In businesses today, digitalization is causing increased pressure to develop innovations. Business-wide processes, learning systems and the interconnectivity of devices and applications offer many possibilities for innovations, but in change projects, this leads to a lot of complexity, an ever-increasing number of stakeholders and a creeping scope. Yet changes and innovation require agile planning as well as a consistent focus on business value and stakeholders’ feedback. The basic concepts of requirements engineering alone – stakeholders, goals and requirements – are not enough to satisfy the challenges of change projects. Here, agile business analysis offers effective support. This lecture will introduce types of artifacts in agile business analysis and discuss their diverse relationships. The artifacts types cover the entire value chain from need to solution to value. The lecture will also explain how: • The complexity of a change project can be controlled through views of the artifacts and their relationships. • Agility can be achieved by breaking a change project down into multiple requirements-driven initiatives (in terms of partial projects of a program). The artifact model is a further development of the core concepts from the Business Analysis Body of Knowledge and the Agile Extension to the BABOK Guide v2. It forms the foundation for consistent, tool-supported business analysis. It is also a common map for change teams on the path from business need to stakeholder value. It offers every individual information as to where they find themselves on the complex “terrain” of a change project and how they can react to changes effectively.

1. How change projects can be controlled
with agile business analysis
Ursula Meseberg

2. Fields of work:
Software engineering
Systems/business analysis
Processes & frameworks for project management
Member of the IIBA
Board member of the IIBA Germany Chapter
Associated member of IREB e.V.
Member of PMI
ursula.meseberg@microtool.de
Ursula Meseberg (Dipl. Math.)
Co-founder and managing director
of microTOOL GmbH, Berlin

3. Quelle: http://retailmagasinet.no/nyhetsarkiv/rema-1000-onsker-avklaring-om-sondagsapen

4. Staff costs are so high that stores are hardly making any profit
No opportunities to increase revenue
Staff is hard to find. No sustitute for someone who retires

5. Responsible politican
“Ensure the
supply of the
local people!“
“Close the
shop!“
Manager
“Without staff
like amazon go“

6. https://www.youtube.com/watch?v=NrmMk1Myrxc

7. Digital transformation
{ def } Realignment
of products and services, and of the
business model -
using digital technologies
for more customer value and profitability

8. Three aspects of a digital transformation
New customer
experience througt
apps for mobile
interaction
Digital business
models with entirely
new forms of customer
value
Source: Digital Transformation – A Road-Map for Billion Dollar Organizations, MIT Center for Digital Business an Capgemini Consulting, 2011.
Digitized business
processes to reduce
costs and increase
efficiency

9. Business model
{ def } A organisation‘s logic
for ensuring its financial
survivability

10. How do you develop or realign a
business model?

11. Dimensions of a
business model What
Return How
Who
Who are our
customers?
What do we offer our
customers? What value
do we create?
Value proposition
What do we get in
return?
Return mechanism
How do we create
values?
Value chain
From Oliver Gassmann et al., Geschäftsmodelle entwickeln, Hanser 2017

12. Business model canvas
Osterwalder, Alexander; Pigneur, Yves: Business Model Generation, Ein Handbuch für Visionäre, Spielveränderer und Herausforderer, Campus Verlag 2011
Key partner Key activities Value Customer
relationships
Types of
customers
Key resources Channels
Cost structure Income sourcesReturn
WhoHow What

13. Are there any
guidelines for change projects?

14. Business analysis
The practice of enabling change in a enterprise
by defining needs and recommending
solutions that deliver value to stakeholders
From the Business Analysis Body of Knowledge BABOK v3, IIBA, 2015
{ def }

15. BACCM®
Business Analysis
Core Concept Model
Meta model of business analysis

16. use
satisfies need of
- is increased by
- is reduced by
- increases value for
- provides solution to
needs of increases
decreases
is contained in
- generates
- influence
- qualify
- quantify
- has potential
- is qualified by
- is quantified by
sets limits onexperience
motivate
is implemented
through
- satisfy
- cause
participates
satisfy
cause prevent
is implemented
through
is implemented through
contains
is useful in
contains
is component of
is response to
has relationship with
deliver
is delivered by
- contains
- is related to
- contains
- is related to
is measured relative to
sets limits on
builds on
is satisfied by
Value
Context
contains
is a component of
Solution
contain
is component of
- is motivated by
- is rewarded with
- transfers
- motivates
- rewards
- is transferred by
Stakeholder
Change
Need

17. Is business analysis with these
core concepts
suitable for developing a new
business model?

18. Dimensions of a
business model What
Return How
Who
Who are our
stakeholders and
what are their
needs?
What value do we
offer to our
stakeholders?
What return do we
generate with this?
Which solution is
meant to create
this value?
from a business
analyst‘s point of
view

19. Challenges of change projects
for digital tranformation
Traceability of development
along the value chain
need – solution – value
Control
of management complexity

20. Can business analysis help
overcome these challenges?

21. What is the scope of business analysis?
What are the artifact types of business analysis?
How does agility work in change projects with
business analysis?

22. Scope
of business analysis

23. BABOK v3 Business analysis
planning and
monitoring
Strategy analysis
Solution
evaluation
Requirements life
cycle
management
Elicitation and
collaboration
Requirements
analysis and design
definition
Solution development &
operation
Strategy analysis
Requirements life
cycle
management
Elicitation and
collaboration
Requirements
analysis & design
definition
Solution
evaluation
Business analysis
planning and
monitoring

24. Artifact types
of business analysis/
strategy analysis 
suitable for developing a business model

25. Strategy analysis
Stakeholder
Business need
Potential value
Context of solution
Business requirements
Change strategy
Analyze
current state
Define
future state
Define
change
strategy
Assess risks

26. Value chain: Need – Solution – Value
A problem
to be solved
or a chance

27. Value chain: Need - Solution - Value
Advantage created
for stakeholders in
relation to costs

28. Value chain: Need - Solution - Value
Artifacts with versions
and baselines
Branches
Specific
approach to
satisfy needs
in a context

29. Needs are pretty far off being concrete requirements.
So what does the interface between
strategy analysis
and requirements engineering
look like?

30. Strategy analysis
Stakeholders
Business need
Potential value
Solution context
Business
requirements
Analyze
current state
Define
future State
Define
change
strategy
Assess risks

31. Requirements engineering interface
From need to
business
requirement

32. Refine business requirement
 Quantify business
requirements
through business
goals
 Derive solution
requirements
from business
goals

33. Can strategy analysis help keep
management complexity
under control?

34. Strategy analysis
Stakeholders
Business need
Potential value
Solution context
Business requirements
Change
strategy
Analyze
current state
Define
future state
Define
change
strategy
Assess risks

35. defines the steps
in which the identified needs
are to be met
and the values are to be created
{ def }
Change strategy

36. Agility
in change projects

37. Agility
delivering business value
incrementally and frequently
allowing rapid feedback, learning
and adapting to change
{ def }

38. Three planning horizons
Strategy horizon
Which needs should be satisfied and in which order?
Which initiatives should be implemented?
Initiative horizon: Program or projects
Which features should be realized to met which business
requirements? Which features should be created first?
Delivery horizon: Developer team‘s sprints
Which solution requirements should be realized?
Which parts of a feature can be delivered?
FeedbackFeedback

39. Plan change projects with initiatives, needs and value

40. What about traceability?

41. Suggestion for organizing data:
Meta-model for change projects
Change
Stakeholder Need Initiative Solution Value
Business
requirement
Business target
Solution
requirements
Backlog
Work package Components

42. für Application Lifecycle Management
Framework for
Change Projects for
Digital Transformation

43. Thank you!
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