MGMT 6120: BUSINESS CASE DEVELOPMENT

Introduction

Linked-In @ Professor DeWan

LAND ACKNOWLEDGEMENT
We acknowledge and honour the Anishinaabe, Haudenosaunee, and
Lenape people of Southwestern Ontario as the traditional landholders
and custodians of the lands and waterways where Fanshawe College is
located. Further, we acknowledge the cultural diversity of all Indigenous
peoples and pay respect to Elders past, present and future.
We celebrate the continuous living cultures of the original inhabitants of
Canada and acknowledge the important contributions Indigenous people
have and continue to make in Canadian society.

National Day for Truth and Reconciliation

 All about us

Business Analysis Program

2015-1001 Fanshawe College Boulevard; P.O. Box 7005 London, Ontario N5Y 5R6 Phone: 519-452-4290 Fax: 519 659-9522 [Link] Linked-In @ Professor DeWan
Your Professor for this Course:

Business Analysis Program

You are in an interview at
Tell us about yourself?

1. My name is …
2. I enjoy / love / am passionate about …
3. I’m a strong candidate for the role of an analyst based on my (education) and/or (experience)
4. I’ve been to this course site in FOL, completed/completing the Academic Integrity Quiz and have
read announcements and understood that … … …
5. The next person I would like to call is…

Business Analysis Program

You are in an interview at
(Professor Assigned Company Name) Tell us about yourself?

1. My name is … I enjoy / love / am passionate about …

2. In my latest diploma / undergraduate program one thing I learned and use (used) in my life / career
is …
3. Based on my… Years professional experience and educational knowledge I’m looking for a job with
the title(s)… in the functional department / business segment of… (professor will provide with list of departments or business segments
based on the company chosen / assigned by the professor. Three to Four students per team. First come first serve.)

A) Functional Dept 1 B) Functional Dept 2 C) Functional Dept 3

D) Business Segment 1 E) Functional Dept 4 F) Business Segment 2

G) Business Segment 3 H) Business Segment 4 I) Business Segment 5

4. I’ve been to this course site in FOL, read announcements and understood that … … … and
completed/completing the Academic Integrity Quiz.
5. The next person I would like to call is…

Business Analysis Program

 Housekeeping

Business Analysis Program

2015-1001 Fanshawe College Boulevard; P.O. Box 7005 London, Ontario N5Y 5R6 Phone: 519-452-4290 Fax: 519 659-9522 [Link] Linked-In @ Professor DeWan
Class Expectations
• If you ever have a problem or a question regarding this course, make sure you contact me
using mdewan@[Link]. It is usually much easier to resolve potential issues
early on – don’t wait until it is too late!
• Personal electronic devices can only be used when needed for class activities. No
recording or photography with permission of the professor
• Assignments will not be accepted after the due date. There is plenty of time allotted for
assignments
• If you have an unresolved question regarding an assignment, make sure you submit it
anyway!
• Respect each other always
• Complete the Academic Integrity Quiz
• Use of AI (e.g., Chat GPT): For all assignment, the final written work or product must be your own
creation. You are permitted to use artificial intelligence (AI) tools to initiate your research and
brainstorm ideas or concepts

Business Analysis Program

Practice
Bring you point of view – with respect to BUSINESS ANALYSIS
▪ No family member in class (who is not a student of this course)
▪ Timing – 60 course hours – 3 hours sessions
o Class starts SHARP ON TIME
o Break vs. Continuous
o Approximately 50 minutes for each hour of class
▪ Disruptions to Others
o Food
o Noise
▪ Electronics
o Laptop – A Must …
▪ Topics of discussion … … … its all about “THIS COURSE”

Business Analysis Program

 The Program and The Course

Business Analysis Program

2015-1001 Fanshawe College Boulevard; P.O. Box 7005 London, Ontario N5Y 5R6 Phone: 519-452-4290 Fax: 519 659-9522 [Link] Linked-In @ Professor DeWan
Can YOU expand your career?

Business Analysis Program

 About the Business Analysis Program

Business Analysis Program

2015-1001 Fanshawe College Boulevard; P.O. Box 7005 London, Ontario N5Y 5R6 Phone: 519-452-4290 Fax: 519 659-9522 [Link] Linked-In @ Professor DeWan
What does IIBA Endorsed program mean for YOU?

