The do’s and don’ts for a powerful business analysis

The financial sector is in a state of flux and is very demanding of IT systems. Does your organisation have a software package lacking agility? If so, survival becomes an ever greater challenge. Issues of reducing the operational burden, changes in laws and regulations, audits and regulatory requirements also pose significant challenges in the financial sector. How do you respond to this as an organisation? How do you ensure that the software package changes successfully and continues to deliver value to the organisation? The answer is: business and information analysis. A good analysis gives organisations answers to the questions of why they need to change and how they need to change to stay relevant. Business and information analysis forms the bridge between the business and IT, translates organisational goals to the shop floor and serves the external software package supplier. Our consultant Aga will help you with his do’s and dont’s on this subject, so you can set up a future proof software package.

A good start is half the battle

• Do:  Find the question behind the question before developing the solution.
• Don’t: Develop the solution until you have understood the problem.

Business and information analysis is indispensable in the world of software development. In principle, it does not matter which software development method is used in the organisation. Whether you work according to the waterfall method or Agile: always start by getting your business needs clear. Before you start with the functional and technical design, it is important to understand what the business does, how it does it and what the goal is. To do this properly, first map the process with a process modelling. Next, identify the needs of the stakeholders by performing a stakeholder analysis. Only when these steps are completed can you understand the problem and start determining the functional specifications (the solution) and make the technical design for the development of the software package.

The software package supplier as a team member

• Do: Involve the software package supplier as early as possible in the process.
• Don’t: See software package supplier as merely a ‘supplier’.

As soon as all requirements are clearly identified, a solution is needed that can be adopted seamlessly. Ensure that the software package supplier is involved in the process before the solution is devised. The software package supplier knows the package like no other and can indicate what is technically possible and what is not. That way you avoid surprises and disappointments. There is nothing more annoying than working out a solution that later turns out to be technically impossible. Therefore, involve the software package supplier even while analysing the needs of the user organisation. An important advantage here is that the standard functions of the software package are optimally used and customisation (read: costs) is minimised. Building up a good relationship with the software package supplier is essential for this. A partnership has clear advantages over a role as ‘supplier’. A software package supplier not only wants to deliver their product or service; business and information analysis ensures that the functionality of the software package expands. From a business perspective, the best generic solutions are devised to enable the software package to be raised to a higher level. Analysis is the connecting factor here, ensuring that the software package supplier is not just a service provider, but becomes a team player.

ITDS as a partner for successful business and information analysis?

Legend Johan Cruijff said it the best: ‘In football, it is simple: there’s only a split second when you can arrive on time. Otherwise you are too late or too early.’ And it’s the same for organisations. With business and information analysis, you ensure a future-proof strategy and develop the software package with the times.