This document provides an overview of two business analysis techniques: business capability analysis and organizational modelling. For business capability analysis, it describes the elements, provides an example capability map, and facilitates a discussion on using and evaluating capability maps. For organizational modelling, it describes the elements like types of models and charts, provides examples, and facilitates a discussion on using and evaluating organizational models. The document aims to build practical knowledge through real examples and peer discussion of these techniques.

1. @UKIIBA #UKIIBA
Analysis in Action – BABOK techniques
July 2021
Welcome

2. Analysis in
Action
The aim of AiA is to build on our practical
knowledge by learning from each other
through real scenarios. They can include:
• Showcase of new analysis tools or tools borrowed from
other disciplines that could aid Business Analysts
• Showcase of known tools used in a new way, producing
better outcomes
• Peer review – open discussion/workshop to review and
improve our deliverables
It’s a chance to learn, share your knowledge
and network.

3. Agenda
Business Capability Analysis
• Overview
• Example
• Feedback
Organisational Modelling
• Overview
• Example
• Feedback

4. Business Capability Analysis

5. Business Capability Analysis
description
Business capability analysis describes what an enterprise, or part of an enterprise,
is able to do.
Provides a framework for scoping and planning by
• generating a shared understanding of outcomes,
• identifying alignment with strategy,
• and providing a scope and prioritisation filter.
Business capabilities describe the ability of an enterprise to act on or transform
something that helps achieve a business goal or objective.

6. Business Capability Analysis
elements
Capabilities
Using
Capabilities
Performance
Expectations
Risk Model
Strategic
Planning
Capability
Maps

7. Sample
capability map
Key elements
• Business Value
• Customer Value
• Performance Gap
• Risk

8. Capability
Map
Example 1

9. Capability
Map
Example 2

10. 1. Do you use capability maps to inform your
projects?
2. How is this one different to the one you’ve been
using?
3. Have you used IIBA way of presenting capability
maps?
4. Do you think this could be useful for you?
5. What are the strengths and weaknesses of this
method?
Discussion

11. Thoughts
Strengths
Provides a shared articulation of
outcomes, strategy, and performance,
which help create very focused and
aligned initiatives.
Helps align business initiatives across
multiple aspects of the organisation.
Useful when assessing the ability of an
organisation to offer new products and
services.
Limitations
Requires an organisation to agree to
collaborate on this model.
When created unilaterally or in a vacuum
it fails to deliver on the goals of alignment
and shared understanding.
Requires a broad, cross–functional
collaboration in defining the capability
model and the value framework.

12. Organisational Modelling

13. Organisational Modelling
description
A visual
representation
of the
organisational
unit which
defines:
the boundaries of the group (who is in the group),
the formal relationships between members (who
reports to whom),
the functional role for each person, and
the interfaces (interaction and dependencies) between
the unit and other units or stakeholders

14. Organisational Modelling
elements
• Functionally-oriented
• Market-oriented
• The Matrix Model
Types of organisational
models
Skills and knowledge, has specific responsibilities
Roles
(interactions) may be in the form of communication with people in other roles and work packages that the
organisational unit receives from or delivers to other units.
Interfaces
• A box depicts organisational unit: roles and people
• A line depicts lines of reporting: accountability and control between units
Organisational charts
organisational charts represent the formal structure of the organisation. Business analysts also identify
informal lines of authority, influence, and communication which may not directly align with the formal
organisational chart.
Influencers

15. Functionally-
oriented

16. Market-
oriented

17. The Matrix
Model

18. 1. Have you used organisational models for your
projects?
2. Which type have you used?
3. Do you know any other ways of presenting org
structures?
4. Do you think this could be useful for you?
5. What are the strengths and weaknesses of this
method?
Discussion

19. Thoughts
Strengths
organisational models are common in
most organisations.
Including an organisational model in
business analysis information allows
team members to provide support.
Future projects may benefit from
knowing who was involved in this
project and what their role entailed.
Limitations
organisational models are
sometimes out of date.
Informal lines of authority, influence,
and communication not reflected in
the org chart are more difficult to
identify and may conflict with the
organisational chart.

20. 20 Jul Chapter 2: Key Concepts
27 Jul Chapter 9 Underlying Competencies
3 Aug Chapter 6: Strategy Analysis
10 Aug Chapter 3: Business Analysis Planning & Monitoring
17 Aug Chapter 4: Elicitation & Collaboration
24 Aug Chapter 7: Requirements Analysis & Design Definition
31 Aug Chapter 5: Requirements Lifecycle Management
7 Sep Chapter 8: Solutions Evaluation
14 Sep Agile Extension
Upcoming
events
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