YOUR Fanshawe College Business Analysis program:

😀 International Institute of Business Analysis (IIBA) approved Endorsed
Education Provider (EPP)
😀 Aligned with the Business Analysis Body of Knowledge (BABOK)
😀 Earns YOU 400+ IIBA recognized Professional Development (PD) hours
o 45 PD/CD hours for BABOK related courses (6118-45, 6119-45, 6120-60, 6121-45, 6122-45,
6123-45, 6124-45, 6125-45, 6126-45, 6127-45, 6128-45)
o 60 PD/CD hours for Business Case Development course
o ECBA certification – YOU earn enough PD hours Completing Level 1 (1st semester)

Fanshawe College maintains annual obligations to keep this endorsement valid for YOU

Business Analysis Program

Internationally Recognized certification

Seven (7) Internationally (40+ countries) recognized certifications

1) Business analysis – ECBA, CCBA, & CBAP
2) Cyber security – CCA
3) Data analytics – CBDA
4) Agile analytics – AAC
5) Product ownership – CPOA

YOU earned the required PDUs

YOUR IIBA certificate and knowledge is respected in 40+ countries
YOU network globally with 120+ chapters (London: [Link])
YOU speak the same language with international corporations

You’ll have lesser time once you start your new job, and you may forget what you’re learning now

Business Analysis Program

ECBA: What to Study?
Weight distribution: ECBA exam
Chapter 1: 2.5%
2: 5%
MGMT 6123
3: 5%
• 50 MCQ
4: 20%
• 1 hour
5: 20%
• 70%- 75% to pass
• 20 hours avg prep 6: X MGMT 6127

• 21 PD hours 7: 25%
8: X MGMT 6126
9: 5% MGMT 6120 & 6123
10: 17.5% MGMT 6124
11: X MGMT 6125

.[Link] Business Analysis Program

Should YOU consider a certification?
1. CPA vs. Ph.D. or Masters in Accounting
2. FRM vs. Masters in Risk Management
3. CIA vs. Masters in Auditing
Networking – Experience –
4. CFA vs. MBA in Finance professional, professional,
volunteering, events volunteering
5. ECBA, CCBA, CBAP vs. Masters in Business Analysis
6. PMP vs. Masters in Project Management How do I differentiate
myself from 250-300
candidates for a job?
Professional Certification vs. Academia
for example, CFO vs. Lecturer of accounting
Professional
Academic studies
It depends on your career aspiration certification

Business Analysis Program

Course Relationships
What is a Capstone?

BUSINESS CASE DEVELOPMENT

Perspectives

Agile Bus Process Mgmt Bus Intelligence

Bus Architecture Strategy & Require. Solution Analysis

Project Mgmt Introduction to BA Methods

Semester 1 Semester 2

Business Analysis Program

BA Underlying Competencies
What is a Capstone?

Ref: BABOK Chapter 9

1. Analytical Thinking and Problem Solving

2. Behavioural Characteristics
3. Business Knowledge
4. Communication Skills
5. Interaction Skills
6. Tools and Technology

Hard skills gets you Hired; Soft skills deficiency may result in getting Fired!

Business Analysis Program

BA Underlying Competencies
What is a Capstone?

1. This is a Capstone course intended for you to synthesize your knowledge and experience from
the all-other courses of Business Analysis Certificate program through this Workshop style
classes.

2. You will identify an opportunity to develop a Business Case for an enterprise change as
a Business Analyst.

3. As a change leader, you will collaborate, elicit, build, and present business case to stakeholders,
using your Hard and Soft Skills.

4. In seven phases of a business case you will implement your learnings from the other courses.
For example, identifying a problem – you learned in MGMT 6123 Intro to BA course;
Stakeholders, Organograms – MGMT 6119 Business Architecture course, and so on.

Business Analysis Program

 The Textbook

Business Analysis Program

2015-1001 Fanshawe College Boulevard; P.O. Box 7005 London, Ontario N5Y 5R6 Phone: 519-452-4290 Fax: 519 659-9522 [Link] Linked-In @ Professor DeWan
Main Resource

The format we will be following through the course is the simple and
straightforward “Developing a Business Case” by Harvard Business
Press (2011) ISBN: 978-1-4221-2976-0.
We will also be relying on other resources.
There will be a lot of variation in the structure and content of the
business case depending on the business problem you choose to
confront –
Therefore, it is important to work through the deliverables in class
where you can rely on your classmates and professor for support
and feedback.

