involved in a project or
improvement
It is a living diagram
which should be revisited
throughout the life of the
project or improvement
http://www.csu.edu.au/staff/yo
urcsu/who_stakeholders.html
MORE
INFO yourCSU
28. Exercise
Service Providers / Enablers | Provides resources and support mechanisms to enable the product delivery
Partners | Partners include those that
are jointly engaged in the delivery of the
product
BUSINESS
ANALYSIS
TRAINING
Governance | the systems and
processes in place for ensuring proper
accountability and openness in the
conduct of the University‟s business.
Customers | Recipient of a product output (service, product, information)
29. 2/ Plan the Requirements Development Process
WHO
WHAT WHY
WHERE
HOW
WHEN
Plan the
requirements
development
process
Gather
information
Ensure shared
understanding of
requirements
Ensure
operational
acceptance of
implementation
Formulate how
requirements will
be implemented
Formulate
requirements
DEFINITION
Understand the
business need
and strategic
direction
BUSINESS
ANALYSIS
FRAMEWORK
31. Requirements are the basis on which potential
solutions are assessed
SO –
If requirement specifications are inaccurate or
incomplete there is little chance the solution will
be what the business needed
WHY
Why is it so important to plan the requirements
development process?
32. HOW
Based on the information
contained in the „definition‟,
plan how you will gather the
information you will need to
specify the requirements that
a solution must satisfy.
33. WHAT | Interview or Workshop?
Interview when:
• requirements are detailed
• requirements cover many
areas of knowledge that
have specific individuals who
are the experts
• differing opinions are likely
or are sought
Workshop when:
• requirements are high level
• requirements are focused on
one area of business in
which the participants have
knowledge
• consensus is being sought
• All stakeholders are
available
Remember –
be aware of your objectives
35. 3/ Gather Information
WHO
WHAT WHY
WHERE
HOW
WHEN
Plan and
coordinate the
requirements
development
process
Gather
information
Ensure shared
understanding of
requirements
Ensure
operational
acceptance of
implementation
FUNCTIONAL
REQUIREMENTS
Formulate how
requirements will
be implemented
REQUIREMENTS
Formulate
requirements
DEFINITION
Understand the
business need
and strategic
direction
BUSINESS
ANALYSIS
FRAMEWORK
39. Open Questioning
To initiate discussion on a broad subject and to encourage a
comprehensive explanation use clear, direct phrasing that asks
a single question
ask how, what or when
So what do you enjoy
about the role? Are there any other issues
I should be aware of?
40. Closed questioning
Use a closed-ended question to elicit a specific reply such as
yes/no, a simple piece of information or a selection from
multiple choices.
Is the new form better or
worse than the old form?
Is it Mary or Jane who enter
the application details?
41. Probe questioning
Probe questioning involves asking for more detailed information to
clarify a vague state phrase such as „quite high‟ or „often late‟.
Probe questioning needs to be balanced with open and closed
questioning to avoid the interview seeming like an interrogation.
How frequently does that
happen?
How did that change impact
your division?
42. Paraphrasing is a technique
used to confirm or clarify
something the interviewee has
said or implied.
Executed properly it can also
build rapport by showing you in
alignment with their thoughts
and feelings.
Paraphrasing
43. The 6 Interrogators
“I keep six honest serving men
(They taught me all I knew);
their names are
What and Why and When
and How and Where and Who.”
...Rudyard Kipling.
WHO
WHAT WHY
WHERE
HOW
WHEN
44. The 5 Whys
Moving from symptom
through to root cause
The goal of applying “The 5
Whys” method is to get to the
cause / effect relationships
underlying a particular
problem
SYMPTOM
1/ WHY?
ROOT CAUSE
2/ WHY?
3/ WHY?
4/ WHY?
5/ WHY?
45. The Magic Qualifier
Specifically…
To elicit better quality information add this word to the question.
Specifically how do you
approve the application?
We then approve
the application...
46. Identifying Significance
To determine overall significance:
Ask what is important to you in ABC?
To determine relative significance:
Ask which is more important to you –
X, Y or Z?
