1. Develop an Information Investigation Plan (IIP)

We did this at the beginning as a brainstorming exercise on a whiteboard and flip paper. First, we started with a hypothesis of the problem. Next, we worked out where we could obtain information and data that helped us prove or disprove our hypothesis, eventually ending up with a proven theory (defined problem). That was the basic logic of our investigation and analysis approach.

We developed an Information Investigation Plan (IIP) to structure our approach, and document the data collection process, sources, schedule, and data analysis methods. The IIP helped to ensure that the information obtained was accurate, relevant, and sufficient for the project.  The IIP included the following:

  • Interviews with key stakeholders, including front-line contractors and employees involved in workforce planning, rostering, and resourcing
  • Review of previous reports, studies and data related to the organisation’s response to natural disasters
  • Analysis of the organisation’s current workforce planning, rostering and resourcing processes and procedures
  • Stakeholder List, RACI Matrix, Onion Diagram and Factional Scale.  

For the project’s duration, we continued to add to the IIP. It’s a necessary foundation document for all business investigation and analysis projects.

2. Investigate and Define the Problem

Our second step was researching and analysing the organisation and the industry and interviewing stakeholders to identify and define the problem.

The continuation of damaging earthquakes and aftershocks compounded the problem, making forecasting the number of insurance claims nearly impossible. In addition, calculating the number of field contractors (assessors and estimators) needed and the resources they would require to assess the claims was also impossible.   

Additionally, there were inefficiencies in the rostering and resourcing process, which led to a longer time to assess claims. This resulted in longer wait times for claimants, higher costs for the organisation and lower operational efficiency.  

We conducted document analysis and interviews to better understand the problem, including reviewing previous reports, studies, and data on the organisation’s response to natural disasters. We used this information to develop a problem and vision statement.

The problem statement was: “The organisation’s response to natural disaster insurance claims is hindered by inefficiencies in the logistics of workforce planning, rostering, and resourcing, leading to longer wait times for claimants, higher costs for the organisation, and lower operational efficiency.”  

The vision statement was: “To develop a solution that improves the logistics of workforce planning, rostering and resourcing for the organisation’s response to natural disaster insurance claims, resulting in shorter wait times for claimants, lower costs for the organisation and higher operational efficiency.”  

At the end of this step, we clearly understood the problem and its root causes. We developed objectives for the project, which helped to guide the development of the solution.

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Roadmap for the
Business Investigation and
Analysis System

There are Ten Steps in the Business Investigation and Analysts System and Three Checkpoints when a decision is made to stop at that Step or continue onto the next Checkpoint.

1. Develop an Information Investigation Plan (IIP)

Prepare an information-investigation plan to determine the solution. First, we identify the information needed to define the problem and solution. Then, where can we find the information? Next, how can we obtain the information? Finally, what order to get the information?

Output: Document Analysis. Information Investigation Plan (IIP).

2. Investigate and Define the Problem

In this step, we define the problem owner, prepare an information-gathering plan to determine the problem, and elicit information about the problem. We then analyse the information, determine the real problem to be solved, and confirm that with the problem owner.

Output: Root Case Analysis. Problem Statement. Vision Statement.

3. ​ Define the Solution and Product Scope

We develop a vision of the solution and acceptance criteria with the problem owner and determine stakeholders. Then, conduct risk analysis and justification for solving the problem. Finally, we identify solution constraints, functional goals, and business objectives. 

Output: Decision Documents (product scope, business case, project charter).

4. ​ Confirm Alignment and Financial Justification (CP Alpha)

We review organisational vision, mission statements, strategic and business plans, and policy to ensure the solution or product aligns and supports achieving goals and objectives. In addition, we provide financial justification for solving the problem.

This step if Checkpoint Alpha, a decision is made stop here or continue to Checkpoint Bravo.

Output: ROI Analysis. Cost/Benefit Analysis. Risk Analysis. Feasibility Study.

5.  Define and Model the Problem Domain

Obtain information to describe and diagram the problem domain. First, we understand completely why the problem exists and what conditions cause the problem. Then, we determine the functional areas impacted by the problem and its solution. Finally, we identify neighbouring constituencies, intersecting processes, and ancillary benefits.

Output: Current State Baseline of the Problem Domain. Problem Domain Diagram or Model.

6.  Determine the Best Solution

Analyse the information to determine potential solutions for the problem. First, we analyse and model the solution. Then, we create the necessary models and diagrams. Finally, we confirm our analysis with the affected product stakeholders that the part of the solution that affects them will work and is acceptable.

Output: Entity Relationship Diagram. Data Flow Diagram. Activity Diagram. Use Cases.

7.  Write the Solution Documentation (CP Bravo)

Confirm with the stakeholders that the solution completely and accurately solves the problem. First, we get parts of the solution confirmed as they are defined. Then, we check the technical and project feasibility and validate requirements with the solution team and stakeholders. Finally, we get the solution document approved by the executive decision-maker.

This is Checkpoint Bravo, a decision is made here to stop here or continue to Checkpoint Charlie. 

Output: Solution Diagram, Data, Process & Behaviour Models. Requirements Documents. Business Rules. Event Analysis. Gap Analysis. User Stories.

8.  Implement Monitor the Solution

Turn the solution definition into an operational system or process. First, we work with the solution team throughout product implementation. Then, we make sure the solution document matches the solution, and document, evaluate and review any changes. Then, we prepare user test cases and ensure the solution successfully transitions into the business environment.

Output: Requirements Changes. Acceptance Testing.

9.  Confirm the Business Problem Has Been Solved

Prove that the product has achieved an acceptable level of confidence that it will behave as expected under all circumstances of interest. First, we establish the basic criteria against which quality assurance judges the quality of the product. Then, we confirm that the final definition of correct behaviour (the solution document) matches the delivered product. Finally, we make sure the product solves the original problem and proves the solution is effective and stays effective by measuring the results.

Output: Unit, Integration, System, and Acceptance test results. Bug/Defect Report.

10.  Manage Transition and Change (CP Charlie)

Prepare the business for a successful transition to the new process. First, we create a sense of urgency for change, create a guiding coalition, and develop a vision of the changed environment. Then, we communicate the change vision and empower action to affect change. Finally, we generate short-term wins, consolidate gains, produce more change, and anchor new cultural approaches.

This is Checkpoint Charlie, it marks the end of the project. At this stage Lessons Learned regarding the Business Investigation and Analysis Project should be conducted.

Output: Change Management Plan. Change Impact Diagram. Training Plan. User Manuals. Help-desk. Updated Baseline Requirements Document. Lessons Learned.

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Give me a call on +64 20 4165 4856 or use the form to send me an email. I normally reply within 48 hours. I look forward to talking with you soon.

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