Business Analysis Program

Main Resource

Aligned with “Business Analysis Body of Knowledge (BABOK)” by International Institute

of Business Analysis (IIBA) .
Focusing on Chapter 9: Underlying Competencies

Business Analysis Program

 Course Schedule and Mark Distribution

Business Analysis Program

2015-1001 Fanshawe College Boulevard; P.O. Box 7005 London, Ontario N5Y 5R6 Phone: 519-452-4290 Fax: 519 659-9522 [Link] Linked-In @ Professor DeWan
Course at a Glance
Refer to FOL site, i.e., Announcement, Course Plan and Upcoming Events for all due dates

Business Analysis Program

Course at a Glance
Refer to FOL site, i.e,
Announcement, Course Plan
and Upcoming Events for all due
dates

Business Analysis Program

General Structure of the Phases
Each module will normally involve presenting & discussing your ideas (soft skills) and
submitting (technical or hard skills) the physical artifacts of that module in a FOL
submission folder.

First session of a module:

• Brief lecture material and overview of the phase
• Out-of-class time will be spent on activities related to the phase
• Feedback from previous deliverables should be integrated

Second session of a module:

• Work through and finalize deliverables
• Out-of-class time will be spent consolidating and updating materials and preparing for next
phase
• Feedback from previous deliverables should be integrated
Business Analysis Program
Earning Money Marks
1. The mark you receive in this course is the mark you EARNED, just as, you would
earn remuneration from your employer!
2. This is a Post-graduate certificate course – there is an expectation that you can manage
your time and evaluate your own level of contribution to the course.
3. You are expected to:
a) practice BA competencies – just as you practice in a lesson for driving, dancing, diving
b) do the readings and research
c) pro-actively present your ideas in class – that is, defend your position and challenge or advice
others’ position, professionally
d) attempt each evaluation

4. Workshop style sessions and assignments cannot be redone, and there is no ‘make-
up’ – for example, Do you ask your employer at the year-end to increase your salary of the same year?

Business Analysis Program

Course Evaluation
Assessment Component % of Grade

In-Class Performance, Defend, Question, Suggest, etc. 50

(ref: practice BABOK Chapter 9 BA competencies during class, research materials)
Submission 50
(ref: Textbooks, your class-note, FOL, research materials)
Total 100

• Assignments worth 10% or under receive a “0”, if they are late, no exception
• Assignments 11% or higher have the assigned grade reduced by 25% per day (1 day
= 24-hour period)
• No assignment is accepted on the 5th day after the due time and date have passed
(including weekends)

Business Analysis Program

Course Evaluation

In general, each
• Submission 5%
• Individual Performance (IP) 8%
o IP includes, (not limited to), in-class assignments and practicing BA competencies, such as, asking
questions to all stakeholders, presenting your ideas, fielding questions, defending your position, making
decisions, collaborations, providing suggestions to presenting teams
o IP weights are distributed as 8% = 4% each session; (for example, Present 1%; Defend 1%; Question
1%; Suggest 1%). Refer to Rubrics in FOL site – Fair, Good, Very Good, Outstanding, and Exceptional – based on
quality of your BA competencies, at the discretion of the professor and stakeholders, similar to, year-end reviews of an
employee at an organization

o Workshop style sessions missed cannot be redone. At the professor's discretion, one exception in a
semester, may be assessed at the end of the term based on overall performance of the subject student
for one missed session. Fanshawe Policy will apply. See FOL for due dates. This schedule is subject
to change.

Business Analysis Program

Course Evaluation
Rubrics: 1 50-59
Fair
60-69
Good
70-79
Very Good
80-89
Excellent/Outstandin
g
90-100
Exceptional

1. Content, Concept, Topic: 25% (20% with 5. Presentation)

- No coverage of topic, - Topic in adequately - Good - In-depth coverage of - Exceptional
topic is inappropriate to covered, topic is coverage of topic, topic is quality -
assignment, not based appropriate to topic, topic is appropriate to Content
on research-based assignment, not based appropriate to assignment, strong exceeded
information, unclear and on research-based assignment, basis in sound, expectation,
difficult to understand information clear and basis in sound, research-based and
understandable research- information, exceptional
- Reflects poor - Reflects somewhat based outstanding clarity in quality (i.e.
understanding of the understanding of the information, - Reflects through publishable)
topic. topic. clear and understanding of the - Reflects
understandabl topic. exceptional
- Content and - Content is accurate e understandin
information is but some required - Reflects good - Content is accurate g of the topic.
inaccurate, and/or information is missing understanding and all required
questionable, and/or and/or not presented of the topic. information is
incomplete, and/or not in a logical order, presented in a logical
presented in a logical making it difficult to - Content is order.
order, making it difficult follow. accurate but - Provides all of the
to follow. some required evidence of answering
- Little evidence of - Some evidence of information is the questions /
answering the questions answering the missing and/or requirements being
/ requirements being questions / not presented asked and responds
asked and responds requirements being in a logical directly and completely
evasively or asked and responds order, but is to the questions /
inadequately to the somewhat directly, and still generally requirements.
questions / for the most part, easy to follow. - Explanations are
requirements. accurately, to the - More complete
- Provides evidence of questions / evidence of
minimal effort with the requirements. answering the
assignment. - Explanations are questions
poorly presented, but being asked
acceptable and responds
directly and
completely to
the questions
/
requirements.
- Explanations
are acceptable
2. Diagram / Visuals / Table/ Graph / Example / Creativity: 25% (20% with 5. Presentation)
- None or very little use - Inappropriate and - Appropriate. - Appropriate to the - Exceptional
of diagrams/table/graph shows little, if any, - Layout shows topic. quality
and/or they are creativity. little creativity - Layout flows well,
incorrectly - Layout is messy, and/or is not shows creativity.
drawn/labeled and/or disorganized or organized - Use of diagrams,
do not reflect the cluttered. logically or tables, graphs, numbers
concept accurately. cluttered. etc. support concepts
and properly labeled.