47. Be aware of...
...to ensure information is captured accurately and completely
YOUR
INTERVIEWEE
LISTENING
COMMUNICATION
BARRIERS
FILTERING
BE
AWARE
OF
48. Be aware of your interviewee & adjust your style
ASSUMING
KNOWLEDGE
TOO FAMILIAR
WITH THE JOB
A
NON-TALKER
EXAGGERATING
NERVOUS
HOSTILE
PROTECTING
OTHERS
PRO-
ESTABLISHMENT
49. Filtering occurs when the receiver of a message alters its
interpretation by applying certain influences or biases.
The consequence of filtering is misunderstanding which can lead to
an unexpected response.
Be aware that just because a message has been sent does not
mean it has been received and interpreted as expected.
Has the
document been
completed?
Yes the document
has been completed
Has the
document been
approved?
Yes the document
has been written
Be aware of filtering
51. Common Areas Which Cause Filtering
COMMON
CAUSES OF
FILTERING
SITUATIONAL
FACTORS
ETHICS
WORKPLACE
CULTURE
KNOWLEDGE-
BASE
ASSUMPTIONS
SEMANTICS
EMOTIONAL
FACTORS
ORGANISATIONAL
STATUS
52. Be aware of communication barriers
i.e. obstacles that restrict effective communication
COMMON
CAUSES OF
COMMUNICATION
BARRIERS
PREJUDICES
EMOTIONAL
SENSITIVITY
ABSENCE OF
APPROPRIATE
CHANNELS
MANAGEMENT
BY MEMO
HIDDEN
AGENDAS
INFORMATION
WITHHOLDING
BACKGROUND
NOISE /
CLUTTER
GEOGRAPHICAL
SEPARATION
54. The goal of active listening is to improve mutual understanding.
Use non-verbal cues such as head nods to show you are listening.
Do not internally prepare the next question while the interviewee is speaking
Listen for emotions and attitudes as well as facts
Do not interrupt unless you sense avoidance or the interviewee has drifted
Request clarification, paraphrase and ask follow on questions
Be aware of listening
True listening involves mutual understanding
56. Interviews are exceptionally rich sources of information.
However, no two interviewees are alike: some tend to
ramble, others are suspicious and curt, some will need
only the slightest encouragement to speak their minds,
while others will have to be guided along. The
interviewer’s job is to conduct the interview to gather the
information required, which takes skill, practice and
structure. Once you have concluded your interviews,
they must be summarised to yield the ‘big picture’. Your
questions should therefore allow for valid comparison
and summarisation of your interviewee’s viewpoints.
Interview Execution
57. Interview Review
Write up notes as soon as possible after the interview
KEY FINDINGS
ACTIONS
GAPS IN
INFORMATION
EMERGING
THEMES
INTERVIEW
NOTES
DECISIONS
58. Workshop Execution
Have a
„Parking Lot‟
Publish outputs
for review &
comment
Make it
participative
Have a
Glossary
of Terms
SOME
TIPS FOR
HOLDING A
WORKSHOP
Understand the
next steps
59. 4/ Formulate Requirements
WHO
WHAT WHY
WHERE
HOW
WHEN
Plan the
requirements
development
process
Gather
information
Ensure shared
understanding of
requirements
Ensure
operational
acceptance of
implementation
Formulate how
requirements will
be implemented
REQUIREMENTS
Formulate
requirements
DEFINITION
Understand the
business need
and strategic
direction
BUSINESS
ANALYSIS
FRAMEWORK
61. Requirement Criteria
If requirements do not fulfil these criteria further information must be sought
SPECIFIC / UNIQUE
MEASURABLE
REQUIREMENT
CLASSIFIABLE
Clearly states
what is required
To confirm when
it has been met
Mandatory,
important or
nice to have
62. What should be included in a requirement?
ID
#
Project
Requirement
Title
Description Areas
Impacted
Level of
Importance
Mandatory,
Important or
Nice to have
Verification Objective
1. Card deactivation Be able to deactivate
lost/stolen security cards.
Security Mandatory Deactivate a test card
and then test that a
transaction cannot be
completed with the
card.
3.Security
2. ... ... ... ... ... ...
