Process Analysis Report
Goals and Strategic Drivers
Key Performance Indicators Goals Strategic Drivers
Efficiency and culture. Experiment with a new visual model to clarify a complex concept.
Foster a culture that encourages problem identification and creating solutions.
Increasing performance. Broaden Your Skills by Using New Techniques.
Ensure business analysts have the opportunities to learn leading-edge techniques that can be used to enhance both project business analysis and enterprise business analysis.
Organizational vision. Strengthen Stakeholder Relationship.
Give business analysts the opportunity to participate and contribute to strategic conversations, particularly where additional research and analysis is needed.
Performance. Look for an assignment in a new business unit, department, or business domain.
Ensure business analysts have the opportunities to learn leading-edge techniques that can be used to enhance both project business analysis. Business Analysis Report
Report Name
Industry Name
Process Name
Report Details
James
Subject Matter Expert
Foody
Technical Lead
Software Engineering
Business Analysis
Process Summary
Business Analysis is the practice of identifying and clarifying a problem or issue within a company, then working with the various stakeholders to define and implement an acceptable solution. However, actually conducting a business analysis can be quite complex and time-consuming.
High-level Process
Health Measures Benchmarks Key Performance Indicators
Key Performance Indicators Health Measures
9.0 Efficiency and culture. 9.88
9.0 Increasing performance. 7.48 9.0 Organizational vision. 5.24 9.0 Performance. 11.70
Sample Report
Key Performance Spots Health Measures
High-level ProcessHealth Measures Benchmarks User-set Values
Key Performance Indicators Performance Spots
9.0 6.0 On Time Delivery (OTD). 11.70
Efficiency and culture.
9.0 5.0 Staff utilization. 11.60
Efficiency and culture.
9.0 6.0 Reduction in rework. 6.33
Efficiency and culture.
9.0 6.0 Ways of influencing staff behaviour. 11.70
Increasing performance.
9.0 5.0 Business Case Tracking. 8.20
Increasing performance.
9.0 7.0 Business value source. 2.20
Increasing performance.
9.0 6.0 Constructing the right PMO. 7.00
Increasing performance.
9.0 9.0 Capturing value more quickly. 10.67
Increasing performance.
9.0 5.0 Shortfall by Initiative Type. 7.53
Increasing performance.
9.0 7.0 Tasking for specific results. 5.07
Increasing performance. 9.0 6.0 Quality improvement. 11.70 Organizational vision. 9.0 6.0 Technology Applications. 7.14 Organizational vision. 9.0 7.0 Facilitating customer choices. 0.70
Organizational vision. 9.0 5.0 Leadership. 1.40 Organizational vision. 9.0 6.0 Metrics benchmarks. 11.70 Performance.
Process Metrics
Efficiency Effectiveness Adaptability Error Index
Process Metrics
Benchmarks 90% 97% 88% 99%
76.43% 61.0% 60.21% 69.43%
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Risk Analysis
High Risk Items Medium Risk Items Low Risk Items Total Risk Items
Key Performance Indicators Severe Risk
Items
Efficiency and culture. 9 0 2 1 12 Increasing performance. 12 6 11 0 29 Organizational vision. 5 0 6 2 13 Performance. 2 0 0 0 2
Adaptability is the ability of the process to change itself to fit to occurring changes based on recommendations.
Adaptability
Effectiveness is the capability of producing a desired result.
Error Index Effectiveness
Definitions of Process Metrics
Efficiency Efficiency is the extent to which time, effort or cost is well used for the intended task or purpose that is driven
by the process.
Error Index is a measure of how closely a process follows the index to which it is benchmarked.
Process Recommendations List for the Report
Risk AnalysisKey Performance
Indicators Recommendations based on Business Impact
Organizational vision. No rationale behind technical decisions. Provide technical information and inspiration to employees. Organizational vision. No link between technical success and business. Provide a definition of technical success.
Organizational vision. There is no focus on environment. Cleantech focus to include energy generation and storage, transportation,consumption, transmission, and distributions. Organizational vision. Old fashioned methods of customer access. Focus in Internet and web-based applications, services, and related infrastructurecompanies that target consumers. Organizational vision. No growth indicators in mobility growth. Budget for technologies that deliver the next generation platform elements ofnotebooks, netbooks, and mobile Internet devices. Organizational vision.
Poor investment areas in servers, storage/information management, clients, data centre technologies, HPC, MVS infrastructure software (manageability, virtualization, security), cloud computing, embedded solutions, and visual computing.
Focus on one or more of these to improve: enterprise, data centre, embedded, communications infrastructure, and visual computing.
Organizational vision. Employees are confused about if their managers job is theirs.
1. Delegation ability to improve as appropriate. 2. The trust demonstration should enhance.
Organizational vision. There is demonstration of leadership success metrics. Leadership should be demonstrable using statistical metrics. Efficiency and culture. There is no strategy to reduce rework by process
improvement.
Monitor the health of your processes with a large-scale, automatic parameter checking against pre-defined or custom business rules in batch or on demand. Efficiency and culture. There is no mechanism to receive alerts and warnings
about scrap or rework.
Proactively address quality and performance issues with early warning analytics that alert you to potential failures and latent defects before they become costly problems and before they reach the customer.
Efficiency and culture. There is no mechanism to store and make rationale associated with key decisions.
Align performance and quality strategies by sharing appropriate information with whoever needs it so you can close the gap between targets and performance. Increasing
performance. Low value drivers and high value drivers are mixed upfor implementation.
Implement those systems on a priority that deliver high business value. Increasing
performance. Poor project outcomes and abandoned projects.
Focus on end user expectations Increasing
performance. Results of corporate initiatives are inconsistent.
Manage implementation with rigour. Increasing
performance. Ambiguous PMO mission.
Define PMO Governance, Content expertise, Size of projects that PMO governs.
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Risk Analysis Key Performance
Indicators Recommendations based on Business Impact
Increasing
performance. Negative globalization.
Drive globalization. Increasing
performance. no Unification of company organization.
Unify company organization. Increasing
performance. Reduced product quality.
Improve product quality. Increasing
performance. Enhanced Operating Costs.
Reduce Operating Costs. Increasing
performance. Optimize working capital.
Optimize working capital. Increasing
performance. Increased rework because of defect resolution and re-testing.
Requirements related defects to be ironed out in requirements engineering phase Increasing
performance. There is no identification of hard and soft costs.
1. Differentiate between cost avoidance and cost savings. 2. Establish points of savings from every point in the project.
Key Challenges
Change management & change control are not distinct. 1
Config management not defined. 2
Lack of Clarity in the Scope of the Business Functions. 3
Risk management is not in practice. 4