Business Analysis Program

Course Evaluation
Rubrics: 2 3. Communication Skills:
- More than 5 spelling,
grammar or punctuation
25% (20% with 5. Presentation)
- No more than 5
spelling, grammar or
- No more than
3 spelling,
- A few (1-2) errors
in spelling,
- Exceptional
quality - No
errors. punctuation errors. grammar or grammar or spelling,
- Most texts are not - Several instances punctuation punctuation. grammar,
student’s own word or where the text is not in errors. - Almost all texts and/or
not included. student’s own words. - Most texts are are in student’s punctuation
- Missing professional - Some use of student’s own own words. errors in the
business language. professional business words. - Effectively used text. All texts
- Does not follow at least language. - Used of professional are in the
two or more instructions - Missed to follow at professional business language. student’s own
/directions/requirements. least one instructions / business - Student followed words.
directions/requirements. language. all instructions, - Enhanced use
- Student with no errors or of professional
followed all omissions. business
instructions, language.
with no errors Followed all
or omissions. instructions
with precision
4. Structure, Validity, Research & Analysis, Story-Telling: 25% (20% with #5. Presentation
below)
- No flow. - Unorganized. - Flows well. - Mostly neat and - Exceptional
- Insufficient information. - Tools are not used in a - Some tools are clean. quality - neat,
- Limited or no research, relevant manner. used to show - Information is clean, well-
no analysis - Some research, acceptable organized in a organized and
- No hyperlinks, and/or analysis understanding. logical manner presented in a
references - Hyperlinks and/or - Used good and shows some creative way.
- Analysis does not meet references to non- research, & degree of - Interesting
minimal expectations. credible sites analysis, but creativity. and accurate.
- Analysis is superficial or - Analysis somewhat poorly - Overall - Exceptional
almost non-existent. meets expectations. presented interesting. research,
- Unattractive, difficult to - For the most part, - Hyperlinks - Related research, analysis, and
interpret somewhat correct in and/or analysis, and well reporting
- Unorganized bullets, their analysis. references to presented
references, graphics, - Attractive, difficult to credible sites - Hyperlinks
transitions, and interpret, - Analysis and/or references
slide/page effects detract - Disorganized, bullets, generally meets to credible sites.
from the content references, graphics, expectations - Analysis
transitions, and and correct in thoroughly meets
slide/page effects their analysis. expectations, in-
detract from the content - Attractive, depth, and correct
easy to in their analysis.
interpret, - Attractive, easy
page/slide to interpret,
organized, good page/slide well-
use of bullets, organized,
references, excellent use of
graphics, bullets, graphics,
transitions, and references,
slide/page transitions, and
effects which slide/page effects

Business Analysis Program

Course Evaluation
Rubrics: 3 5. Presenter and Oral presentation: 20%
- Presenter and oral - Presenter and oral - Presenter and - Presenter and oral - Exceptional
presentation are not presentation are oral presentation presentation are well- quality, including
well-organized, poorly organized, are organized, organized, he/she use of 5Ps –
he/she reads slides he/she relies he/she discusses discusses content Pause, Pitch,
and or notes to frequently relies on content seldom referring to Projection, Pace,
conduct notes to conduct occasionally notes to conduct Poised and Eye
presentation presentation referring to notes presentation contact, no word-
- Presenter does not - Engages audience to conduct - Engages the whiskers
engage audience, poorly, displays presentation audience well, - (S)He discusses
displays poor professional - Engages displays professional content no
unprofessional appearance, uses audience, displays appearance, uses referring to notes
appearance, is volume & elocution professional volume and elocution to conduct
inaudible, does not inappropriate to appearance, uses appropriate to presentation
maintains eye setting, maintains volume and setting, maintains
contact, displays minimal eye elocution excellent eye contact,
poor posture and contact, posture appropriate to posture and
lack of composure and composure setting, maintains composure
good eye contact,
posture and
composure

