|Activities to be undertaken
|The review of the proposal and the framework developed on the project. Start working on the project, particularly on the fundamental functional area
|Acquire clear understanding of the visions and objectives of the project to clearly separate the functional from non-functional aspects
|To complete the key functional areas
|Start working on the non-functional components
|The completion of the work on the non-functional requirements
|To complete work on non-functional requirements to pave way for the development of product backlogs
|Undertake research on what constitute of product backlog to understand how to create it before developing one
|Completing product backlog
|Complete developing product backlog to start working on business impact.
|Under take the review on the “As is” and the “To be” frameworks.
Start working on the project’s business impact
|Complete on the brief on the impact of the project
|Compile the recommendations section of the briefing
|Start working on the mock up characterized by the user story acceptance
|Complete the criteria on the users’ story of acceptance
|Align the user acceptance story to select and start working on job description
|Start developing business analysis job description
|Complete developing the description
|Work on the executive summary
|Incorporate the bibliography and finalize the report
|Review the entire report to make it ready for presentation
|Submit the report
The Project Journal
The completion of the project is an intricate process. Therefore, it is important to have a guiding timeframe upon which the project would be executed (Blais 2012).
The product or outcome of a project should satisfy the users’ requirements (Carkenord 2009). Therefore, a product backlog is an important tool upon which the expectations can be identified and incorporated in the product development.
|I would want the new system to….
|Be able to registers new members to the club through the online system
|The new members can be registered cheaply and effectively as compared to the current manual registration
|User (club member)
|Able to log in to the system at convenient places and time
|To reduce the need to go to the club’s offices every time there is a need to make an inquiry or gather information
|User (club member)
|Log out after finishing with the site
|To ensure that no one else get access to my account after I am through
|User (the club’s office)
|Monitor the members, their activeness, and contributions
|To determine the active members through the systematic review
|Remove the registered members who have stayed in the system for long before making positive contribution
|To ensure that only the active members remain as affiliates to pave way for the interested members
|Receive enquiries from both the existing and non-existing members
|Serve the clients effectively and conveniently
|User (the club’s office)
|Send information to specific members in time and in good form through the online system
|Avoid sharing confidential information. The information should be sent to the specific members
|Change password, and retrieve an account upon forgetting password and or users name
|Remain active even after such unfortunate occurrences
|Been able to retrieve users information such as names, addresses, and telephone number
|Contact the user when there is the need
|Change some details such as address and telephone number
|Keep in touch with the club even after changing the contact details
|Make payments through the online platform
|Conveniently and securely book for events without having to travel to the offices
“AS IS” Processes
Receive application if applicant not suitable
If applicant suitable
TO BE” Process
Confirm all fills filled
If applicant suitable
If applicant not suitable
Comparing “As Is” and “To Be” to prepare for the change and Training Team
The shift from the As Is system (manual registration of members) to the To Be (the proposed online registrations system, will have some impact to the people, process and the technology. The implementation of the change will require the reorganization of the processes and the training of the team operating in the system (Brijs 2012; Pollio 2001). The comparison of the two systems can therefore be differentiated by looking at the impact of the change.
The impact of the change the people and processes
The users of both the old and new systems are the people to be impacted by the proposed change. The administrator, the office staff, the existing and potential club members are the primary stakeholders of concern in this respect (Cadle et al 2014). The club members will have little to learn about the system because they just need to follow interfaces that are simple to understand while registering and using the platform. However, the administrator and the office staff would be required to possess technical skills to understand and operate in the new system. Training is therefore something immensely required to boost the likelihood of the success of the proposed project (Harvard Business Review Press 2011). As oppose to As Is, the To Be system will not require the administrator and the office staff on one hand and the interested members to meet one on one. The system operators are hence required to be cautious and follow the due process to avoid registering and involving unauthorized parties.
Technological advancement is an obvious development that Olympic Club will experience upon the implementation of the proposed change. New computer hardware and software will be adopted because the online registration processes are primarily dependent on their application (Palepu and Healy 2008). The new system cannot take place in the absence of the internet connectivity, which is one of the important technologic changes expected.
The introduction of the new system can be a complicated process in a situation where the support from the people is not provided. The users of the proposed system can resist, while in other cases may not have the necessary skills to support the implementation. The first step in managing the recommended project to its success is the training of the users (Frisendal 2012; Johri 2010). It is clear that the current team does not have the experience in working in a computerized system; they are used to manual paper and pen system. The management should invest in the training of the staff by hiring experts to teach them on computer operations and the application of the relevant software and systems. The training should be detailed and the staff taught on practical application before been allowed to operate the system independently (Ma and Yhan 2014; Sobh et al. 2007). The need for intensive training is also compelled by the fact that the system will involve online payments which can be at risk if the team operating within the system is not cautious enough.