63. 5/ Ensure Shared Understanding of Requirements
WHO
WHAT WHY
WHERE
HOW
WHEN
Plan the
requirements
development
process
Gather
information
Ensure shared
understanding of
requirements
Ensure
operational
acceptance of
implementation
Formulate how
requirements will
be implemented
REQUIREMENTS
Formulate
requirements
DEFINITION
Understand the
business need
and strategic
direction
BUSINESS
ANALYSIS
FRAMEWORK
64. Process for Agreeing Requirements & Sign Off
TEAM
OWNER
REQUIREMENTS
REVIEW
ATTEMPT TO
REACH
CONSENSUS
SIGN
OFF
REQUIREMENTS
SIGNED OFF
CONSENSUS ESCALATE
DECISION/S
REFLECTED IN
REQUIREMENTS
REQUIREMENTS
AMENDED
MAKE
DECISION/S RE
REQUIREMENT/S
REQUIREMENTS
REVIEW
RECOMMENDATION/S
ARTICULATED
ACCEPT
UPDATED
REQUIREMENTS
YES
NO NO
YES SIGN
OFF
NO
YES
65. Reaching Consensus
1/ IDENTIFY AREAS OF AGREEMENT & CLEARLY STATE DIFFERENCES
State positions and perspectives as neutrally as possible
Document a summary of concerns
2/ FULLY EXPLORE DIFFERENCES
Explore each perspective and clarify
Involve everyone in the discussion – avoid one-on-one debates
Identify common ground and attempt to develop a compromise
3/ REACH CLOSURE AND ARTICULATE THE DECISION
Ensure all team members have expressed their perspective
Detect when the team is approaching consensus
Ask each member if they agree and will they support the decision
Document the decision
66. Review & Improve – Wrap Up Day 1
Review Objectives
Feedback
What‟s in store for
Day 2?
67. Day 1
B/ Business Analysis and the CSU Context
1/ Understanding the Business Need & Strategic Direction
2/ Planning & Coordinating the Requirements development process
3/ Collecting Requirements
4/ Formulating Requirements
5/ Ensuring Shared Understanding of Requirements
D/ Review & Improve
C/ Project or Improvement Control
A/ Introduction – Business Analysis & You
69. Day 2
B/ Review & Improve
6/ Formulating How the Requirements will be Implemented
7/ Ensuring Operational Acceptance of Implementation
A/ Business Analysis Tools & Techniques
71. 6/ Formulate how requirements will be implemented
FUNCTIONAL
REQUIREMENTS
WHO
WHAT WHY
WHERE
HOW
WHEN
Plan the
requirements
development
process
Gather
information
Ensure shared
understanding of
requirements
Ensure
operational
acceptance of
implementation
Formulate how
requirements will
be implemented
REQUIREMENTS
Formulate
requirements
DEFINITION
Understand the
business need
and strategic
direction
BUSINESS
ANALYSIS
FRAMEWORK
72. Defining the solution
There is always more than one
solution that can potentially
meet the requirements
Hence it is important to assess
the alternatives to determine the
best solution
73. The Solution Process
Build your own
Predefined solution
Investigation of others
Request for Information (RFI)
Request for Proposal (RFP)
A solution process could involve one or many of the
following:
74. Problem Solving Techniques
Can be used for:
identifying and developing a
solution recommendation
based on the business
requirements
resolving issues
addressing risks
general problem solving
75. Solution
Identification
1/ IDENTIFY POSSIBLE SOLUTIONS
Generate multiple possible solutions, e.g. brainstorm
Do not filter out potential solutions
Then:
consider/refine each idea to see how it could meet requirements
2/ ASSESS THE POTENTIAL SOLUTIONS
Shortlist the feasible potential solutions
Determine the criteria to be used to assess the solutions incl.
impact on other areas of the business and level of risk
Apply weightings to the criteria
Rate each solution against the weighted criteria
76. The Do and Don’t of Problem Solving
Don’t:
Make assumptions
Jump to conclusions
Promote one solution without
evaluation
Allow a group with one
specific area of expertise to
propose solutions
Attempt to solve the problem
in isolation
Do:
Clearly state the problem
Identify several solutions
Assess potential solutions
based on real or agreed
requirements
Ensure that business users
accept the proposed solution
Consider the big picture and
the context
80. Who should develop functional requirements?
The team plus input from stakeholders and process owners
Who uses functional requirement information?
