Information Management Week 6 ENG PDF

Information management Week Onderwerp 1 Information management: What & why? 2 Roles & Architecture 3 Guest lecture – Jaap Kooiker | CJIB Strategic consultant 4 Data, Information & Governance 5 Tooling Design process: Business analysis, requirement management 6...

Information management Week Onderwerp 1 Information management: What & why? 2 Roles & Architecture 3 Guest lecture – Jaap Kooiker | CJIB Strategic consultant 4 Data, Information & Governance 5 Tooling Design process: Business analysis, requirement management 6 and products 7 AI / Blockchain Workshop 6 Design process: business analysis Overview: what is information management and data management in the context of digital transformation The importance of business and IT alignment: - Strategic: alignment perspectives - Operational: business and IT processes - Cultural Governance design, roles and expertise Agile and scalable with Safe Business architecture: design business model, the desired services, processes and required information How then, to get started?  How then, to get started? Business analysis Decision making Requirements Agenda - Business analysis - Decision making  EPIC and portfolio  Lean business case - Requirements  Process design - Service Orientation Business analysis F.E. a.k.a. Business analyst  The strategic challenge Professional products from strategy to realization business analysis (Lean) business case Company Change & EPIC architecture portfolio Bridging the gap between: - Current and desired situation - Goal towards digitization Design Realisation Focus on: 1. Approach 2. Process and information Implementation 3. Value for the customer: customer, citizen, professional, manager 4. Requirements Understand the context and Goals of Business analyse: Standard steps objectives Focus: Analyzing business processes, identifying stakeholder needs Stakeholder consultation and requirements, and advising on solutions. Tasks: Collecting and documenting requirements, conducting Gather Requirements feasibility analyses, and working on process improvements. Validation and prioritization Purpose: Ensure that the solutions are aligned with the business goals and the needs of the stakeholders. Input for business case for Translation to specifications Decision making. Developed in an international standard approach such as BABOK® Iterative development (Business Analysis Body of Knowledge) and Requirements Engineering (RE), often combined with methodologies such as Documentatie en Agile or Design Thinking. communicatie Understand the context and Understand the organization's mission, vision, and strategic objectives priorities. Stakeholder consultation Identify all relevant stakeholders, such as customers, employees, and external parties, and their needs. Gather Requirements Scope determination: Define the boundaries of the solution. Validation and prioritization Translation to specifications Iterative development Documentatie en communicatie Understand the context and Use methods such as interviews, workshops, and surveys to gain objectives insights into the needs and challenges of customers and employees. Stakeholder consultation Leverage personas and customer journey mapping to understand users. Gather Requirements Validation and prioritization Translation to specifications Iterative development Documentatie en communicatie Understand the context and Functional requirements: Describe what the system or solution objectives should do, e.g. functions and processes. Stakeholder consultation Non-functional requirements: Define quality features such as speed, security, scalability, and user-friendliness. Gather Requirements Business rules: Identify policies and restrictions that affect the resolution. Validation and prioritization SMART-criteria to make requirements concrete and verifiable Translation to specifications Iterative development Documentatie en communicatie Understand the context and Validation: Discuss the requirements with stakeholders to ensure objectives that they are correct, complete and achievable. Stakeholder consultation Prioritization: Use techniques such asMoSCoW (Must have, Should have, Could have, Won’t have), or weighted scoring to organize requirements by importance. Gather Requirements Validation and prioritization Translation to specifications Iterative development Documentatie en communicatie Understand the context and Create detailed specifications for developers, vendors, or other objectives implementers. Stakeholder consultation Use tools such as use cases, user stories, and detailed process models (such as BPMN) and possibly data flow diagram (DFD) to clarify how the solution should function. Gather Requirements Validation and prioritization Translation to specifications Iterative development Documentatie en communicatie Understand the context and Apply Agile practices, such as Scrum, to continuously evaluate objectives and adjust requirements and solutions based on feedback. Stakeholder consultation Prototyping and user testing help to get feedback quickly and better tailor the solution to the needs Gather Requirements Validation and prioritization Translation to specifications Iterative development Documentatie en communicatie Understand the context and Document all requirements and specifications in a objectives Requirements Traceability Matrix (RTM) to track progress and implementation Stakeholder consultation Gather Requirements Validation and prioritization Translation to specifications Iterative development Documentatie en Ensure clear communication with everyone