Backlog Categorization using the MOSCOW Method
The components that are of significant importance and fundamental must be incorporated otherwise the proposed system will not be realized (Myers 2009). The components that are of priority are categorized as Must Have are ranked from 1 to 5. According to the method, the Must Have requires clarity before the project kicks off or is launched because lack of either of the components would lead to total failure (Zikmund et al. 2012; Moran 2015). Should Have components (ranked from 5 to 9) are the not critical but important and of high value, while could have are the features (ranked from 9 to 11), which could be incorporated without the incurring a lot of efforts or cost.
|I want to….
|So as that….
|System administrator/office staff
|Have the skills and knowledge on the registration process using the new system
|The staff concerned should be able to access and run the new system
|Be in a position to log in
|To access the system and use it in registration, accessing information and making payments when and as required.
|Log out my account after
|To reduce the risk of another person accessing my account after am through
|Be able to enter and alter personal details when necessary
|To effect changes such as change of address and occupation
|Receive notification on new events and information
|To be informed on new development as a member
|Ability to incorporate changes on members details
|The changes requested by the members can be incorporated
|To remove registered members not adding value to the club
|to have in the register only the ones that are active and adding value, hence reducing the cost of holding unnecessary data
|The option for life chart
|to make equerries and receive feedback promptly
|Be able to change the members password as and when requested after authentication
|To avoid hacking and allowing the members to operate secured accounts
|Easily access information on interested members in an upcoming events
|To monitor the expected activity level from the members
|Opportunity to chart with other members
|Socialization and sharing ideas among club members
Screen Designs for Two MUST Stories, Business Rules and Justification of the Design
|I want to
|Register members using the online system
|New members do not have to flock in the office to register
|Access and update member’s information conveniently
|I can assess the membership, activeness, and update details as per member’s request
The following business rules are applicable to the two ranked Must Have stories:
- The primary details of individuals interested in registering as members including name, age, gender, and contact information must be given priority
- Upon filling in the primary details, the individuals should be automatically be incorporated in the list of members
- Only the active members will be retained in the list of members
Justification of the design
The design can be justified using four reasons/factors including:
- It is incorporates fundamental information about a member
- It is easy to navigate and operate
- It provides for the log in and out
- It provides the opportunity for the life chat
Story 1: As a system administrator, I want to register the club members through the online platform to have members registered conveniently
The functions in the web portal are not only easy to apply but also easy to display data; story a few acceptance criterions including:
- The components allowing the entry of fundamental components in a registration
- It is easy to authenticate and adjust data to ensure that they are 100% accurate
- The portal is easy to easy hence interested individuals can just fill in the required details when registering as members
Story 2: As a system administrator I want to Access and update member’s information conveniently to I can assess the membership, activeness, and update details as per member’s request
- The members can request for an adjustment in their accounts through the setting icon in the portal
- The members provides the details on the aspect they intend to adjust and authenticate their identity
- The date for the last activity is use as an indication of the activeness level of the member
Job Descriptions for a Business Analyst
Olympic Club is one of the best clubs in swim and tennis games. The club has been in operation since 1961 and is looking forward to implement an online registration platform to replace the manual (paper and pen) system. The organization is looking for a business analyst and call for interested parties to make applications upon fulfilling the requirements and responsibilities:
- Three years’ experience in a systems analysis
- Able to articulate teamwork and communication (Weese & Wagner 2011)
- Be creative to be able to define problems and their solutions
- The ability to define the stakeholders’ interests and develop a satisfying product
- Be able to formulate work breakdown structures and timeframe s
- Be comfortable with conducting interviews and be able to effectively utilize question opportunities for the best results.
- Have the ability to Conduct “As is” and “To be” analysis and develop their diagrams accurately.
Blais, S. 2012, Business analysis. Hoboken, N.J.: Wiley.
Brijs, B. 2012, Business analysis for business intelligence. Boca Raton, FL: CRC Press.
Cadle, J., Eva, M., Hindle, K., Paul, D., Rollason, C., Turner, P., Yeates, D. & Cadle, J. 2014, Business Analysis. Swindon: BCS Learning & Development Limited.
Carkenord, B. 2009, Seven steps to mastering business analysis. Ft. Lauderdale, Fla.: J. Ross Pub.
Frisendal, T. 2012, Design thinking business analysis. Berlin: Springer.
Johri, A. 2010, Business analysis. Mumbai [India]: Himalaya Pub. House.
Ma, M. & Yhan, Y. 2014, Green Communications and Networks. SOUTHAMPTON: WIT Press.
Myers, M. 2009, Qualitative research in business and management. Los Angeles: SAGE.
Palepu, K. & Healy, P. 2008, Business analysis & valuation. Mason, OH: Thomson/South-Western.
Pollio, G. 2001, International project analysis and financing. Ann Arbor: University of Michigan Press.
Sobh, T., Elleithy, K., Mahmood, A. & Karim, M. 2007, Innovative algorithms and techniques in automation, industrial electronics and telecommunications. Dordrecht: Springer.
Zikmund, W., Babin, B., Carr, J. & Griffin, M., 2012, Business research methods. Cengage Learning.
Moran, A. 2015, Managing Agile: strategy, implementation, organization and people. Cham: Springer.
Weese, S., & Wagner, T. A. 2011, CBAP / CCBA: Certified business analysis study guide. Indianapolis, Ind: Wiley Pub.
Harvard Business Review Press 2011, HBR’s 10 must reads: On change management. Boston, Mass: Harvard Business Review Press.