This document proposes a new framework called SADD (Strategic Analysis Discovery Design) for pre-project analysis. It argues that most projects fail to meet objectives because they lack proper upfront analysis and design. SADD involves fact-finding, analysis, ideation and high-level design before a project begins. It is presented as an alternative to traditional project management approaches with a stronger emphasis on understanding problems, exploring options creatively and establishing a holistic strategic direction and high-level solution design. The framework has both a process model and principles like design thinking. It aims to establish the right conditions for success before a project is initiated.

1. IIBA UK North Branch
Virtual Event – 4th May 2020
• Andrew Precious
• Business Architecture Manager and Head of BA Practice
• Volunteer - IIBA UK Chapter - North Branch
@UKIIBA #UKIIBA
IIBA UK North Branch LinkedIn group
https://www.linkedin.com/groups/5168049/
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United Kingdom
Chapter

2. “How Would You Start?”
- A proposal for Pre-Project Analysis & Design
Owner: Jeffries Blue
Version: Version 1.0
Date: 4th May 2020

3. Introduction to Craig Jeffries
Quick highlight – helps you understand my point of view:
 Founder of Jeffries Blue (Business Design Consultancy)
 Came into Business Analysis from a business process
reengineering/process background rather than requirements
analysis
 Portfolio career – different roles, different industries
 Maverick – habit of calling out ‘Emperors New Clothes’
 Lifelong learner
 “Absorb what is useful, discard the rest, add what is uniquely
your own” – Bruce Lee

4. Agenda
Project Failure
Worse than you think
A New Approach
In Practice
Observations
Q&A

5. PART ONE
PROJECT SUCCESS?

6. IIBA UK North Branch
Virtual Event – 4th May 2020
What percentage of projects at your workplace do
you consider a success?
0
10
20
30
40
50
0-24%
25-49%
50-74%
75-100%
0
10
20
30
40
50
60
70
80
90
MeetsRequirements
Deliveredto
Time/Cost/Quality
DeliveredtoTime
Endusersare'happy'
BusinessDesignis
innovative
What is your criteria for project success?

7. How many Projects ‘SUCCEED’?
 Per PMI (2017) – Classical failure
 This is just against Time, Cost, Quality
 This doesn’t feel acceptable, but the full situation is worse
17%fail ‘outright’
49%fail to meet timescale

8. How many Projects ‘SUCCEED’? - EXAMPLE
Missed Opportunity - Introduction of Digital Cheques 2016-17?
 Focus on ‘implement digital cheques’
 Approach had been decided upfront, before meaningful analysis
 ‘Project Manager’ led, delivery focus
 ‘Do minimum’ mindset
 No link to Strategy
 No consideration of opportunities
 No business design capability in project
If the Project is to: outsource; implement a software package; etc, you are
already locked into a path with limited room for design outside that
constraint. A missed opportunity?

9. PART TWO
PRE-PROJECT –
STRATEGIC DESIGN

10. Project ‘Direction of Travel’
“Someone looks up from their work and says
“We’re going the wrong way!” The response is
“Shut up! We’re making great progress!”
 “Begin with the end in Mind” (source: Stephen Coveys’ 7 Habits)
Brutal fact, most projects are doomed to mediocrity
POLL

11. IIBA UK North Branch
Virtual Event – 4th May 2020
Beside process mapping, do your projects involve
formal Business Design?
0
10
20
30
40
50
60
70
80
Alittle
SignificantActivity
CoreActivity
Nope-what's
BusinessDesign?
0
20
40
60
80
100
No
Sometimes
Often
Always
Aside from producing a PID and Business Case, is there
a formal pre-project analysis activity for your projects?

12. Project Initiation
You HAVE to know your High Level Design BEFORE you start
the project
?

13. Introducing a new Framework
 Strategic
 Analysis
 Discovery
 Design
SADD

14. PART THREE
SADD

15. SADD – Origins/Inspiration
Design
Thinking
agile
Manifesto
MBA
analysis
Barclays’
BOD
#B4uStart
book
‘Guru’
books
Bitter
Experience

16. IIBA UK North Branch
Virtual Event – 4th May 2020
How would you define Business Design?
Spending the time ahead of the
project to understand what we are
trying to solve. Have options in
place. Plan A, plan B etc. and
sharing that with the end users so
their buy in achieved and then
proceed to design and develop...
Process Improvement
Solution created to the
business needs and is
flexible
Organisational/
Operational design +
technology design

17. Business Design
Its not UX (though UX may be part of the solution)
At its core, Business Design is the integration of customer empathy, experience design and
business strategy
Rotman School of Business
It’s a way of operating that combines the tools of business thinkers, analysts, and
strategists with the methods and mindsets of design. Business designers think about how
every element of the business model affects the consumer and client experience
IDEO
Business Design is the activity that involves business strategy, environmental discovery,
design thinking and anything else that works to get from a significant defined problem to
an (innovative) solution that best meets the real needs of the target User/Customers.
Jeffries Blue

18. Design Thinking
DISCOVER DEFINE DEVELOP DELIVER
Problem Opportunity Solution
Overview of Design Thinking
Divergent
thinking
Convergent
thinking
Design Council’s Double Diamondtm
POLL

19. SADD – Ying/Yang
There are two dimensions to this new approach, each as important as
each other.
Framework:
This covers the key
activities that need to
take place. This
includes the fact
finding, modelling,
analysis, evaluation
etc.
Mindset / Philosophy
This relates to the
underpinning philosophy and
People aspects, e.g. agile
philosophy, openness to new
ideas, right people on the
bus etc.