involved communicatie throughout the process. business architect functional engineer Business analyst business systems analyst Business analysts play a role in making data analyst an investment decision, designing enterprise analyst management consultant solutions that are tailored to the needs business consultant of stakeholders Information Advisor process analyst The activities that business analysts product manager perform include product owner Understanding business problems and goals requirements engineer Analyzing needs and solutions devising strategies systems analyst driving change and facilitating collaboration … with stakeholders. Decision making Portfolio process Strategic initiatives that drive significant business value or strategic objective (portfolio epics). The portfolio kanban helps to prioritization and show the flow of these strategic initiatives Portfolio Epics have a high impact on value streams within an organization. Therefore; Analysed for feasibility and added value with a Lean business case and a MVP. Approved Epics are placed on the Portfolio Backlog for deployment by an Agile Release Train (ART) or Solution Train. EPIC Necessary for an EPIC: Choose a self-explanatory name. Outline the expected outcome. An epic description can include an introduction, product and technical requirements, and acceptance criteria. Add success criteria to determine what you expect upon completion. Create features and user stories for an understanding of how it's broken down to achieve the bigger goal. Epic Owners play an important role in Portfolio SAFe. They are responsible for coordinating Portfolio Epics on the Portfolio Kanban. They define Epics, the MVP and a Lean Business case. When the Epics are approved, Epic Owners facilitate the implementation. Once an Epic is accepted, the Epic Owner works directly with the Agile Release Train (ART) and Solution Train stakeholders, so that the Features and Capabilities that deliver value can be defined. We work from coarse to fine, continuous refinement.  “Strategic Direction” IT component Initiatives of an EPIC To deliver a building Maintenance Improvement existing Action points processes block within single period (10 weeks) Small deliverables (2 weeks) Example of an agreement on the structure (KU Leuven) Lets get to work With a lean business case What is the purpose of a lean business case? What are important components? How does that work differently from a traditional business case  Lean Business Case Traditional Business Case Comments Just enough detail to establish the proposal’s Detailed business cases drive over-specificity too early Content Lots of detail and broad in scope. viability in the development lifecycle. Traditional business cases endeavor to answer all Purpose Trigger Conversations Avoid Conversations possible questions and address all possible concerns. Actively compared with others. Enable Lean business cases require the ‘approvers’ to be Looked at in isolation. Intended to convince Use comparisons and prioritization with other active in the development of the business case and decision makers to progress initiatives related products Once - Traditional business cases are typically The decision whether or not to progress the initiative Constantly - The Lean Business Case is constantly fire and forget. They are occasionally revisited will be revisited at least once a quarter based upon Consulted referred to and kept up to date to reflect as part of a post-implementation review but the current market circumstances and whether or not progress and lessons learned generally never seen again the business case still holds Lean Business Cases are intended to support the Lean and Agile Business Practices / Iterative and Waterfall / Big Design Up-Front / Fixed Price active steering of the business. They generally lack the Support Incremental Decision Making / Rolling Funding Purchasing Models precision required for more deterministic ways-of- working If lean business cases are just a management First version available inside a month. First version in 3 months or more. Fire and summary of a traditional 30-page Business Case, then Availability Continuously revised and kept up to date. forget – archived once it is approved you will not achieve any of the benefits of adopting a truly lean and agile approach If you go down the route of using Lean Business Cases Dependent The generation and validation of a Minimal Viable Availability of funds: funding is typically all or then it is essential that you adopt an experimental, On Product (MVP) and other on-going experiments nothing risk-driven incremental approach to the development Requirements management Lets get to work What are requirements? What is the importance? What types are there? Give a few examples? Requirement An explicit, objective, clear and often quantitative description of a condition to be satisfied by a material, design, product, or service. [ASTM International]. Used in product and service development, process optimization, enterprise, and systems engineering. Drawing up requirements: 1. parallel to design and implementation with iterative and incremental approaches 2. before start of design and realization with the waterfall model Proces design IT people sometimes see it as old- fashioned and as ballast Decomposition from coarse to fine to keep an overview. Business logic describe separately; often not worked out. In a dynamic environment, processes and business rules change rapidly. Go/No-go before realisation.  