Business Analysis Program

Course Evaluation
Individual Performance (IP) for each session: Example

Weekly In-Class Performance (ICP) Grading Date: Thursday, January 6, 2022 Session (week) # 1 Section # 1
( Fair = F 50%; Good = G 60%; Very Good = V 70%; Outstanding = O 80%; Exceptional = E 90% ). Refer to BAN Rubrics for details.
Sl. No. ID FIRST NAME LAST NAME Team Marks Time Presented Questioned Suggested Defended
1
Student AB YZ IT 6.75 45” E O, G, V G, F F
2

E=90 or G=60 or above F=50 or above

G=60 or above
above V=70 or above F=50 or above
O=80 or above Average = 55
Average = 70

Average = 66.25% or above

Business Analysis Program

A note on Time & Information

It’s NEVER ENOUGH

DECISIONS are made! IMPLEMENTATION takes place!! NEWER heights achieved!!!

Business Analysis Program

 Today’s Session Concepts

Business Analysis Program

2015-1001 Fanshawe College Boulevard; P.O. Box 7005 London, Ontario N5Y 5R6 Phone: 519-452-4290 Fax: 519 659-9522 [Link] Linked-In @ Professor DeWan
 Underlying Competencies

Business Analysis Program

2015-1001 Fanshawe College Boulevard; P.O. Box 7005 London, Ontario N5Y 5R6 Phone: 519-452-4290 Fax: 519 659-9522 [Link] Linked-In @ Professor DeWan
Underlying Competencies

1. Analytical Thinking and Problem Solving

2. Behavioural Characteristics
3. Business Knowledge
4. Communication Skills
5. Interaction Skills
6. Tools and Technology

Throughout the semester you will practice these business analysis competencies as you
build your business case

Business Analysis Program

Implementation of Your Knowledge
Stakeholders review and share thoughts on each topic. (ref: BABOK chapter 9)

Stakeholders
A. Analytical
D.
randomly assigned a
Thinking and B. Behavioural C. Business E. Interaction F. Tools and
Problem Characteristics Knowledge
Communication
Skills Technology
topic to speak for 30-
Skills
Solving 45 seconds with an
example.
1. Creative
13. Business 27. Office
Thinking 8. Ethics 22. Facilitation
Acumen 18. Verbal Productivity
2. Decision Tools and
Making
9. Personal 14. Industry 23. Leadership
Technology •example =
3. Learning Accountability Knowledge and Influencing relationship to
(Research) 19. Non-Verbal
28. Business your knowledge
15.
4. Problem 10. Analysis Tools
Organization 24. Teamwork
Solving Trustworthiness
Knowledge
and •whose example
Technology
5. Systems 11. 20. Written
25. Negotiation
resonated to you
Thinking Organization 16. Solution
and Time Knowledge
and Conflict most?
6. Conceptual Resolution 29.
Management
Thinking Communicatio
17. n Tools and
21. Listening
7. Visual 12. Adaptability Methodology 26. Teaching Technology
Thinking Knowledge

Business Analysis Program

 Business Plan vs. Business Case vs. Case Study

Business Analysis Program

2015-1001 Fanshawe College Boulevard; P.O. Box 7005 London, Ontario N5Y 5R6 Phone: 519-452-4290 Fax: 519 659-9522 [Link] Linked-In @ Professor DeWan
Business Case vs. Business Plan
A Business Plan is a strategy document that details how a company plans to do business – how
it will differentiate itself to successfully compete in the market over the longer term (i.e., usually,
over 3, 5, or more years – depending on a company); forward looking

Business Plan

Smaller Business Plan(s) Smaller Business Plan(s) Smaller Business Plan(s)

/ Business Case(s) / Business Case(s) / Business Case(s)

A Business Case describes what should happen (future) if the company pursues a given course
of action. It is more detailed and specific than an overall business plan. There may be several
options to solve a problem, and the business case process helps to narrow these options down to
select the best choice (i.e., usually, less than a years – depending on a company)
In a Case Study, a case is a description of an actual situation, commonly involving a decision, a
challenge, an opportunity, a problem or an issue faced (happened in the past) by a person or
organization. The case allows you to step figuratively into the position of the decision maker
(MGMT-6125: Learning with cases – Maufette-Leenders, Erskine, Leenders)

Business Analysis Program

 Why do I need a Business Case

Business Analysis Program

2015-1001 Fanshawe College Boulevard; P.O. Box 7005 London, Ontario N5Y 5R6 Phone: 519-452-4290 Fax: 519 659-9522 [Link] Linked-In @ Professor DeWan
Why a Business Case
Business analysis is about recognizing the need for change in an organization –
• the current state, the desired future state, and the right solution to bridge the gap between
the two.