WHO
All stakeholders with a responsibility
for building, developing, delivering
and/or maintaining the solution
including external vendors
81. A Typical Functional Requirement
Functional Requirement 1
Requirement Cross Reference: cross-references / describes which requirement/s this functional requirement addresses
Business Rule Cross Reference: cross-references / describes which business rule/s constrain this functional requirement
Name Name of the functional requirement
Detail Definition Definition of the functional requirement
Preconditions List conditions that must exist or be established before the functional requirement can occur
Inputs List inputs required for this functional requirement
Outputs List outputs required for this functional requirement
Formulas List formulas and calculations required
Triggers/Interfaces List internal/external triggers and interfaces and their data requirements
Volume/Frequency Describe anticipated volume for all interfaces, e.g. approx. number of users, critical time periods
Printing Requirements List printing requirements (if any) by volume, type, time and period
Main Scenario –
Tasks / Sub Functions
List step by step the necessary main tasks and sub-functions
Extensions List the necessary sub-functions outside of the main scenario, i.e. if ABC occurs, XYZ must occur
Test Verification How the functional requirements will be verified
82. 7/ Ensuring operational acceptance of implementation
FUNCTIONAL
REQUIREMENTS
WHO
WHAT WHY
WHERE
HOW
WHEN
Plan the
requirements
development
process
Gather
information
Ensure shared
understanding of
requirements
Ensure
operational
acceptance of
implementation
Formulate how
requirements will
be implemented
REQUIREMENTS
Formulate
requirements
DEFINITION
Understand the
business need
and strategic
direction
BUSINESS
ANALYSIS
FRAMEWORK
83. Business Analysis | Testing Activities
Business analysis can assist in:
Determining how the solution will be tested by its users to attain
their acceptance of it, e.g. take early screen design concepts
back to users for feedback
Developing complete and detailed user acceptance tests (UATs)
which reflect the Functional Requirements
Helping users to understand the needs of UAT and their
responsibilities in the UAT process
Ensuring user acceptance testing is completed satisfactorily
prior to implementation including resolving UAT issues
84. Testing | WHY, WHEN & WHAT
WHY test?
To ensure that a project delivers what is expected and has been agreed
Is a means of identifying defects introduced during the development
lifecycle
WHEN does testing happen?
From the beginning of the construction phase to the end of testing (refer
to PSC Project Lifecycle)
WHAT are some types of testing?
Unit
Systems
Regression
Integration
User Acceptance
Destructive
85. Business Analysis | Training Activities
Business analysis assists in training activities by:
Producing the training strategy to determine how the users of the
solution will be trained
Facilitating training preparation & delivery (but not necessarily
providing the actual training)
Ensuring training is provided
Measure training effectiveness
Training should be provided to users of the solution as necessary to
facilitate the implementation of the change.
86. Business Analysis | Implementation
Business analysis can assist in developing:
Implementation strategy
Implementation schedule
Post Implementation Review (PIR)
Business analysis can assist in implementation to ensure that the
solution is handed over to the operational area/s successfully and
disruption to the existing business during implementation is
minimised.
87. Business Analysis Tools & Techniques
WHO
WHAT WHY
WHERE
HOW
WHEN
Plan the
requirements
development
process
Gather
information
Ensure shared
understanding of
requirements
Ensure
operational
acceptance of
implementation
Formulate how
requirements will
be implemented
Formulate
requirements
Understand the
business need
and strategic
direction
BUSINESS
ANALYSIS
FRAMEWORK
88. Context Modelling
Context diagrams are used during the business need „definition‟ stage to
provide a high-level visual model of the project / improvement
It serves as a view of the business solution to be built, and identifies the
entities that will interface with the solution
They assist in understanding /
agreeing the scope under review
91. Business Systems
Context Diagram Asset Register
BANNER
HR
(Alesco)
Other
University
Systems
Asset Management System
GIS
(Grounds
information )
BEIMS
(Bldg
maintenance)
Bldg
Functionality &
Condition
Assessment
Room Mgmt
(Res & Catering)
Space Mgmt
Portfolio KPI’s
Ad Hoc reports
Benchmark reports
Legend
Provides some source data for fixed asset objects.
Output
Two way interaction
Timetabling
CAD
(Bldg
information
)
Scope
Project Idea/Goal: Identify a suitable Asset Register software solution .
Appendix C
Asset Management Project - Business View
The Asset Register:
* its relationship within an Asset Management System ; and
* how it will Interact with other CSU Applications .
