Key Business Analysis. First is the Gathering Requirements, ie to find out from the most senior person in the company, what the two projects intended to achieve. This stage can be divided into different stages Some include:
o Using existing documents.
o Running the strategic interviews.
o Running the modeling workshop.
How can two effectively gather requirements from senior directors and senior executives is one-to-one strategic in-depth interviews. The purpose of this interview is to learn from key people what it is that businesses must take two out and their Opinion on Business Functions and this is an activity, not a department in the business district and the project itself Concerned.
This interview can understand it, as long as you listen to what is said, what is most important to be interviewed and, as he was a key member of the company, it is important that you know this before Continuing the project.
Suggested prepare for the interview by reviewing all current strategy document so you will be familiar with the history leading to the current strategic. However, the information you gather from this interview can not be collected from the documents alone, do not let the senior executives interviewed avoided by referring you to return to the document. Gather all the knowledge you here will also help you formulate a future strategy for the two business modeling projects.
Who Thurs Interview
Effective strategic interviews with senior executives right is critical to the success of any business modeling projects. The term "right" means that the person is: Does knowledge of the business area, is a major player in the region. And empowered to define and apply two strategies for the region. And must have a vision of the way forward also supports the goals of the business modeling project.
When interviewed will be vital and opinion leaders from the business plus the members of the group with a legitimate interest in the business, such as auditors. Both internal and external customers is a group of people who have a very strong interest in the business. An enlightened business modeling project manager will see that there are significant benefits to be gained by engaging customers in the process of gathering requirements.
Depending on the size of the organization and the scale and scope of the study, the number of in-depth interviews will vary. For small companies with less than 30 employees one or two interviews should be enough. As the size and scope of the improvement project, will increase the number of interviews. Regardless of company size, the number of interviewed more than 12 will result in a decrease - the extra effort expended with little extra to show for it.
When interviewed should represent all fields of business are included in the scope of the project, with some overlap into related areas such as customer. Two not important type of acid is missed. The goal is two-Involve the minimum number of people with the greatest knowledge of the business knows what to do now and in the future.
Due to Failed projects selected were interviewed at the start of in-depth interviews are too low level in the company, most people with a "hands on" detailed knowledge of the existing system. People like these are not suitable for in-depth interviews, as they tend to look only at the business in the current system (s) and procedures and they rarely appreciate the underlying business functions and do not have a vision of what should happen.
Try to have a senior executive for the in-depth interviews, their input is very important. Interview structure as described here and you will ensur that you are not wasting their time. Make an audio recording interviews will also ensur you do not need to re-interview people and ask them the same question again. Some or all of the respondents to be in a position to make or approve two forward strategy for the project.
Just imagine: senior executives or key managers who were interviewed separately, one by one. Prepare yourself for this interview. In a large company can take between half and one day to two analysts. The main output of this preparation is a basic set of questions to be asked of the senior executives should include, as follows:
- What Business Functions that executives see as within the scope of the research?
- With respect two business functions that are within the scope of the study and carried out in the executive department 's:
o What are the business goals and objectives?
o What are the key performance indicators, ie what steps the business area should be used to measure how well this Doing Business Functions?
o What are the critical success factors for it, what business would be achieved by the business relation with Business Functions for businesses that will be judged to be successful?
o What are the critical success factors for the business modeling project, ie what should be achieved by the project related to the Business Functions for the project will be judged to be successful?
o What executives look, Strength Weaknesses, Opportunities and Threats swot for business and for the project?
o Are there existing risks and issues in business?
- What they see is a risk and project issues?
There are other relevant questions will be added to the list above. Avoid asking "closed" questions, that is, they only require a "yes" or "no" - unless you need a "yes" or "no" definite In particular topic.
Each question must be the beginning of a dialogue between manager and lead analyst. Support Analyst should help keep the lead analyst and manager at the track and bring them back to the questions listed if they stray too far. Two is always better than one in this interview analysts, even in a small business. It's really Increase productivity.
A main purpose of the interview one-to-one strategy is two-Getting information from sources that can not be obtained by other means, for example, is currently divided in their opinions about topics specific industry and project elements or enterprise models that they see as most important for aimed at two establishe that supports the goals of the project manager and business modeling that will lead to changes in the company and, if not, why not.
The last question should be: "Is there anything you think I should ask you and that I do not?"
Structure Not Straight Jacket
Some analysts think that the strategy of structuring the interview in this way somehow limiting them. Analysts will know the questions they need to answer during the interview. They also knew that the only way to ensur that these questions are two Questions to ask them during the interview and that the best way to ensur that they are required to have them-on the list of questions to be asked!
None of the analysts Preventer top of being creative, ask additional questions, and extended interviews in an open dialogue if needed. Structured interviews should be methodical but not mechanistic.
Plan
Interviews can be calculated in advance based on the amount of time it should take the managers interviewed two answers to all the questions in the list. Typing two lists needed for the interview and used as the basis for the agenda.
Respondents must be prepared to submit a synopsis of the questionnaire explained the purpose of the interview and indicate the type of questions that will be asked. Avoid sending the questionnaire itself as many managers are tempted to treat this as a questionnaire, complete it and return it to you, thinking that it is the end of this issue. It does not give you what you want as a question only a starting point for dialogue, but a waste of their time and create a negative situation that could have been avoided.
Method
Typically, these interviews lasted between two and four hours Depending on the size and scope of the project. Two analysts should take part in the interview, one to lead and facilitate, the second analyst is there to record and monitor the analyst lead, make sure that he / she is asking the right questions, are the two lists and hear the interview, reacting two responses and they are not lost every critical point.
The second analyst also taken note of but this should not be the primary means of capturing the interview findings.