Future state
Outcome of the solution
Current state
Problem / Opportunity

Business Analysis Program

Why a Business Case

• A business case provides a structured communication approach that makes it easier

for decision makers to understand and compare investment options.
• Some changes are simple and do not require a business case, for example, a small
incremental change to a process. These changes require relatively little investment in
resources and are usually considered low risk.
• When the investment grows and the risk increases, a business case may be required
to ‘make the case’ for the change.
• Often larger investments will be competing with other investment options.
• The skills required to create a business case have a foundation in other courses in
the program – especially, Solution Analysis, Project Management, and Requirements
Analysis.

Business Analysis Program

 m to
r
r t pared
Business Case Examples e
o rt e
e
m
, sh t as co plan
t
No men ness
le si
imp o a bu
t
1. Investing in capital equipment

2. The potential to outsource certain activities to third parties

3. Buying and implementing a new software package – for example, a customer

relationship management system or a supply chain software solution
4. Entering a new market – either product-based (for example, new product to existing
customers, or existing product to new customers) or geographic
5. Improve an internal process by using a combination of equipment, software, and
training (the business investment may only be downtime!)

Business Analysis Program

Business Case Development

It is one of the most important document you will

ever write in your professional career

WHY?

You are asking for approval of funds = Money

Business Analysis Program

 Phases of a Business Case

Business Analysis Program

2015-1001 Fanshawe College Boulevard; P.O. Box 7005 London, Ontario N5Y 5R6 Phone: 519-452-4290 Fax: 519 659-9522 [Link] Linked-In @ Professor DeWan
Phases of Business Case Development
Define the
1 Opportunity statement, objectives, and preliminary metrics. (PIP submission)
Opportunity
Identify
2 List of alternatives and elevator pitch; stakeholder list. (SL submission)
Alternatives
Elicitation and evaluation plan. General risks, assumptions, & high level plan for each
3 Gather Data alternative. (EP submission)

Analyze Multiple objective analysis using appropriate financial and non-financial

4
Alternatives measures. (MOA submission)
Make Risk and sensitivity analyses. Final summary of recommendation and associated rationale.
5 Recommendation (FREC submission)

Implementation High level project plan. Communication plan.

6
Plan (DFR submission)
Communicate the Final presentation and consolidated business case report.
7
Business Case (FR submission)

Business Analysis Program

Phases of Business Case Development
Define the
1 Opportunity statement, objectives, and preliminary metrics. (PIP submission)
Opportunity
Identify
2 List of alternatives and elevator pitch; stakeholder list. (SL submission)
Alternatives
Elicitation and evaluation plan. General risks, assumptions, & high level plan for each
3 Gather Data alternative. (EP submission)

Analyze Multiple objective analysis using appropriate financial and non-financial

4
Alternatives measures. (MOA submission)
Make Risk and sensitivity analyses. Final summary of recommendation and associated rationale.
5 Recommendation (FREC submission)

Implementation High level project plan. Communication plan.

6
Plan (DFR submission)
Communicate the Final presentation and consolidated business case report.
7
Business Case (FR submission)

Business Analysis Program

Four Steps of Phase 1: Defining the Opportunity
Define the
1 Opportunity statement, objectives, and preliminary metrics. (PIP submission)
Opportunity

A. Identify the problem and opportunity

B. Create an opportunity statement

C. Describe and prioritize the business objectives

D. Define preliminary metrics

Business Analysis Program

 Four Steps of Phase 1: Defining the Opportunity
Define the
1 Opportunity statement, objectives, and preliminary metrics. (PIP submission)
Opportunity

A. Identify the problem and opportunity

A) (s)”
o n ( blem nd
c us “Pro ny a ent nt B. Create an opportunity statement
t, fo g pa rtm me
s i n m a g y
Fir ntify ) Co Dep s se ay tr
ide d (C nal ines d m e
o
an ncti Bus ” an cas C. Describe and prioritize the business objectives
Fu d/or tives ess
an bjec usin
“O ur “b ve”
yo jecti
ob
D. Define preliminary metrics