20. PART FOUR
SADD - Framework

21. SADD – Phases (iterative)
1. Problem Articulation
2. Fact Finding / Research
1. Environment
2. Horizon/Ideas
3. Emerging Needs
3. Analysis / Insights (Understanding)
4. Areas of Focus
5. Ideation (Design Thinking)
6. Business and Technical Design (High Level)
7. Prototype & Assessment
8. Project Initiation Documentation

22. Framework– Prototype 0.3
PID
Business
Case
Strategy / EA & Biz Arch artefacts
Problem /
Opportunity
Framing
Analysis
Ideation
Prototyping
Assessment
/ Feasibility
Fact Finding
Insights
Now Future
Internal (C)CPPOLDAT
External PESTLE
Scope
(initial)
Stakeholders Needs
Fact Confirmation
Areas
of
Focus
Horizon
Scanning
External
‘Ideas’
Design
Full
Design
Target Candidate
Designs
Project
Inception
Understanding
Spark / Idea

23. PART FIVE
SADD – Philosophy

24. SADD – Supporting Principles (Manifesto?)
• agile not Agiletm
• Design Thinking
• Holistic
• Documentation
• Appropriate use of Models
• People before Models
• Right people on the bus
• Expertise / Experience / Intellect / Common Sense
• Get your Facts Right

25. PART SIX
SADD – Roles &
People

26. IIBA UK North Branch
Virtual Event – 4th May 2020
Who carries out formal pre-project analysis for your projects?
0
10
20
30
40
50
60
70
Executive
Project/Programme
Manager
SubjectMatterExpert
BusinessArchitect
BusinessAnalyst
EnterpriseArchitect
BusinessDesigner
Other
Product Owner

27. SADD – Roles (1)
Leader
Technical ArchitectDomain Expert
Business Architect
Business Designer
POLL

28. SADD – Roles (2)
Thinker
Special SauceIdeas
Challenger

29. PART SEVEN
In Practice

30. SADD for a Client
Client needed a strategic discovery piece of work
The focus was a new European regulation product with a potentially huge
impact for the Client
It was seen as massively complex and ambiguous. A classical ‘messy
problem’
Do it or not do it?
The following 2 slides are part of the pack we used to sell the idea

31.  Awareness that previous projects had suffered due to poor
inception
 XXXX is a complex & messy problem, Need to ‘knit fog’, to
understand what the real problem is
 Desire to understand both the External and Internal factors that
could affect the decision to adopt XXXX and implementation
 An opportunity to bring in fresh external thinking
 An opportunity to be open to different views on how the product
could be adopted
 A desire to unearth the key Questions, including those that can’t be
answered at this point
 A HOLISTIC approach, ignoring imagined boundaries
Discovery – WHY?

32. SADD – Simplified Discovery Model
What is XXXX?
Internal
Analysis
External
Analysis
Benefits /
Risks
Solution
Options
Uses & Strategy
Current (and Future)
State Assessment
PESTLEPOLDAT
Critical
Thinking
Strategic
Direction
Critical
Analysis

33. Result?
Delivered Discovery pack summating key findings; several potential
options to go forward with a single recommended course of action
Recommended course of action was a radically new Target Operating
model with supporting evidence
Outputs were socialised through levels of the SLT before presentation to
the Senior Sponsor
Tremendously positive feedback
Success!

34. PART EIGHT
Observations

35. Ideal Leader – aka The Unicorn
Thinker
Servant
Leader
Expertise
Ambiguity
Suitability
Problem
Solver
Strategic
View
Communicator
Challenge Innovative
Resilience

36. Recap / Summary
SADD b4 Projects FACTS

37. Personal Request
SADD is an evolving concept
Like all good concepts, it needs to evolve in the ‘crucible’ of
being used in practice
If anyone thinks their organisation may want to try it out,
please drop me a line

38. Contact Details
LinkedIn: https://www.linkedin.com/in/craigjeffries42/

39. Further Reading
Books:
Art of Innovation Kelly
Business Model Generation Oseterwalder/Pigneur
Design a Better Business Van De Pijl
Lean Startup Eric Ries
Zero to One Thiel
Rework Fried
This is Service Design Thinking Stickdorn

40. QUESTIONS?