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Author: Giorgos Sioutzos

Giorgos Sioutzos is an experienced business analyst currently working at Netcompany in the social security sector. He holds a BSc in Management Science and Technology from Athens University of Economics and Business and Msc in International Business & Management from ALBA Graduate Business School. Numerus articles about business analysis have been published in most reputable Greek and foreign media. He has created educational videos for IIBA Knowelge Hub. Also he has contributed as an SME for Global Business Analysis Survey creation from IIBA. Certifications: CBAP, PMI-PBA, ITIL, PRINCE2, CPRE Advanced

Soft Systems Methodology for Business Analysis

Written by Giorgos Sioutzos on . Posted in Articles.

Soft systems methodology is an approach that an analyst can embrace when phasing messy and complex problems. SSM is a way of organizing, thinking and learning in a problematic situation.[1] [2]This methodology allows the observer, faced with a vague and unstructured problem situation, the possibility to approach as holistically as possible, concentrating, combining and co-housing all existing perceptions and to suggest ways to improve the existing situation.

Business Analysts can use Analysis with SSM before the analysis and design of an information system begins (i.e. before using UML or a traditional structured development methodology).

 

The Methodology

A basic pillar of the methodology is the distinction between the real world and the systems thinking about real world. The methodology recognizes the complexity of the modern world and tries to reconcile the mental models we try to construct to simplify the world with the real needs and environment upon which any change will be implemented.

In addition to eliciting the perspectives from different stakeholders, it is also important to investigate different perspectives of the problematical situation.

This involves analyses of:

  1. The intervention, including the actors involved,
  2. The socio-cultural context including roles, norms and values and
  3. Existing power structures

The following diagram depicts seven-stage model of SSM (adapted from Checkland & Scholes, 1990, p. 27)

 

We can group the activities in the real world versus the activities in systems thinking.

Ιn real world:

  • First: we learn/analyze the problematic situation
  • Ultimately: we intervene with the aim of bringing about improvements

Systems thinking include:

  • Identifying relevant systems of human activity with ‘key definitions’
  • Creating mental models from the basic definitions

 

Tools

1st Step:

To understand the complex problem situation we use the rich image.

Emphasis is placed on illustrating the following:

  • roles in the system and views,
  • disputes and controversies,
  • system limit,
  • elements of the environment

An example of rich image is given below:

Source: elabor8.com.au

 

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2nd Step:

In the next stages of the methodology (systems thinking) we create basic definitions and then a mental model of the system.

The basic definition can follow the following structure:

  • Do P by Q in order to contribute to achieving R” (P = what? Q = how? R = why?)
  • CATWOE is a good way to think holistically about actors.[3]

A mental model is an explanation of how something works. The phrase “mental model” is an overarching term for any sort of concept, framework, or worldview that you carry around in your mind.[4]

The following diagram represents the structure of a simple mental model.

 

3rd Step:

Finally we return to the “real world” for the last 3 stages of the methodology, aiming to make effective changes to the problem situation.

Collaborative learning is achieved through the SSM process.  Development of shared meaning and understanding across individuals and groups are enabled and can ensure faster requirements elicitation and more precise requirements that will add value to the different stakeholders.

 

Conclusion

The internal and external conditions are complex, interdependent and unique. Either the change of only an internal or external component creates a different dynamic and a different system and may trigger a chain of events that can affect indirectly other components. The “Ceteris paribus” assumption in some microeconomics models seems to be utopia in the modern business environment. Systems thinking and the holistic approach are basic characteristics for effective conduction of business analysis. SSM encapsulates the systems thinking mindset and can be a useful methodology in the pre-analysis and/or early analysis phases.

 

[1] Checkland P. Systems thinking, systems practice. Chichester: John Wiley and Sons; 1981
[2] Checkland P, Poulter J. Learning for action: a short definitive account of soft systems methodology and its use, for practitioners, teachers and students. John Wiley and Sons Ltd: Chichester; 2006.
[3] CATWOE Analysis: A Holistic Approach to Problem Solving – SlideModel
[4] Mental Models: Learn How to Think Better and Gain a Mental Edge (jamesclear.com)
BATimes_Nov30_2022

The Strategic Flexibility Approach in Solution Design

Written by Giorgos Sioutzos on . Posted in Articles.