Business Analysis Program

 Problem

Business Analysis Program

2015-1001 Fanshawe College Boulevard; P.O. Box 7005 London, Ontario N5Y 5R6 Phone: 519-452-4290 Fax: 519 659-9522 [Link] Linked-In @ Professor DeWan
Defining the Opportunity
● With secondary research, you will need to imagine and then defend that the problem is
reasonable
● Utilize the techniques learned in MGMT-6123-Intro to Business Analysis to “identify a
problem”
1. Decide on the target company problem and desired state
a) Individually research potential companies for problems and opportunities (start with either)
b) Conduct an initial brainstorming to identify one that you will work on as a team
c) As backup plan in case your initial idea does not work as well as you think it should look for at least
three problems related to your department
d) If you have an interest in a particular type of solution (e.g., process improvement for production) you can
start with this and find a company or other organization that would benefit.
e) However, the company problem must have enough publicly available information to make the evaluation
feasible (i.e., TSE / NYSE listed companies).

Where do we start? Ref: following slides…

Business Analysis Program
Four Steps of Phase 1: Defining the Opportunity
Define the
1 Opportunity statement, objectives, and preliminary metrics. (PIP submission)
Opportunity

A. Identify the problem and opportunity.

B. Create an opportunity statement.

C. Describe and prioritize the business objectives.

D. Define preliminary metrics.

Business Analysis Program

Four Steps of Phase 1: Defining the Opportunity
Define the
1 Opportunity statement, objectives, and preliminary metrics. (PIP submission)
Opportunity

A. Identify the problem and opportunity

Consider that the future state is achievable within a short period of time
– a business case (BC) NOT a business plan (BP)
Th are
is fo
is cu
w si
ha ng
ty

Future state
ou

Outcome of the solution

Current state
Problem / Opportunity

One specific problem. Use techniques

learned from mgmt. 6124 – for
example, root cause analysis, 5 Why

Business Analysis Program

Four Steps of Phase 1: Defining the Opportunity
Define the
1 Opportunity statement, objectives, and preliminary metrics. (PIP submission)
Opportunity

A. Identify the problem and opportunity

You can start with the company, government organization, or non-profit

organization and research at:
a) Annual Report
s
it on lose b) Financial statements
niza disc heir it
rga ot in t less c) Social media posting
: O o n s un .
o te lly d blem rts, ized d) Website
N ua ro po gn
us eir p l re eco e) News, blogs, etc.
th nua ely r
An wid f) Existing connections
is

Business Analysis Program

Example of a Problem

Refer to the textbook page # 10. Not all information from the textbook are in FOL due to copyright law.

Business Analysis Program

 Four Steps of Phase 1: Defining the Opportunity
Define the
1 Opportunity statement, objectives, and preliminary metrics. (PIP submission)
Opportunity

A. Identify the problem and opportunity

k. In your problem (“CURRENT STATE”), identify key components and more…
x t boo
t e n
o the atio are 1. Urgency: Remain competitive, increase revenue, etc. – decision makers of your company will not approve
t m k
efer l infor tboo
R t al tex funds without urgency, importance, nagetive impact to the company
No the ue to ur
m
fro OL d t law. all yo 2. Why: New strategy. Aligned with your company and / or department objectives, mission, vision, goal, value,
n F g h r ec
i yri n, to metrics – decision makers of your company will not approve funds without such alignment
cop dditio from Intro in
a s a
In rning 123: dom 3. One problem: Learn how to identify. For example, Lower earnings of a company is not a problem, it is the
lea MT-6 blem
MG – Pro ) effect of a problem. Identify the key problem, not the outcome of the problem. Use techniques learned in mgtm-
s
BA dule( 6124-methods, such as, 5 Whys, Root cause analysis to identify the key concern, issue, reason, problem
mo
4. How: Learn, training. Mitigate or implement within a short period with a Business case NOT with a Business
plan. Usually, implemented within a year or so
5. Who: 200 sales staffs, customers
6. What: Identify and full-fill customers’ needs. Benefit(s) secured from mitigating the concern

Problem statement is something negative and usually one sentence,

maximum two. Business Analysis Program
 Objective

Business Analysis Program

2015-1001 Fanshawe College Boulevard; P.O. Box 7005 London, Ontario N5Y 5R6 Phone: 519-452-4290 Fax: 519 659-9522 [Link] Linked-In @ Professor DeWan
Four Steps of Phase 1: Defining the Opportunity
Define the
1 Opportunity statement, objectives, and preliminary metrics. (PIP submission)
Opportunity

A. Identify the problem and opportunity

B. Create an opportunity statement

C. Describe and prioritize the business

objectives

D. Define preliminary metrics

Business Analysis Program

Four Steps of Phase 1: Defining the Opportunity
Define the
1 Opportunity statement, objectives, and preliminary metrics. (PIP submission)
Opportunity
C. Describe and prioritize the business objectives