Service Desk
Comms
Directory
Bldg Mgmt
System
Other University
Cost Centre
Asset Registers
Assetpro
(Finance)
93. Business process modelling (BPM) is a means of representing the
steps, participants and decision logic in a business process.
The goal of BPM is to articulate a business process to assist
understanding and to potentially:
Business Processes
Improve business processes
Re-engineer the business
Automate an existing business process
94. Business Operation Modelling | WHAT
Business operation models are a business analysis technique for
breaking down a high level operation and dividing entities into
smaller and smaller related parts – or „functional components‟
A business operation model shows a hierarchical organisation of
the business processes that comprise the business operation
A business operation model is distinct from a process flow
diagram which shows the sequence of events of a business
process
96. A large or complex
operation is more easily
understood when broken
down into smaller
processes.
It therefore facilitates
understanding of the
business operation and
hence is a useful tool in
conducting analysis and
design.
Business Operation Model | WHY
97. Business operation modelling is used in determining and defining
the functional requirements of a solution
It can be used to break up a large or complex business process
into smaller components prior to developing process flow diagrams
It can also be used during the planning, analysis and design
phases to assist in understanding business operations
Business Operation Model | WHEN
98. Business Operation Modelling | HOW
1/ Identify the boundaries – which business operation is to be broken down
3/ For the operation identify the high level processes which comprise it
4/ Continue to break each process down to lower levels until sufficient meaningful level of detail is achieved
2/ Consult with business experts – the people managing / working with the operation
6/ Draft the business operation model
7/ Review with the experts to ensure completeness
8/ Refine and finalise
5/ Determine the purpose of each function and record for subsequent process flow models
99. Process mapping is a
technique of diagrammatical
modelling.
The diagram represents a
series of processes and how
they are related.
Process mapping provides a
visual representation of who
does what and in what order.
Process Mapping | WHAT
100. WHY | Process mapping helps to clarify the steps involved in
a particular process.
WHEN | Use process mapping to:
understand the current process
clarify responsibilities
identify process inefficiencies
design new procedures
assist in training
Process Mapping | WHY & WHEN
101. Process Mapping | HOW
3/ Identify the participants – the roles involved in the process
4/ Identify the steps – what is done in which sequence by who
5/ Identify the decision points and the alternate paths
6/ Draft the process flow
7/ Review with the experts to ensure completeness
8/ Refine and finalise
1/ Identify the boundaries – the process beginning and end
2/ Consult with business experts – the people managing/working with the project
102. Terminator/Initiator
Marks the start and end of a process
Process
Describes the action
Decision Point
Always has yes and no streams
Related Process
Does not detail the process but refers to it
Process Mapping | HOW
Which shapes to use
103. Swim Lane Diagrams | WHAT & WHY
WHAT | Each swim lane represents the area of involvement of each
participant who has a role in the process being mapped.
WHY | Swim lane diagrams assist in identifying all participants
involved in the process. „Participants‟ may be an individual, a
team, a division/section or an organisation.
104. Starting at top left with the start symbol
Draw each step along the swim lane and use arrows to represent
the sequence
Each step should start with a verb
A number may be assigned to each step
Swim Lane Diagrams | HOW
105. Swim Lane Diagrams | HOW
When a step is performed by a different participant switch lanes
If the next step depends on a decision show this as in the example
above, labelling the alternatives and showing the steps that follow
108. Review objectives
What will you take away?
Feedback
Further information sources
www.csu.edu.au/division/psc/
www.csu.edu.au/staff/yourcsu/
www.theiiba.org
Review & Improve – Wrap Up Day 2
109. Day 1
B/ Business Analysis and the CSU Context
1/ Understanding the Business Need & Strategic Direction
2/ Planning & Coordinating the Requirements development process
3/ Collecting Requirements
4/ Formulating Requirements
5/ Ensuring Shared Understanding of Requirements
D/ Review & Improve
C/ Project or Improvement Control
A/ Introduction – Business Analysis & You
110. Day 2
B/ Review & Improve
6/ Formulating How the Requirements will be Implemented
7/ Ensuring Operational Acceptance of Implementation
A/ Business Analysis Tools & Techniques
112. Review objectives
What will you take away?
Feedback
Further information sources
www.csu.edu.au/division/psc/
www.csu.edu.au/staff/yourcsu/
www.theiiba.org
Review & Improve – Wrap Up Day 2