Compared with strategic management, strategic business analysis focuses on designing a sustainable solution in order the long term strategic goals and future demands to be fulfilled with the best way. Constant changes in internal and external environment require business analysts working on a specific solution to constantly assess solution approach and capabilities for success.

Strategic flexibility it terms of a solution may be defined as the ability of the solution to adapt to substantial, uncertain, and fast-occurring environmental changes that have a meaningful impact on the solution performance.

 

Strategic business analysis involves a future outlook. Detection of emerging threats and opportunities, prediction of their future impact, and the development of solution responses is something that should be considered before a solution definition. Ideally, the “future paths” should be incorporated in the solution itself in order “strategic adaptations” to be achieved with less cost and effort.

Because the environment is so uncertain and fast moving with many potential threats and opportunities, business analysts often finds it difficult to react using conventional business analysis approaches. Evaluating the likelihood and nature of the impact of each environmental change that can consequently affect the solution requires is challenging.

 

It is common that during the analysis phases of a solution definition, considerations of alternative ways to increase solution’s flexibility tend to be limited and ad hoc and not comprehensive, systematic, or formal.

Moreover, internal and external constraints on the style and experience of the business analysis team tend to dictate an inflexible approach that is not taking into account the future challenges and adaptations that will be necessary for the solution’s sustainability.

 

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Another challenge in embracing strategic flexibility is the lack of objectivity in flexibility and scalability options. This is inevitable given the lack of information for the future conditions and the difficulties in predictions.  Options concerning sustainable solutions tend to be subjective and informal. Flexibility levels are rarely monitored or even measured. An example of a subjective KPI is the time and the cost required to modify core flows in a system or the time and effort required incorporating a new group of users in an existing solution.

Identifying assumptions that had been made during design phases is crucial in order to clear out the future state and to develop contingency plans that can contribute to lower time, cost and effort in future changes. Well-defined contingency scenarios with specific responses associated with each future specific event may be decrease the response time required, once those events occur.

 

Paying attention at the confirmation of the elicitation results and trying to find areas for sustainability and preparation to change improvement should be cultivated in business analysis approach.

Last but least working towards defining specific evaluation criteria concerning the long term horizon solution flexibility as a response to future events is essential in an era of fast – moving and numerous environment changes.

References:
  1. David A. Aaker, Briance Mascarenhas, (1984) “THE NEED FOR STRATEGIC FLEXIBILITY”, Journal of Business Strategy, Vol. 5 Issue: 2, pp.74-82, https://doi.org/10.1108/eb039060
BATimes_Sep14_2022

The Importance of Creativity in Business Analysis

Written by Giorgos Sioutzos on . Posted in Articles.

Being creative may seem contradictory to an analyst structured approach to everyday tasks but this is far away from truth. Creativity is something required in every aspect of our life. Although, a deterministic approach is synonymous to analysis and decisions are being made using careful research, still there is much room for creativity.

In the business analysis field, the aim of developing creativity as a skill is to provide value to the whole business analysis lifecycle and to contribute not only to better outputs but also to significant outcomes.

Below are just some occasions when creativity can be required from a business analyst:

 

  1. Creativity is required in finding the best way to elicit the actual business needs. You may modify and tailor an elicitation technique in order to achieve the most accurate and helpful results from elicitation activities. A creative business analyst will pose “clever” questions in order to better understand the customer. Will continuously modify predefined techniques in order to tailor them in accordance with the context and the special needs of the stakeholders.

 

  1. In case there is not a predefined product that will be used, and the solution is built from the scratch, creativity is detrimental in order to find feasibly solutions that will provide value to the end users.

 

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  1. Business analysts advocate for the business while communicating what can be achieved with available technology. The way business analyst will transfer the information from one side to another requires creativity. Providing a bridge between technical and business viewpoints is sometimes challenging. Unorthodox ways of presentation and communication of the information may be the key.

 

  1. Drawing out additional meaning from the elicitation results requires creativity resulting from a creative dispute mindset. Asking what the actual need of the customer is and how might the end user has defined the success imply sometimes filling information gaps using creative thinking.