• Usually, there are THREE sets of objectives for you to

Your consider (at least two …; Company = must, mandatory;
Company e.g.; set by CEO, Chairman –
long-term; can not be changed Department/business segment/team = if available, optional).
Objective without board approval Do not make them up and/or rewrite
• Objectives can be also found under mission, vision, goal,
value, metrics, or similar heading(s) in a publicly traded
Your e.g.; set by C-suite – CFO, CRO,
company website and/or annual report, and/or disclosures
Department CTO, Dept head – aligns with CEO’s
Objectives – long-term
Objective • The objectives can be financial or non-financial
• The objectives are what you hope to achieve with the solution
as part of the business case process
Your Business e.g.; set by you – aligns with
Case ATLEAST one of the above • How would the outcome (objective) of your Business Case
Objective Objectives – shorter-term support the overall Company and/or your Department
objectives = alignment of your proposal with your company

Business Analysis Program

Four Steps of Phase 1: Defining the Opportunity
Define the
1 Opportunity statement, objectives, and preliminary metrics. (PIP submission)
Opportunity
C. Describe and prioritize the business objectives

• Sometimes, the Company objectives are not explicitly stated

• Explore – mission, vision, goals, and the key performance indicators (KPI) that are
currently tracked and given more attention
For example,
o is revenue more important than profit?
o is market share more important than product returns?
They will form the general starting point for the cost-benefit and multiple objectives
analyses that come later in the process.

Business Analysis Program

Example of Objectives

Refer to the textbook. Not all information from the textbook are in FOL due to copyright law.

Business Analysis Program

 Four Steps of Phase 1: Defining the Opportunity
Define the
1 Opportunity statement, objectives, and preliminary metrics. (PIP submission)
Opportunity
C. Describe and prioritize the business objectives

Company Objectives We will build our products to satisfy our customer,

(Vision / Mission / Target / Goal / KPI) provide higher returns for our shareholders, and take
care of our employees
E
PL

Department Objectives Finance Department Sales Department HR Department

AM

o Cost reduction o Customer satisfaction o Employee satisfaction

EX

o Revenue increase o Revenue growth o Turnover of sales staff

o Profitability improvement

Your Business Case 1. Increase profitability 2. Improve customer 3. Reduce employee turnover
Objectives satisfaction

Business Analysis Program

 Company

Business Analysis Program

2015-1001 Fanshawe College Boulevard; P.O. Box 7005 London, Ontario N5Y 5R6 Phone: 519-452-4290 Fax: 519 659-9522 [Link] Linked-In @ Professor DeWan
It’s Your Company

As Assigned by the Professor

1. We will refer our company as “Delta” (written & vocal, to avoid any legal
exposure)
2. Company is listed in the TSE and/or the NYSE
3. You are the Business Analyst of the company
4. You identified a Problem that you thought can be converted into an
Opportunity
5. The Problem was not used in last Two Years for this course
6. Your manager asked you to Create A Business Case aligned with company /
department Objectives
Business Analysis Program
 Deliverables

Business Analysis Program

2015-1001 Fanshawe College Boulevard; P.O. Box 7005 London, Ontario N5Y 5R6 Phone: 519-452-4290 Fax: 519 659-9522 [Link] Linked-In @ Professor DeWan
Deliverables
Problem Identification & Objectives
You are the Business Analyst of the company. Your manager asked you to identify three or more
problems in your company/department/business segment/team that is solvable within a business case
(short period of time, alignment, etc.; refer to prior slides). If available, additionally, identify your
department / business segment objectives based on your research. You may try drafting your Business
case object, if you feel comfortable
1. Write at the top of the page (incorporate this information in each of your future submissions for this semester):
a) course code with your section
b) company name (factious, e.g.; Delta – to avoid your legal obligations in the future)
c) the department/team/business segment/group name
d) all team members’ Names along with each individual contribution in percentage (no two members should have same
percentage; for example – Name A: 40%, Name B: 33% Name C: 27% Name D: 0% = 100%. It is extremely unusual that
two individuals contributed exactly equal to an effort in real world scenario)
2. Use MS Word to draft your full document. Convert and Submit in PDF format.
3. U.S. Letter size, all pages in Portrait orientation. Times Roman or Arial 12-point font size, Double spaced, apply mitigating step in
case of a topic header, graph, or table cut-off. Do not include any other page, for example, cover page, table of contents,
reference, etc.

Submit the documents in the submission folder before timeline set in the Submission folder
Document submitted may be used in the class discussion and viewed and commented by all stakeholders.

Business Analysis Program