Enterprise & Business architects, business consultants Chains Process chain Business analyst Process Functional maintanence Activity Action WHAT is the input and output Most common formats Purpose Integrated DEFinition (IDEF) notation used for establishing scope in the and Input, Guide, Output, Enabler business domain. (IGOE) diagrams Flowcharts, SIPOC and Value Stream used in the business domain. Mapping (VSM) Business Process Model and Notation used across both business and (BPMN) information technology domains; is increasingly adopted as an industry standard. Data Flow diagrams and Unified used in the information technology Modelling Language (UML®) domain. diagrams CAUTION First 1. WHAT is the input and output 2. WHAT is the activity. Later HOW and WITH WHAT, e.g.: Portal, website or applications Report, document, e-mail  Proces Information Decision BPMN Customer Sales Management Credit Department Precondit Product Inform ions list customer Product Price Order list New proposal Shoplist Create price proposal Not ok Question Control Approval Ok Makes payment Invoice request RECAP PRICING CORRIDORS PRELIMINARY A pricing corridor allows margin management on SKU and create order a matrix with 4margin Soft and hard floors on both SKUs and order level … where different rules of engagement apply, depending on order IGM, SKU IGM focus areas… and quote size Quote size IGM of Hard floor threshold SKU2 Quote Fixed at 20% Soft floor may differ size 50 per market EURk 7 8 9 1 Approval required The role of Marketing MM ML1 Manager Soft floor (MM) will 2/3 BG Auto reject MG change in 4 5 6 PM the future, Market the Market to approve Approval required approval Group to 4/7 approve Hard floor MG ML1 flow will adjust 1 2 3 accordingl 5 Approval required MM ML1 y No go – area Market Group and Business Group to approve 6/8/9 No approval needed IGM of quote, % ML1 1 Market Leaders (ML) to be involved for large (>500EURk) tenders and projects 2 Expressed in NNPS (for 12NCs) or IGM% (for configurators) Service Orientation  Service orientation Purpose 1. Specifying what is expected, without knowing the inner workings. Vb.: Major or minor service at a garage. You don't want to know how the mechanic does it. How fast, good, when and what price, friendly, Service pick-up/drop-off, etc. Application 2. Deliverable as a service: No longer buy a lamp, service ERP but the light; or Transport instead of a car. NB.: distinction between: a. business service a.k.a. service b. application service. Architects and IT often confuse this. PaaS: ‘Product-as-a- Service’ Not the possession, but the use of products is central. Customers pay for the desired result, not for the physical product itself. The added value is that customers are not looking for a one-time purchase, but for a solution that adapts to their changing needs. PaaS gives access to the latest technologies or products without the heavy investment required for purchase and maintenance. Signify - Light-as-a-Service; value In cooperation with the Ellen MacArthur Foundation and Dutch architect Thomas Rau began Philips Lightning to experiment (2012) with a new revenue model called Light-as- a-Service (LaaS) or pay-per-lux. Business model aspects: Value Proposition: LaaS provides customers with lighting for an annual fee, while Signify retained ownership of all fixtures and lamps. This eliminates the customer’s initial capital investment in switching to energy-efficient LED lighting, resulting in savings in energy costs and carbon emissions, and it allows Signify to re-use or recycle lighting products and systems, further reducing the environmental impact (Kramer et al., 2019). Value Creation & Delivery: Signify installs the lights and looks after maintenance, service, upgrading, repair, replacement and eventually recycling. Value Capture: Customers pay for the service (e.g., on an annual basis), rather than buying LED lights. SaaS: Software as a Service Purpose: discreet services (loosely coupled) instead of a monolithic design. An application service has four properties: 1. It's a black box for the user; 2. It represents a repeatable business activity with a specified outcome; 3. Delivers a standalone result. 4. It can be (modularly) composed of other services. As a service mesh to provide the functionality of a large software application. Term Definition Focus Business Service Represents explicitly Value and defined behavior that performance, a business role, interaction between business actor, or actors: e.g. customer, business supplier, citizen collaboration exposes Responsibility and to its environment. agreements. Term Definition Focus Application Service Represents an Functionally explicitly defined specifying what kind exposed application of activity should be behavior. carried out digitally, what data should be stored or displayed. Instead of buying a package. Quiz Quiz Bonus point for the exam: By completing all the quizzes successfully, you can earn a bonus point for the exam. This means that you can get a minimum of a 2 and a maximum of an 11 for the exam, with scores above 10 being rounded up to a 10. Conditions: - You must pass at least five of the seven quizzes. - The quizzes can only be taken at the end of the class, and you must be present in class. - This bonus point only applies to the upcoming test in Period 2 and does not apply to other test times. Quiz 10 minutes No consultation Questions and answers are mixed Learning You now know - What it is to be a business analyst - EPIC, lean business case, and a MVP you understand - What is a requirement - What type of service orentations there are like PaaS and SaaS and what it means.