Creativity skills can be learned and improved throughout professional life.  What you first need is a desire to explore your unique creativity and a spirit of curiosity. Just ask yourself and try to come up with creative ideas in your everyday tasks.  The most important is to be critical against conventional wisdom and try always to take into consideration the context in order to tailor and use wisely the conventional wisdom.

BATimes_Aug11_2022

The Importance of Creativity in Business Analysis

Written by Giorgos Sioutzos on . Posted in Articles.

Being creative may seem contradictory to an analyst structured approach to everyday tasks but this is far away from truth. Creativity is something required in every aspect of our life. Although, a deterministic approach is synonymous to analysis and decisions are being made using careful research, still there is much room for creativity.

In the business analysis field, the aim of developing creativity as a skill is to provide value to the whole business analysis lifecycle and to contribute not only to better outputs but also to significant outcomes.

Below are just some occasions when creativity can be required from a business analyst:

  1. Creativity is required in finding the best way to elicit the actual business needs. You may modify and tailor an elicitation technique in order to achieve the most accurate and helpful results from elicitation activities. A creative business analyst will pose “clever” questions in order to better understand the customer. Will continuously modify predefined techniques in order to tailor them in accordance with the context and the special needs of the stakeholders.

 

  1. In case there is not a predefined product that will be used, and the solution is bult from the scratch, creativity is detrimental in order to find feasibly solutions that will provide value to the end users.

 

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  1. Business analysts advocate for the business while communicating what can be achieved with available technology. They way business analyst will transfer the information from one side to another requires creativity. Providing a bridge between technical and business viewpoints is sometimes challenging. Unorthodox ways of presentation and communication of the information may be the key.

 

  1. Drawing out additional meaning from the elicitation results requires creativity resulting from a creative dispute mindset. Asking what the actual need of the customer is and how might the end user has defined the success imply sometimes filling information gaps using creative thinking.

 

Creativity skills can be learned and improved throughout professional life.  What you first need is a desire to explore your unique creativity and a spirit of curiosity. Just ask yourself and try to come up with creative ideas in your everyday tasks.  The most important is to be critical against conventional wisdom and try always to take into consideration the context in order to tailor and use wisely the conventional wisdom.

4 Tips that can help you in your new job as a Business Analyst

Written by Giorgos Sioutzos on . Posted in Articles.

You have just been hired as a business analyst in a new organization. Many new processes and unknown business terminologies can make you feel confused and feel stressed. This is absolutely normal, and time is required to understand how the things are working.

Below are some tips in order to successfully adapt to your new role.

#1 Understand the approach towards BA

Try to learn the approach of the company toward business analysis field and the attitudes of your team towards the tasks of a business analyst. Search and ask about standard processes your company is following when it comes to business analysis. It is vital to know what your organization is perceiving as good work and what is valuable. You need to take your time and dive deeper and not to be misled by the first impressions.

#2 Understand the Context

In the first period erase if possible, from your memory the way things were done in your previous job. As it is widely stated there is no one size fits all. Give some time to understand the context and how the context is affecting the way the things are done. Try to find the usefulness and the why behind the approaches that are used in your new environment. Most probably the context will give you some answers.

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#3 Understand the Business Domain

Try to figure out the characteristics of the industry your company provides solutions for. Try to learn as much as possible for the specific industry, trends, rules ,processes and standards. You can ask for information more experienced colleagues or search in previous artifacts that may exist in company’s knowledge hub. You may also request from your manager a short training in basic industry related topics. When you like your job and you are passionate about it learning is not actually so hard.

#4 Understand the Τools and Techniques

Try to figure out which are the techniques more commonly are used in your new job. Then try to gain knowledge and practice on mastering those techniques. For example, you can understand that a business process diagram is commonly used. Spend some time to develop your mastery in creating this kind of diagram. You may attend a short e-course or check previous such diagrams prepared in the past from the team.

In a new beginning you need to figure out first the as-is situation. That needs time and willingness to learn. Try to understand, make your own homework, and then ask question. Do not underestimate the need for comparing the information you receive with other sources of information. Moreover, remember not to propose a change if you have not understood first the context and the reason behind some approaches that are established in your new team.